Facilities Management Middle East by ITP Business Publishing

IR HA IES E ING CCILIT ON SID ND FA ATI INHE FOULOBALSSOCI T G TA ITH THE EN A W OF GEM Q& AN ANA M M

An ITP Business Publication | May 2009 Vol. 04 Issue 5

A YEAR ON... HOW LAST YEAR’S FMME AWARD WINNERS ARE ADAPTING TO THE ECONOMIC CORRECTION

Essential information for FM & strata professionals, building owners, developers & contractors

FM TOOLKIT READ ABOUT THE CRISIS MANAGEMENT TOOLBOX FOR THE GULF REGION

Exclusive low down on what the industry’s thinkers are saying about FM in the Middle East

CONTENTS

VOLUME 4 ISSUE 5 MAY 2009 NEWS

Powerful marketing: the fmME Awards. Facilities management pivotal to Memon’s success. Omniyat JV to benefit strata and FM ops. FSI: Gulf open for business. Moves afoot to offset energy waste. Thank you Dubai!

Q&A

Stan Mitchell, chairman Global Facility Management Association, talks global positioning, iconic buildings and the future of FM

FM toolkit

FMs doing it for themselves Frustrated at the lack of any readily available site-wide mechanisms to implement in times of crisis? Read about the crisis management tool box for the Gulf region

Awards

14 19

fmME Breakfast Club

19 25 25 29

35 29 39 www.constructionweekonline.com

A year on... How last year’s fmME Award winners have adjusted to the current economic climate, and what the accolade means to them and their company

Community challenge: inaugral fmME Breakfast Club convenes Read what the industry thinkers and knowledge sharers are saying about facilities management in the Middle East, where it’s going and how it’s going to get there

Big Issue Once in a lifetime The UAE is facing a water crisis. Find out what facilities managers can do to stem the flow

Security Safe and sound? A look at best practice security procurement in light of new government legislation

COMMENT What price sustainability? Imdaad’s Alan Millin on DEWA in the driving seat, hamstrung FMs and the need to integrate to achieve efficiencies

PROJECT UPDATE Kuwait Projects Database An update of ongoing projects in Oman from Ventures Middle East

May 2009 1

EDITOR’S LETTER

Are you a believer? I am... n light of the misinformed, poisonous media attack on Dubai that has been seeping from certain sections of the UK and US media recently, it was fantastic to read a dignified, full and candid response to these articles, the economy and what the UAE stands and is striving for, from his Highness Sheikh Mohammed bin Rashid Al Maktoum, VicePresident and Prime Minister of the UAE and Ruler of Dubai, in Emirates Business 24/7 last month. And dignified is the word. That the UK government moved to distance itself and condemn the ‘quality’ publications that carried such dross and stress the strong, traditional trading relationships with the UAE will continue and grow, just about saves my faith, as a British citizen, in what being ‘British’ is supposed to stand for: dignity, a sense of fair play, manners and respect for other people and cultures. These are the four positive character traits that stand out for me. The sneering, finger pointing, ‘I told you so’, gleeful and down right derogatory - bordering on the racist - misinformed copy that appeared in the media reflects a particularly negative trait of the British media and, indeed, some Britains: a truly censorious and blinkered attitude to

anyone, or place, they perceive to be getting above itself and their right to slap it down. The subjective, rather than objective, bone of contention in these articles and on television has been the working conditions and pay of the labour force that is building Dubai for its citizens to enjoy. Let me be clear that in no way do I condone low pay, poor working and living conditions and sparodic on-site health and safety policies. But what I do say is this: how was the British Empire built? Who, physically was responsible for the rise of great cities such as Manhattan and Tokyo for example. Furthermore, are not the UK construction companies that ﬁlled their pockets during the boom, and are still operating in the region, complicit in how their labour force is treated? It is very easy to point the ﬁnger at Sheikh Mohammed and the Dubai government, but it illustrates a lack of understanding of history and the growing pains of the region. It is also lazy journalism: anyone can rant, it takes courage to look at the past, identify why these problems are happening and present a balanced picture which is actually informative. That is what journalism is about; conveying information so the reader can make his or her mind up without bias.

Registered at Dubai Media City PO Box 500024, Dubai, UAE Tel: 00 971 4 210 8000, Fax: 00 971 4 210 8080 Web: www.itp.com Offices in Dubai & London ITP Business Publishing CEO Walid Akawi Managing Director Neil Davies Deputy Managing Director Matthew Southwell Editorial Director David Ingham VP Sales Wayne Lowery Publishing Director Jason Bowman Editorial Senior Group Editor Stuart Matthews Group Editor Jeff Roberts Editor Paul Collett Tel: +971 4 435 6196 email: paul.collett@itp.com Contributor: Alan Millin Advertising Commercial Director, Construction Raz Islam Tel: +971 4 435 6371 email: raz.Islam@itp.com Group Advertising Manager Keiron Gallagher Tel: +971 4 435 6349 email: keiron.gallagher@itp.com Sales Manager Max Carruthers Tel: +971 4 435 6352 email: max.carruthers@itp.com Studio Group Art Editor Daniel Prescott Designer Angela Ravi Photography Director of Photography Sevag Davidian Chief Photographer Nemanja Seslija, Senior Photographer Valeriano Handumon, Alan Desiderio, Efraim Evidor, Khatuna Khutsishvili Staff Photographers Khaled Termanini, Thanos Lazopoulos, John Pocock, Jovana Obradovic, George Dipin, Leila Cranswick, Rajesh Raghav, Ruel Pableo, Louis Savage Production & Distribution Group Production Manager Kyle Smith Production Manager Eleanor Zwanepoel Production Coordinator Louise Schreiber Managing Picture Editor Patrick Littlejohn Image Retoucher Emmalyn Robles Distribution Manager Karima Ashwell Distribution Executive Nada Al Alami Circulation Head of Circulation & Database Gaurav Gulati Marketing Head of Marketing Daniel Fewtrell Deputy Marketing Manager Annie Chinoy ITP Digital Director Peter Conmy ITP Group

Paul Collett, editor paul.collett@itp.com

Chairman Andrew Neil Managing Director Robert Serafin Finance Director Toby Jay Spencer-Davies Board of Directors K.M. Jamieson, Mike Bayman, Walid Akawi, Neil Davies, Rob Corder, Mary Serafin Circulation Customer Service Tel: +971 4 286 8559

Certain images in this issue are available for purchase. Please contact itpimages@itp.com for further details or visit www.itpimages.com. Printed by Color Lines Press Subscribe online at www.itp.com/subscriptions The publishers regret that they cannot accept liability for error or omissions contained in this publication, however caused. The opinions and views contained in this publication are not necessarily those of the publishers. Readers are advised to seek specialist advice before acting on information contained in this publication which is provided for general use and may not be appropriate for the reader’s particular circumstances.

Date: 25 May, 2009 Venue: Westin, Dubai

The ownership of trademarks is acknowledged. No part of this publication or any part of the contents thereof may be reproduced, stored in a retrieval system or transmitted in any form without the permission of the publishers in writing. An exemption is hereby granted for extracts used for the purpose of fair review.

"53).%33

Subscribe to facilities management Middle East for free Log on to www.itp.com/subscriptions 2 May 2009

*BPA Worldwide Circulation Statement Average Qualified Circulation 6,947 (July - Dec 2008)

www.constructionweekonline.com

delivering facilities management solutions to international standards

consultancy fm strategies design reviews service charge assessment technical support

contact bill heath managing director

m:+971 50 640 2364 t: +971 4 3397958 e: bill.heath@macemacro.com

managed services facilities management operations

helpdesk 24/7 customer support

Mace Macro International part of the Mace Group

www.macemacro.com

Leading the U.A.E. to a Pest Free Environment

It is common place across the UAE to see large developments sprout up from the desert. Unfortunately, it is all too commonplace to have unhappy owners moving into a property that has not been snagged and is running alive with pests. For any conscious facility manager, developer or contractor, the ďŹ rst consideration should be delivering a quality product to their client. To do this, a multitude of considerations must be assessed, none of which are more important than pest control. Dubai: T: 04-324 2342 F: 04-324 2347 Abu Dhabi: 02-563 1680 Sharjah & Northern Emirates: 06- 565 8062 P.O. Box 31592, Dubai - U.A.E. natpest@emirates.net.ae www.natpest.com

4 May 2009

www.constructionweekonline.com

NEWS

Powerful marketing: the fmME Awards Landscape contractor TerraVerde leverages business award to raise awareness and benefit bottom line DUBAI, UAE // TerraVerde, the Dubai-based landscape contractor, scooped last year’s facilities management Middle East Landscape Contractor of the Year Award, and is leveraging the accolade as a mobile marketing tool on its fleet of vehicles. Of the move, TerraVerde managing director Nehme J Moujaess said: “In a tough, competitive marketplace, business awards are an excellent way to celebrate and recognise commercial achievements. “We updated our marketing collateral with the fmME Award logo on all company vehicles, display adverts and fliers and even our business cards have been reprinted to include the honour. We have also provided the insightful quotes provided by fmME: ‘Ensuring a sustainable legacy for generations to come,’ now appears on the front

Business awards can be leveraged through a number of marketing channels, can help to outrank competitors, drive sales and boost staff morale

page of our company proﬁle and has become the standard we benchmark ourselves against,” said Moujaess. Companies often enter competitions, especially those sponsored by publications and trade shows, just so judges, often industry experts and journalists, become aware of them. Getting in front of the judges in some competitions may be

worthwhile whether a company wins or not, as an award win or nomination can act as a third party endorsement - the added credibility can also be used as a sales closer. “Savvy employees want to work for the best companies. Business awards validate your hiring stature among new recruits,” pointed out Moujaess. Often an overlooked market-

ing tool, business awards can be leveraged through a number of channels, from print and online to trade shows and radio. An award also presents new opportunities to outrank competitors, drive sales and to boost staff morale. A study of over 600 corporate award winners revealed they had 37 percent more sales growth than non-winners.

Facilities management pivotal to Memon’s success AJMAN, UAE // As privately owned property company Memon Investments looks to Ajman’s real estate offering for upcoming projects, managing director Ahmed Shaikhani recognises the importance of integrated facilities management in its development plans in the emirate. “Yes, we are currently considering Ajman’s high proﬁle city developments as locations for our upcoming developments. “Facilities management will play a pivotal role in ensuring maximum efﬁciency and cost savings factored in through the commissioning and operation

www.constructionweekonline.com

phases,” said Shaikhani, who predicts the UAE property sector will pick up back-end 2009, stabilise by 2010 and start to rise early HI or Q2, 2011. “Indeed, we are also expecting the sector to continue to expand as developers ﬁnd comfort in the drop of commodity prices and construction costs, which encourages them to push ahead with projects.” According to Shaikhani, the trend for real estate developers this year is leaning toward project completion ﬁrst. That, he said, means the commercial towers, resorts, hotels and hospitals coming on stream

Memon MD Ahmed Shaikhani: looking to ensure maximum efficiencies through integrated FM

will have to be managed in accordance with Ajman Real Estate Regulatory Authority’s decree No 11, 2008, aimed at regulating the emirate’s real estate sector.

“Developers must have escrow bank accounts to protect investors’ rights and ensure property is maintained and managed to remain an asset throughout the lifecycle.”

May 2009 5

NEWS

BRIEFS OMNIYAT JV TO BENEFIT STRATA AND FM OPS Omniyat Property Services, a division of Omniyat Asset Management, has entered into a strategic partnership with financial consultant Independent Finance to provide tailored financing solutions to owners and tenants of Omniyat projects. Lloyd Budd, commercial director Omniyat Property Services, said of the move: “By partnering with Independent Finance, and its ability to provide tenants with financial solutions, means Omniyat developments will operate at higher occupancy rates and therefore benefit the strata and facilities management operations through economies of scale and efficiencies.” THANK YOU DUBAI! Able Facilities Management has initiated a campaign that aims to show gratitude and loyalty towards the emirate of Dubai. “‘Thank You Dubai’ is a timely initiative that acknowledges Dubai for its lucrative opportunities and meaningful experiences for individuals, families and businesses,” said Naif Al Rajhi, Able chairman. “The Able management and staff are optimistic the campaign will further strengthen Dubai’s credibility and position in the international community. We encourage everyone to participate in this initiative,” concluded Rajhi. For more information on ‘Thank you Dubai’ visit: www.ablefm.com

6 May 2009

FSI: Gulf open for business FM software provider FSI Middle East sees strong growth in MENA region DUBAI, UAE // Computer aided facility management software company, FSI, has reported strong growth across the Middle East and North Africa region, and is now recruiting to meet demand. “Indeed, we are seeing strong demand from the FM sector across the Gulf region, and we now have an installation in every GCC country,” said Andre Kievit, director, FSI ME. “To support our existing client base, new project wins and to demonstrate our readiness for future commitments in the MENA region, we are expanding the team over the coming months to include more highend and qualiﬁed consultants, project managers and software program managers. “The support and ofﬁce-based teams will also be grown.”

FSI director Andre Kievit: seeing strong demand from facilities management sector in MENA

John Moriarty, managing director of UK umbrella company, FSI (FM Solutions), conﬁrmed the company has over 60 clients in the MENA region, a number that is progressively increasing. “Yes, we have a very healthy pipeline and are recruiting to

show our commitment to the region in terms of service and support levels,” said Moriarty. End-user service level agreements are now ﬁrmly in the spotlight due to the economic contraction and attendant focus on return on investment.

Moves afoot to offset energy waste UAE // A joint venture between integrated facilities and energy management provider Emrill and HVAC company GreenWave capital is said to signiﬁcantly reduce energy costs through the installation of PermaFrost air conditioning units in villas and apartments across the UAE. Energy costs and metering are high on the FM agenda at the moment, due to the pending implementation of strata law. Strata will handover the FM tendering process to owners associations, giving them the power to award contracts based on price. The common consensus among FMs is that district cooling stations are hugely inef-

ﬁcient, passing on anything up to 30 - 40 percent of operating costs to residents. The arguement is for metering if residents are to make an informed decision on FM tenders and costings to manage buildings and developments. Connor McCaffery, CEO, GreenWave Capital, said the move was in response to UAE residents’ increasing concern about air conditioning performance and corresponding energy costs. “Air conditioning accounts for an estimated 60 - 70 percent of total energy use in the Middle East. “We are offering residents an environmentally sound solution for leaks and inefﬁciencies in their systems. Commercial

users have seen savings of between 10 – 20 percent,” said McCaffery, who added, “we calculate residents will see a return on investment in one year”. Emrill’s management said that most of their service calls are related to inadequate cooling systems. “Over time, residents ﬁnd that the performance of their AC unit drops off. This is due to small gas leaks, worn compressors and oil fouling of refrigerant pipes,” explained Emrill divisional manager Nev Patterson. “This system clears oil fouling and increases the ﬂow of refrigerant gas, resulting in a cooler and more cost-effective home,” said Patterson.

www.constructionweekonline.com

Carbon dust filtration

Electrostatic filter bag

A BREATH OF FRESH AIR INDOOR AIR QUALITY, EFFICIENCY AND EASE OF USE

BSF CVU TPNF PG UIF BEWBOUBHFT UP IBWJOH B $ZDMP 7BD DFOUSBM WBDVVN TZTUFN JO ZPVS IPNF *OTUBMMFE JO B TUPSBHF BSFB QJQJOH GSPN UIF VOJU MFBET VQ UP XBMM JOMFUT +VTU DPOOFDU UIF Ã½FYJCMF IPTF JOUP UIF XBMM JOMFU JO PSEFS UP BVUPNBUJDBMMZ BDUJWBUF UIF DFOUSBM WBDVVN .PSF QPXFSGVM UIBO B DPOWFOUJPOBM WBDVVN XIJDI JT OPJTZ BOE SFDJSDVMBUFT WBDVVNFE BJS JO ZPVS MJWJOH TQBDF B DFOUSBM WBDVVN DMFBOFS NFBOT B RVJFU BOE EVTU GSFF MJWJOH FOWJSPONFOU 3FTFBSDI TIPXT UIBU NPME EVTUNJUFT BOE GVOHVT BSF DPNNPO DBVTFT PG BMMFSHJFT BOE PUIFS SFTQJSBUPSZ EJTPSEFST $ZDMP 7BD T VOJRVF USJQMF Ã¥MUSBUJPO TZTUFN DBQUVSFT FWFO NJDSPTDPQJD QBSUJDMFT BOE JUT 6MUSB 'SFTI USFBUNFOU QSFWFOUT UIF HSPXUI PG NPME GVOHVT and bacteria.

CYCLO VAC, FOR A CLEANER, HEALTHIER HOME.

5&- t '"9 .0# t &NBJM CBVEJ!EFCCBT BF

Q&A

Benchmark and lead the world… Stan Mitchell, CEO Key Facilities Management International UK, founding chairman, Global Facility Management Association, talks to fmME about global positioning, iconic buildings and the future of FM

tan Mitchell will be sharing his knowledge at the Property and FM Conference Middle East as a keynote speaker. But you can access the thoughts of the founding chairman of the Global Facility Management Association here ﬁrst, in an exclusive Q&A with facilities management ME. The association’s vision is: ‘A worldwide alliance of member-centred facility management organisations, providing leadership in the advancement of the FM profession.’ Precient sentiments, as during the Q&A session Mitchell extends the hand of friendship to facilities managers in the Gulf region who are passionate about the built environment, yet frustrated at the lack of any dedicated Middle East body or association for the industry to use as a platform for change. The fmME Breakfast Club will be taking that hand.

fmME: Where does UAE FM stand in global terms? Stan Mitchell: The UAE is very much at the beginning of the curve. It, however, has the opportunity to develop on the back of the knowledge that has been gained over the last 25 years in other markets and, if it does so in the right manner, could well be the market leader in the next 10 years. fmME: What can the UAE bring to the FM world? SM: Through the proper approach it can bring signiﬁcant growth in the professional-

www.constructionweekonline.com

ism and the demonstrable advantages of FM. It has the potential to lead the world not just in building benchmark developments, but in ensuring that they are sustainable and achieve a signiﬁcant life cost of ownership and operation. The UAE has created a signiﬁcant iconic real estate portfolio which could become the benchmark standard. Perhaps what is more important is the potential for the negative rather than the positive: what would it say if many of these iconic structures are not managed properly and the whole life cost becomes the benchmark about how not to do it? fmME: Do you believe FM can avoid some of the negative affects of the recession? SM: Facilities management will (or should) thrive in the

Mitchell: founding chairman, Global Facility Management Association, opens up here first

“What would it say if these structures were not managed properly and the whole lifecycle cost becomes the benchmark of how not to do it?” recession. Its core business (management of the overhead) is where real efﬁciencies can usually be made. The recession is an opportunity, in many ways, not to be missed. fmME: What do you believe the FM role is in an economic downturn? SM: We need to be developing awareness of how we can soften the impact of any down-

turn. Professionals need to grasp the opportunity and get the message to the boardroom, and to assist organisations to rationalise and introduce the numerous efﬁciencies that are available to them. fmME: What should FMs in the UAE be doing or thinking in the current climate? SM: Raising the awareness of what true facilities manage-

ment (as opposed to facilities services) really is, and by doing so business and commerce (not to mention government) will sit up and take note. The facilities management sector has a huge part to play, not just in supporting real estate developers to improve their lot, but also in assisting the UAE as a whole to recover and re-establish its reputation as a destination of choice. fmME: What trends do you see most likely being followed by UAE companies? SM: The plethora of facilities services companies will continue to grow. Some will deliver and some will not. Through the

May 2009 9

Q&A

maturing of the market true facilities management companies will start to emerge. fmME: What are the main global issues the UAE FM has to be aware of and how can the industr y address them quickly? SM: Access to truly professional and experienced resources is essential. There are many people who come from the traditional built environment disciplines; there are fewer who truly understand the differences between activities such as maintenance; property management; strata management and facilities management. The establishment of training and education is coming to the UAE and the opportunity for individuals to properly develop their skills in this area will soon be available. fmME: What has the Global FM Association got to offer UAE players? SM: Global FM is an association of associations furthering the sharing of knowledge and best practice across the profession. Its role is to coordinate and leverage such knowledge across the world. If the players in the UAE want to establish a professional association Global FM will assist them in doing so. Some people are already

trying to start a professional association, others should step up to the plate and help. Global FM will then support them to become a member of the worldwide FM family. fmME: Do you have a personal take on the UAE market – where it is going, are there any speciﬁc challenges that need to be addressed now? SM: In my opinion, too much has been done too quickly and

accepting the situation sooner rather than later, and doing something productive about it. While there is always enough money to fix the problem after the event, why is it that there is never enough to do it right in the first place? fmME: Your address at the Property & FM Conference will talk about FM influencing the boardroom. What is the main message you’ll be conveying on the day?

“In my opinion, too much has been done too quickly and without facilities management input at the right stage of design. This will imapact on viability.” without any facilities management input at the right stage of design. The lack of facilities management input at the beginning of the design process will impact the long term viability of many developments. When the sales and marketing hype has receded people will focus upon the cost of ownership and the customer service experience. Developers should note that reputations can usually be lost much more quickly than they are gained. One of the main challenges I perceive is the cultural one of

SM: In relation to my presentation, my objective is to pass on what knowledge I have to those who want to listen, and hopefully make a small contribution to the improvement of the value that those within the sector can make to the real estate industry, business, commerce and government. Facilities management is not an end in itself and we have no right to get the attention of the board of directors until we can demonstrate the value that we bring. The responsibility to achieve this is with us.

KEYNOTE SPEAKER Stan Mitchell will be speaking at the Property & FM Conference on May 25th. Topic: Influencing the boardroom - the door is always open but are we ready to enter? Bottom line margin - how facilities management can contribute Performance measurement - if we do not measure we don’t know Corporate social responsibility - can facilities management deliver? Risk management - how facilities managers can soften the economic blow

Complete FM Solution for your Property Experience of 3,000 Properties! Preventive Reactive Corrective

Maintenance

Hard & Soft Services

10 May 2009

WWW.HITCHESANDGLITCHES.COM

www.constructionweekonline.com

Techem Energy Services: Because energy saving connects us all. 5IF XPSME T SFTPVSDFT BSF MJNJUFE 5IJT NBLFT JU BMM UIF NPSF JNQPSUBOU UP TFDVSF TJHOJGJDBOU TBWJOHT CZ VTJOH FOFSHZ BOE XBUFS NPSF FGGJDJFOUMZ XJUI 5FDIFN 0VS LOPX IPX IBT NBEF VT B MFBEJOH JOUFSOBUJPOBM FOFSHZ TFSWJDF QSPWJEFS BOE UIF NBSLFU MFBEFS JO NBOZ DPVOUSJFT The fact is: only those who pay for the energy or water they actually consume use these resources significantly more efficiently. Techem has specialised in this for over 50 years: with a comprehensive range of devices and services which â&#x20AC;˘ precisely and reliably record â&#x20AC;˘ accurately allocate â&#x20AC;˘ individually settle or â&#x20AC;˘ intelligently control heating and cooling energy or water consumption. Innovative technologies and advanced services have enabled us to become the global market leader for remote consumption metering and settlement. Preserving valuable resources â&#x20AC;&#x201C; worldwide. Techem â&#x20AC;&#x201C; your partner for saving energy and water

Techem Energy Services Middle East FZCO PO Box 341002 Dubai, U.A.E. Telefon: 00971 (4) 5015515/16/17 (PC) Fax: 00971 (84) 482284 www.techem-me.com

www.constructionweekonline.com

May 2009 11

FM TOOLKIT

FMs doing it for themselves Facilities managers frustrated at the lack of readily available, site-wide management mechanisms to implement in times of crisis can now do if for themselves. fmME talks to Jon M Evenson, senior consultant at Rolf Jensen & Associates, about the crisis management tool box being rolled-out in the Gulf

TO DO LIST • Crisis management team structure • Crisis response levels • Crisis response procedures • Crisis communication programme • Training and integration with local authorities

management programme, several issues have to be addressed in order to manage, communicate and respond.

Crisis management team structure A crisis management programme is a vital facilities management tool to ensure preparedness, reaction, communication and business continuity

he development and implementation of a site-wide crisis management plan is imperative if a company, and its FM team, is to reduce the negative impact of a crisis on company operations and image. Crisis management planning consists of creating a streamline process of managing crisis before, during and after, to both respond rapidly and coordinate efforts to minimise costly downtime. With this in mind, the RJA site-wide plan is based on the National Fire Protection Agency (NFPA) 1600 and NFPA 1620 Standards and

12 May 2009

“A completely interactive program with all documents and information available through a web portal, means information can be accessed and implemented quickly.” Guidelines. It is a completely interactive program with all documents and information available through a web portal, which means information can be accessed and implemented quickly, which is vital. If you are looking to develop a crisis management plan you can turn to the NFPA for guidance and recommendations.

The NFPA 1600 The National Preparedness Standard and NFPA 1620 Recommended Practices for Pre-Incident Planning are two great resources for any facilities manager looking to develop a comprehensive crisis management plan.

Addressing the issues To effectively develop a crisis

To effectively manage a crisis, a crisis management team structure should be developed to identify key aspects of the response efforts that need to be managed. Without a structured team identiﬁed, a company may face challenges in coordination, communication and manageOVER 14,000 ment of a FIRE crisis at various ACCIDENTS levels. HAVE BEEN The REPORTED effectiveIN THE UAE ness of SINCE 2002 the crisis manageSource: Emirates ment Insurance plan is Association dependent

www.constructionweekonline.com

FM TOOLKIT

on the ability of the team members to have clear and concise responsibilities before, during and after a crisis. If a crisis occurs, a company’s crisis management team’s goal is to effectively respond and contain the crisis to minimise the negative impact on operations.

Crisis response levels Each type of crisis that can occur should be identiﬁed and be assigned crisis levels that allow the teams to escalate and deescalate the response efforts and resources. The crisis levels should also include trigger points that escalates from Crisis Level 1 to Crisis Level 5. Within each level there should be information on how the crisis will be managed, and what resources will be utilised to assist in the response efforts. This approach enables an FM’s crisis management programme to coordinate response efforts and resources without affecting operations outside the crisis zone. In

THE CRISIS TEAM The crisis management team should include positions that are responsible for the various aspects of the response: • Crisis Commander position responsible for the overall coordination of the response efforts of the company

addition, this type of scalable approach allows the FM to increase or decrease response resources and personnel as dictated by the crisis’ location, nature and severity. Through scalable crisis levels FMs can then manage a crisis in a uniform manner, leaving the company to manage operations and minimise the negative impact the crisis might have on the company and its public image.

Response procedures A crisis management programme should address and develop response procedures

AFFECTING OPS A company should attempt to identify crises that could affect operations including crisis related to: • Building services • Human behaviour • Terrorism • Weather

the response efforts conducted by the corporate crisis management team • Crisis Communications Officer - position responsible for the management of communications and public relation related information related to the crisis

• Crisis Operations Officer - position responsible for coordination and management of response efforts

• Crisis Liaison Officer position responsible for coordination of local authority relationships and support during a crisis

• Crisis Administrative Officer - position responsible for the management of documentation and information related to

• Crisis Response Team additional positions to effectively manage and coordinate response efforts

www.constructionweekonline.com

“In the past, we have seen building fires, natural disasters and terrorist acts cripple operations throughout this region and the world. The thought ‘it can’t happen here’ needs to be modified to: ‘If it happens here, here’s what we are prepared to do’.” for various crises that could adversely affect the company. By identifying and creating response procedures a company can implement, train and integrate the company response procedures, and align with the local authority’s procedures. Each response procedure should be designed to provide a standardised document that can be used as a training tool, and should form the basis of your company’s crisis management programme.

Crisis communications During and after a crisis, one of the most critical aspects of response is communication to control the amount of public information provided about the crisis. For crisis management, a company should look to standardise the methods and lines of communication, both internally and externally, to coordinate appropriate response efforts and maintain a positive public image at all times. The standardisation of crisis communications includes developing standard methods for communication of crisis information before, during and after, to allow responsible parties to understand the nature, severity and location of the crisis, what response efforts are being conducted, and what needs to be conducted. In addition, corporate standardisation of crisis communications to media channels (television, radio and print

media) need to be THE MARKET FOR FIRE developed to PROTECcoordinate TION AND a standard PREVENTION approach PRODUCTS on how IS GROWING crisisrelated BY 6% EACH informaYEAR tion will Source: Epoc Messe be shared Frankfurt with the media: a ‘One-Voice’ stance should always be adopted.

Training and integration with local authorities To effectively promote crisis management, training programmes to include interactive classroom, table top (real-life scenarios) and drill sessions should be time tabled with local authority engagement.

Pointers The steps identified in this article are only pointers to starting the process of effective crisis management. Each company’s goals, concerns and operations will affect how an effective plan is implemented by the FM. In the past, we have seen building fires; natural disasters and terrorist acts cripple operations throughout this region and the world. The thought ‘it can’t happen here’ needs to be modified to: ‘If it happens here, here’s what we are prepared to do.’

May 2009 13

AWARDS

A year on... The second fmME Awards are just around the corner, but a year on the FM industry finds itself in a significantly different place. The economic correction has stimulated competition and the realisation, in some quarters, that property is an asset, and one that needs to be managed and maintained throughout its lifecycle. fmME finds out how the year went from past award winners GULF FIDELITY SECURITY SERVICES - SECURITY SERVICES PROVIDER OF THE YEAR ‘08

Pieter Botha, MD, Gulf Fidelity SS Q: What industry changes have you witnessed over the past year? A: We witnessed the introduction of an amendment to the current laws requiring security companies to re-register again to gain an operating licence, and the imposition of a minimum wage (see p18 ed). However, this will enhance the quality of service delivery and allow companies to recruit high quality security guards. But it will also have the effect of constricting the market with fewer service providers and clients reducing the numbers of security guards employed. Although overall, we

14 May 2009

expect the demand to increase this year rather than decrease.

TERRAVERDE - LANDSCAPING CONTRACTOR OF THE YEAR ‘08

Q: How have you reacted to the industry changes? A: We have always been of the opinion that quality rather than quantity is the benchmark that will allow companies to distinguish themselves from the common service provider. Our strategy has been to ensure that such quality is delivered right from the date of the company’s establishment. We have further enhanced this by introducing client operations managers who look after operations while HQ focuses on quality control.

Q: What industry changes have you witnessed over the past year? A: We have seen a growing awareness for realising sustainable landscape designs from the industry. SustainNehme J Moujaess, MD, TerraVerde ability is not an idea that should be monopolised, but rather the industry should work together, knowledge share and keep moving forward.

Q: Has the economic correction impacted business? A: The current economic situation has had no negative impact on GFSS. We are in fact experiencing high demand and are able to select the companies we wish to work with. This bears out the fact embedded in our strategy that quality service will prevail, versus a quick fix of cheap services. We have tightened the credit terms with our existing, and new, clients to ensure that collection of money does not become a problem in these times of cash shortage. And we can claim that our collections are now better than before the credit crunch.

Q: How have you reacted to the big push towards a sustainable environment? A: We always try to ensure every aspect of our business is carried out with sustainability in mind, and actively educate our clients on the importance of conservation across the board. We inform our clients that sustainability is not all or nothing, and that implementing sustainable best practice is a giant step for advancing the way our generation preserves essential natural resources. Q: Has the economic correction impacted business? A: Despite the impact on large-scale projects due to delay in hand-over, we’ve found an increasing market in residential homeowners. Owners are looking to add value to their property, and also to increase the usefulness of their space. A great outdoor home can also relieve the stress and pressure in these difficult times, and allow for more quality family time.

www.constructionweekonline.com

AWARDS

MACE MACRO - FM CONSULTANT OF THE YEAR ‘08

Bill Heath, MD, Mace Macro Q: What industry changes have you witnessed over the past year? A: The significant changes over

the last year perhaps all happened rather suddenly during the last few months of 2008. However, several months on there now seems to be renewed interest in FM consultancy to help clients with the changing environment, to reduce or control costs more closely, and to build a better understanding of service charge costs. There is much greater scrutiny of FM tenders to ensure they align with client service needs and budgets. Q: How have you reacted to the economic changes? A: We have increased our capability to support these opportunities by identifying new resources who fit our requirements, and the transfer of Macro resources from the UK.

INTERNATIONAL COLLEGE OF ENGINEERING AND MANAGEMENT (OMAN) - TRAINING AND DEVELOPMENT AWARD ’08

Prof Norman Burrow, Prin’and Dean, ICoEM Q: What industry changes have you witnessed over the past year? A: As yet, the global economic slowdown has not affected the education and training in most subjects offered by the college. This may be part of a world-wide response to the situation, or it may be exclusive to the Middle East or even to Oman alone. Certainly in the UK during both the last recession and the current one, there has been an increase in higher education ap-

www.constructionweekonline.com

“A fantastic outcome of winning the award last year was that the event brought the college to the notice of Emcor FSG, which subsequently entered into a partnership with us.” Prof Norman Burrow, Principle and Dean, ICoEM

plications. Indeed, there are reports that many British universities are already closing their doors for 2009 recruitment. In Oman there appears to be little visible sign of a downturn in the construction business, though we know that some projects have been suspended and that some companies are in trouble. Fortunately for the college, and the industry, young people are beginning to realise there is still a vast surplus of jobs for local staff in construction and facilities management, so they are seeking places on relevant courses. Perhaps they are walking away from courses in other colleges which, while potentially improving their minds, will not guarantee them jobs! One area of the college’s provision, Well Engineering, is a worry at present because the signals from the industry are not encouraging in the short term. However, most commentators believe that oil is significantly under priced and the present downturn, like others in the past, is hopefully a temporary phenomenon. On the other hand the facilities management and construction areas and others such as fire safety engineering and management, and health, safety and environmental management are holding up and in some cases expanding.

Q: Did the award help you in any way at all with marketing the college? A: A fantastic outcome of the college winning the prize last year was that the event brought the college to the notice of Emcor Facilities Services Group, which subsequently entered into a strategic partnership with us to develop the best students as FMs. The partnership includes visits and work placements for students, expert visiting speakers, library materials and a number of prizes for students. In addition to offering employment to the students on graduation, Emcor is sponsoring two students to complete the final year of their Bachelor course. Also, Dilip Khatwani, chief executive of Reliance Facilities Management, who is a great supporter of the college, joined our Industrial Advisory Group and has already helped to update and promote the FM course in the UAE. Several other FM and related companies became interested in the college as a result of the event and, subsequently, the college has a much higher profile outside of Oman in the Middle East than it could have hoped to achieve in such a short time through its own promotional activities. The aim is to create a sustainable pipeline of talent, and the awards have helped.

May 2009 15

AWARDS

DRYDOCKS WORLD-DUBAI - HEALTH AND SAFETY AWARD ‘08

• Ship repair: We continue to see good activity in this aspect of our business. This is our core segment dominated by loyal customers with repeat orders. While there is a marginal shift of activity, it is not a cause for any major concern • Ship conversions: Again, we have a healthy order book for the first three quarters of this year, and we are confident of our new business pipeline taking us into next year as well

Tony Potter, Group H&S Manager Q: What industry changes have you witnessed over the past year? A: A major change with regards to health and safety management within Drydocks World-Dubai (DDW-D), has been the adoption of BS OHSAS 18001: 2007. Previously the DDW-D yard was assessed and certificated as being in compliance with OHSAS 18001:1999. The specification as it was then, has been significantly updated and furthermore is now recognised as a standard by the British Standards Institute (BSI). The DDW-D management system has been significantly updated to reflect this transition from a specification to a standard, and following a recent five day audit undertaken by Lloyds Register this year, the adoption of the standard has been certified as in compliance with this new standard. Q: Nawal Saigal: How have you reacted to the economic correction? A: Though the shipping industry has been greatly affected by the economic downturn, we at DDW- D have always had a more sustainable business plan based on three specific elements of our business:

16 May 2009

• Ship building: We have orders to complete, which will occupy the better part of this year. Given that this segment depends heavily on external financing, which in today’s environment is scarce, we expect that it will take time to stabilise Overall, we are well placed in the industry and confident that we will continue to develop and grow with our client base. Q: What does the award mean to Drydocks World-Dubai? A: We are very proud of the achievement. Drydocks World-Dubai has won numerous awards in the past, including the Sword of Honour from the British Safety Council for the last five years. This was another to show our management systems have been recognised.

Nawal Saigal, MD, Drydocks World-Dubai

YOUNG FM OF THE YEAR ’08 - BRADLEY ROBBINS, NAKHEEL Q: What industry changes have you witnessed over the past year? A: Facilities management in the Middle East has seen progression within the last 12 months Bradley Robbins, infrastructure and with a number of large scale facilities manager, Nakheel developments nearing completion and coming online. This has created a need for consolidation in defining the most cost effective, yet compliant services, to adapt to both the changing market conditions and the legislative frameworks now being introduced in region. Q: How have you reacted to the economic correction? A: We have reacted to the economic correction in a number of ways, ranging from identifying and implementing a initiatives and technologies to reduce costs throughout the portfolio, while maintaining service levels and improving the way we do business. The implementation of sustainability development initiatives is an integral part of our service offering. We have environmental initiatives in place that educate residents about reducing energy and water use. And we provide the tools necessary to do it, such as replacing conventional incandescent bulbs with Illume energy efficient light bulbs, and water efficient tap aerators, which were sold and installed in apartments and villas in Nakheel communities. Another area we have focused on is the adoption of, and compliance with, the RERA strata laws for our owners association properties to ensure we are compliant once the laws are fully implemented.

Date: 25th May, 2009 Venue: Westin Hotel, Dubai

www.constructionweekonline.com

18 May 2009

www.constructionweekonline.com

fmME BREAKFAST CLUB

Community challenge: inaugural fmME Breakfast Club convenes www.constructionweekonline.com

May 2009 19

fmME BREAKFAST CLUB

orn through the lack of any dedicated Middle East association or body for facilities managers to work from and with to implement industry best practice, the fmME Breakfast Club gathered passionate industry thinkers and knowledge sharers to discuss hot topics and the way forward for the community as a whole. Read on and ﬁnd out just what the industry is thinking...

THE GUESTS Scott Wilson (SW), managing director Development Emcor Facilities Services Peter Crogan (PC), CEO BCS Strata Management Services Louisa Theobald (LT), group exhibitions director SMG FM Expo

Stephen Barker (SB), general manager ServeU

Bill Heath (BH), managing director Mace Macro Gemma Davies (GD), principle consultant FM Now Careers Middle East

Terry John-Baptiste (TB), FM director Omniyat Stephen Marney (SM), managing director PSDI

Ali Hassan Al Suwaidi (AS), executive director operations Imdaad

20 May 2009

State of the nation: so where is facilities management at in the Middle East? Scott Wilson (SW), managing director Development, Emcor Facilities Services Group The big issue and challenge in the UAE is the current economic climate and whether this is perceived as a threat or an opportunity. Undoubtedly cost justiﬁcation and the value proposition of facilities management has come to the fore with FMs now having to prove how they add real value and are not simply considered as an additional cost by developers. Yet innovation is born from adversity and the economic contraction has forced everybody’s hand in so much as measurement, regulation and transparency are now the buzz words in the industry. That said, we are somewhat limited as to how regulated, and therefore transparent, we can be due to the lack of any regulation and standardisation concerning, for example, service charges and energy consumption, and also the delay in strata law implementation. Regulations need to be implemented and billing cleaned up. Full disclosure is needed. Peter Crogan (PC), CEO BCS Strata Management Services Yes, the contraction has hit the real estate sector pretty hard. We’re seeing a mortgage default rate of 30 percent, which is horrendous. However, the service provision arm of the real estate sector (FM) has largely been unaffected by the market’s collapse. Why? Because of the need to maintain existing real estate assets, and the fact there is a legal responsibility to do so through strata

law. It is in all of our interests to work together with the Real Estate Regulatory Authority (RER A) to deliver strata law and standardise management fees per square foot with a service charge model. Owners associations are starting to demand such transparency, they want to see where their money is being spent. Operations and maintenance budgets are also a new concept in the UAE. The sinking fund model – whereby residents put money into a fund in the eventuality of major works – can take up to 10 years to settle, even in

developed markets. The UAEs’ is not a developed market and such funds will take time to be accepted and settle in before eventually becoming an asset in the event of major works or when an owner comes to sell further down the line. Louisa Theobald (LT), group exhibitions director SMG FM Expo Yes, let’s not forget the end-users here. The owners associations are the people who pay the bills and have the power to award FM contracts. But how will they know the difference between a service contract and a full management

www.constructionweekonline.com

fmME BREAKFAST CLUB

contract and the costings involved? They could be left with a decaying asset because they went for the cheapest option available. Stephen Barker (SB), general manager ServeU The downturn has also impacted developers. The days of a 10 year life span for buildings are gone; developers are having to factor in 10 times that now in some cases. And developers and investors have to take into account return on investment. That’s not just good for FMs and lifecycle management, it’s good for length of contract and, of course, the environmental impact of

continuous construction. Now that developers and building owners have to get a handle on what a full service FM provider can tangibly bring to the table in terms of asset managment and their bottom line, the proliferation of so called ‘FM companies’ that were no more than a cleaning outﬁt, are being found out to an extent because they can’t deliver. So I perceive the contraction as an opportunity – a calm period in which we have time to implement best practice standards and realign the industry.

www.constructionweekonline.com

Bill Heath (BH), managing director Mace Macro We are facing a lot of issues here in the Middle East because of its rapid development, especially in Dubai. Facilities managers need a body to work from and with to tackle the issues everybody in this room, and the industry as a whole, is talking about. Personally I think we need to coordinate on the defi nition of our services, actual service charges and defi ne service levels in accordance with best practice guidelines that I feel we should set ourselves. Dubai offers a massive opportunity to lead the way and set the bar, which other GCC countries can then follow. Gemma Davies (GD), principle consultant FM, Now Careers Middle East (image due on Wednesday) From a recruitment perspective we are obviously seeing more candidates due to the current economic climate. That has also revealed some inconsistencies in UAE labour law and contributed to the migration of expatriate workers due to infl exible visa restrictions. The government should look to make it a straight forward process to change jobs and secure a new one if someone has been made redundant. The workforce needs to be fluid, and it’s in the UAEs’ best interests to keep expatriate talent here on a number of socioeconomic levels. We are fi nding businesses are still hiring though, contrary to media reports and uninformed gossip.

But for us the business model has shifted to one of strategic alliances with companies and personnel. Employers are more focused on what they are looking for from a candidate on specific projects, usually a broad FM skill set at middle management level, so we have to match scrupulously. Energy consumption is a major issue. What are you fi nding on the ground? Terry John-Baptiste (TB), FM director Omniyat As well as the pricing issues raised earlier, we have problems with the accuracy of the utilities fi gures from Dubai Electricity and Water Authority (DEWA). District cooling plants are inefficient – consumption is huge meaning the end-user pays 30 – 40 percent of the total operating costs. Each residence should have a meter. SW: Some developers are taking advantage of the absence of metering and deliberately manipulating the market. Have you ever heard of a ‘chilled water connection charge’? No, well it exists on certain developments and basically it’s an additional, hidden, utilities charge. In Bahrain and Oman the service charges are factored in as a percentage of the rent. Stephen Marney (SM), managing director PSDI Buildings are the single highest contributor to greenhouse gases, so it’s not only residential units and metering in question when we’re looking at the issue of the UAE’s massive carbon footprint, it’s the control systems too. Building management control systems (BMS) should play a critical role

“The quality of some developements on handover is disgraceful. They are simply not fit for purpose.” Scott Wilson, Emcor

May 2009 21

fmME BREAKFAST CLUB

in cutting energy and water consumption and general operating efﬁciencies. Unfortunately, about 90 percent of BMS systems don’t work in the region because they’re not matched or integrated. On the legislative front, we have found the lack of industry software standards means we physically have to demonstrate control system capability. Has development quality on handover improved? SW: No. the quality of some developments on handover is disgraceful; they are simply not ﬁt for purpose.

Ali Hassan Al Suwaidi (AS), executive director operations Imdaad The FM inherits an unfi nished building, be that a hotel, shopping mall, commercial property or a residential complex, because some developers need to claw their investment back as quickly as possible because they are spreading themselves too thinly. As to the health, safety and security issues that arise when a building is handed over and occupied before it is fi nished? Well, we have seen that a lot with soft openings of shopping malls and hotels that, in some cases, are little more than construction sites in places. How can an FM draw up health, safety and security procedures for such a hazardous environment? There needs to be a graded, single plan for risk assessments and legislation in place stipulating that a development cannot be handed over until it meets the requirements and has been signed off as fit for purpose. The FM can then get on with the job of managing and maintaining the asset, rather than fi nishing it. What actions can the industry take? LT: Education and communication. It seems to me the various elements of the construction industry, energy suppliers and legislative bodies are either not talking, or listening, to each other. These elements need to meet regularly to discuss and implement legislation. If service charge costings, energy consumption metering and billing were calculated on agreed measurables everyone would know where they stood and what costs what. That said, exhibitor levels are up for this year’s FM Expo. There’s a trend toward international FM companies and product and service providers coming to the UAE; with the amount of property coming on stream it’s very attractive. What’s more, the trade show and

22 May 2009

conference is a great opportunity to knowledge share and educate. TB: We haven’t had time to touch on the issues of tendering and the poor standard in the region. We have built a tendering template that includes procurement, hard and soft services, insurance, manpower, training, management and the like. My point is that we have self regulated to standardise and implement best practice. We can do this together to combat the problems we’re all facing. This is a great opportunity to benchmark the region using these gathering as the foundations. SB: It felt like being slapped on both sides at the end of last year. It was a bad climate and certainly damaging, so to get together like this is a breath of fresh air. The fall out though of the realignment is a more focused industry that now recognises the need for policing and change. This wouldn’t have happened if the exponential growth had continued apace. It’s a wake up call certainly – and one that in my eyes was well overdue – the region had to wake up to the notion of competition at some stage. The need for education and regulation is obvious and pressing, and I feel that it will have to come from within and from the Breakfast Club platform. There is obviously the passion to drive the industry forward in this room. We need to take action and claim ownership.

www.constructionweekonline.com

HIGH LEVEL ACCESS CLEANING SPECIALIST

www.megarme.com www.constructionweekonline.com

P.O. Box 91812, Dubai, U.A.E. Tel: +971 4 258 4100 Fax: +971 4 258 4155 Email: sales@grakonet.com Web: www.grakonet.com May 2009 23

BIG ISSUE

Once in a lifetimeâ&#x20AC;Ś

Abu Dhabi has the highest consumption of water in the world at 550 litres per capita, compared with 85 litres in Jordan, and is facing a water crisis of such magnitude that it will not be able to sustain current levels of use for more than 50 years. That 70 percent of all water consumed worldwide is used to irrigate landscapes and crops, the savings potential of installing, managing and maintaining efďŹ cient systems means water conservation is a burning FM issue. fmME brings you 24 ways to stem the ďŹ&#x201A;ow and sustain the planet for future generations www.constructionweekonline.com

May 2009 25

BIG ISSUE 1

1. Abu Dhabi consumes 550 litres of water per capita 2. A rapidly expanding UAE population means action now

hat water is viewed by many in the UAE as a replenishable commodity, rather than a ﬁ nite resource underscores the need for a change in habits and attitude. Facilities managers are at the sharp end and in a great position to lead from the front when procuring, installing, managing, mantaing and measuring eco-friendly irrigation systems. The following steps to conservation; communication, education and looking to the future are the blue-print to eco-irrigation systems for facilities managers.

CONSERVE WATER 1. Install low-ﬂ ow aerators, which simply screw onto bathroom faucets for ease of installation 2. Insert water displacement devices to limit the amount of water used in the toilet tank 3. Monitor activities with sensors, such as motion-sensor faucets and cooling tower sensors 4. Implement ‘dry’ cleaning methods. Using a broom, squeegee or dry vacuum cleaner as dry instead of wet cleaning can save gallons of

26 May 2009

water a day 5. Reduce water pressure 6. Reset hot water thermostats to the lowest setting possible 7. Turn off hot water heaters while the building is unoccupied Landscape Sustainability 8. Create a landscaping programme that makes use of indigenous plants and conserves water 9. Add composting to your landscape maintenance plan 10. Use drip irrigation or soaker hoses, which use less water than sprinklers do 11. Schedule an annual review of your property’s irrigation system 12. Harvest rainwater to water your building’s grounds Reduce, Re-use and Recycle 13. Work with vendors who have recycling programs in place 14. Establish disposal methods to discard electronics and hazardous waste safely 15. Use coreless paper products 16. Ensure that your janitorial service uses green cleaning products 17. Ensure windows and skylights are clean to allow an optimal amount of natural daylight

18. Encourage tenants to turn off equipment after hours 19. Develop a recycling programme for everything (not just paper) - lighting, plastics, metal, glass and cardboard

COMMUNICATE AND EDUCATE 21. Institute an energy awareness training programme 22. Encourage tenants to institute work from home policies to reduce workplace energy consumption 23. Create an electronic green newsletter to send to all tenants on a periodic basis 24. Encourage tenants and building personnel to utilize environmentally-friendly modes of transportation Courtesy of BOMA/Atlanta’s Water Conservation: List of Tips to Conserve Water and Save Money

LOOKING TO THE FUTURE A survey carried out by the Environment Agency, Abu Dhabi, found only 47 percent of respondents in the UAEs’ capital were aware that water is a ﬁ nite resource. Recognition of this is the ﬁ rst step in a

www.constructionweekonline.com

BIG ISSUE

“A survey carried out by Abu Dhabi’s Environment Agency found only 47% of respondents in the capital were aware that water is a finite resource.”

80 LITRES The amount of water allowed per person per day for residents of carbon zero Masdar City, Abu Dhabi Source: Masdar City process that can ultimately lead to the more efﬁcient use of water in the UAE. Addressing the world’s water crisis is going to take collaborative effort by water stakeholders – in effect that is all of us. Efﬁcient irrigation is the most viable solution and should be more widely embraced and more rapidly adopted. We see water being wasted Emirate wide 2

– whether that’s a miss-directed sprinkler tending the freeway rather than the verge, or unattended broken pipe work – policy makers from the government down should vocally and physically legislate for efﬁcient irrigation systems before the situation becomes irreversible. With this in mind, Abu Dhabi has conceived ‘Plan Abu Dhabi 2030’, designed to help the capital respond to current and future needs through planning and guiding principals for development. Estidama, ‘a vision for a sustainable future’ was conceived to support the 2030 plan by monitoring, enforcing clear procedures, and clarﬁ ying responsibilities.

HARDWARE AND TECH RESOURCE AWMA Design, manufacture and installation of aluminium and SS gates and regulators for flow control in urban, waste and irrigation water industries. Custom designed water control infrastructure and technology is manufactured to meet customer’s specifications and industry standards. www.awma.au.com Pump Engineers Established in 1971, the company specialises in centrifugal pumps, double diaphragm pumps, air operated pumps, piston pumps, hose pumps, air operated double diaphragm pumps and desalination pumps for applications such as boiler feed, acid transfer, water treatment, mine dewatering, hygienic and sewage. www.pumpengineers.com.au Rain Bird The Maxicom2 Irrigation Central Control Systems is designed for multi-site commercial or industrial irrigation applications. Hundreds of sites and weather sources can be controlled and monitored from one location through telephone, cellular modem, radio (450-470 MHz), spread spectrum radio (900 MHz), direct cable connect, short-haul modem, fibre-optic modem, ethernet device server, Wi-Fi device server, or fibre-optic device server communication. Automated ET based irrigation control and the most flexible scheduling system allows control of multiple sites to exact specifications, making it ideal for municipalities, school districts, home owners associations, and park and recreation departments. www.rainbird.com Sadot Irrigation Systems Sadot Irrigation Systems is the manufacturer of the Shibolet irrigation and fertigation platforms for greenhouse and net-house applications. It is the source for irrigation systems, fertigation systems, filtration and control systems for agricultural, landscape and turf and sports applications. www.sadot-irrigation.com HydroPoint Drawing on information delivered wirelessly from 40,000 weather stations, the WeatherTRAK ET Everywhere service automatically schedules irrigation based on individual landscape needs and local weather conditions. The result is higher property values, lower water bills and a healthier environment. www.weathertrak.com

www.constructionweekonline.com

May 2009 27

SECURITY

Safe and sound?

In light of new security legislation the role of facilities managers in implementing, managing and maintaining security levels and procedures has never been more important. fmME brings you best practice advice and top tipsâ&#x20AC;Ś

www.constructionweekonline.com

May 2009 29

SECURITY

ecurity is a critical component of facilities management. That the Abu Dhabi government introduced compulsory licencing for security companies, concurrent with legislation stipulating a minimum wage for guards, should help to stabilise procurement of security services. The minimum wage is reported to be around AED2,000, while previously guards were being paid anything in the region of AED800 to AED1,500. As for the number of operators and personnel, there are currently 400 security companies in the UAE employing 30,000 guards, of which only 11 are licensed. “The new legislation is good for the security industry and facilities management. As you can see the ﬁgures mentioned reveal an appalling ratio,” notes Saif Belhasa, security manager, ServeU, the FM full service provider. Many believe security is an industry that needs regulating. By making all the companies LLC registered means security will no longer be an element of the service provision by some FM companies – it will have to be outsourced to an entirely separate entity. “It will sort the IN NUMBERS wheat from the chaff and set a benchmark,” The number of says Belhasa. security guards “Any move in the UAE in legislation

1. Facilities managers integral to building adaptation 2. Discuss security contracts with your peers. Can you learn anything from them?

30000

that creates a 2

“When interviewing, FMs should devote a portion of the contract to security, health and safety. This is to ensure employees are aware the organisation takes this matter seriously. Not forgetting criminal convictions and heavy fines.”

30 May 2009

www.constructionweekonline.com

SECURITY

“It is our job to harness the FMs knowledge through system design and utilise their insight to enhance the system if, and when, a facility such as an academic campus, hospital or corporate headquarters needs to expand its capacity.”

IN NUMBERS

AED 2000

Security guard minimum wage

level playing ﬁeld and ups standards has to be good for all concerned.”

COMMON SENSE RECRUITING

Abdil AbdelHadi, managing director, Shield Security Services, suggests there’s a tendency to recruit staff on the basis of their skills to perform a particular job, with little attention being paid to personal attributes such as commitment, loyalty and trustworthiness, he says. “These aspects of personnel selection only come to the fore when the damage is done, as the result of recruiting staff about whom very little is actually known. “Therefore it is necessary to draw up a vetting procedure to confirm job applicants’ background details, credibility and references. It may also be necessary to carry out background checks with the police and academic establishments. This is common sense recruiting, but it doesn’t always happen,” says Abdel-Hadi. Psychometric assessment is now commonly used as a vetting procedure, and can be invaluable in identifying individuals who, although well qualified, may be lacking in personality aspects such as temperament, attitude, emotional stability and reliability. These are all vital traits as security is often the customer’s first point of contact.

www.constructionweekonline.com

SYSTEMS TECHNOLOGY Scott Etess, general manager at Idesco, the integrated security solutions provider, says personnel technology training is a must. “Yes, training is highly recommended. Prior to completing an installation and turning the system over to the customer to use, we provide extensive training to those persons who will be using the system. Would you hand the keys to your new car to someone who doesn’t know how to drive?”

As the British Security Industry Association forges links with the Middle East to raise standards of professionalism and skills, below are best practice guidelines aimed at helping you benchmark your sourcing and procurement processes in the Gulf

SOURCING GUARDING SERVICES Before you begin sourcing guarding services you need to ask the following questions: • If you are dissatisfied with your current service, analyse the reasons why. Little would be gained from changing one unsatisfactory service or supplier for a similar one • Who will the security officers’ on-site customer representative be (who will they report to?) • Will the security team require its own on-site infrastructure? (It is generally accepted that, if there is more than one officer on duty at any given time, then one should be designated as team leader and therefore accountable and responsible.) • Have you discussed similar contracts with your peers? What was their experience? Can you learn anything from them?

PROCUREMENT PROCESS Specific requirements:

CONFIDENTIALITY During their term of employment security personnel will be exposed to conﬁdential, business critical information. Employees’ contracts need to address the protection of information assets during and after a period of employment to minimise potential data leakage. “Typical techniques by potential employers to gain competitive advantage include probing questions about a previous role at interview,” points out Abdel-Hadi. “It then becomes necessary for FMs to be proactive and remind staff contractual obligations to not divulge sensitive IN NUMBERS information.” Conversely, when interviewing, FMs The number of should devote security guards a portion of actually registhe contract to tered in the UAE security, health and safety.

• Details of approved licence (copy of certificate enclosed) • Details of security officers’ training process (including syllabus) • Details of staff turnover for the last three years • Ask for quality qualifications i.e ISO

PPQ EVALUATION Your pre-qualification question must be consistent and auditable. On completion of the PPQ stage you should offer quantative feedback to suppliers promptly advising them of their score

INVITATION TO TENDER Invite 3 - 5 companies to tender. Consider your tender specification carefully and include enough information on your security policy to allow bidders to draft a set of assignment instructions For more info visit: www.securityconsultants.org.uk

May 2009 31

SECURITY

“This is to ensure employees are aware the organisation takes this matter seriously, and that any potential damage or disruption to the business as a result of breaches of rules and procedures could prove to be a costly exercise. Not forgetting criminal convictions and heavy ﬁnes,” explains Abdel-Hadi.

CHALLENGING ENVIRONMENTS

3. Hospitals: a unique environment for facilities managers and security provision

“There are numerous differences between say securing retail, corporate or healthcare facilities, and there is no set formula,” says Etess. “Each location and business need is different, and because of this plans are drawn-up speciﬁcally for the installation in question.” The key to installing an integrated system that keeps employees, patients, students or sports fans safe, but does not impeded normal activity, is to integrate facilities managers at the design stage, says Etess. “Yes, we view facilities managers as the main point of contact from the design stage to lifecycle maintenance of the systems. Facilities managers have an innate knowledge of their facility. It makes sense to harness this knowledge from stage one of any development, its attendent integrated building management and systems to ensure operational continuity.

CASE STUDY: Hospital security is a unique facilities management challenge. A variety of people make up a typical hospital environment - patients, staff, vendors, physicians and visitors. The facilities have numerous rooms and spaces with high-value equipment, accessible pharmaceuticals, many entrance/egress points and ease-of-movement around the building and premises. This environment calls for a different approach to security. Hospital facilities managers base their security decisions on law, costs, fear of litigation, and to protect their facility’s reputation. In addition, the critical assets of a hospital - its people, property, data and - must be protected and secured to ensure continuity and the bottom line.

32 May 2009

“The key to installing an integrated system that keeps employees, patients, students or sports fans safe, but does not impeded normal activity, is to integrate facilities managers at the design stage.” 3

Main threats in a hospital environment: • High-value equipment • Accessibility to drugs • Number of entrances • Ease-of-movement • Insider/employee theft • Visitor thefts • Threats against patients or staff • Crimes of opportunity Countermeasures in a hospital environment: • Begin by listing the departments, reviewing the business culture of the hospital, determining the threat levels in each department, interviewing department heads about threats and crime, and planning possible countermeasures for each department • In the second instance develop a master

plan. Then review it against a ‘reality check’ before creating the tools that will be needed to implement it. Don’t forget you have options in security… • High-tech: alarm systems, access control systems, photo identification, CCTV, twoway voice communications and weapons screening systems, patient locators, video pursuit software, delayed egress hardware, active asset control systems, enterprisewide systems, digital video and pager alarms • Low-tech: Locks, barriers, good lighting and landscaping • No-tech: training and supervision keep policies and procedures live. Programmes help promote staff security awareness. Anonymous telephone number for reporting crimes and slips in security

www.constructionweekonline.com

9 – 10 November, 2009

The regional event for architectural landscaping and outdoor design

Abu Dhabi National Exhibition Centre, UAE www.gulﬂandscaping.com

Book Your Space Now!

For Sponsorship Opportunities:

Contact Fallon Mendonca (Show Manager) E: fallon.mendonca@ubm.com M: +971 50 4757645

Contact Becky Crayman (Sponsorship Director) E: becky.crayman@ubm.com M: +971 50 1052466

9 – 10 November, 2009 Abu Dhabi National Exhibition Centre www.workingbuildingsme.com www.ﬁtoutme.com

Book Your Space Now!

Contact Jon Berry (Show Manager) E: jonathan.berry@ubm.com M: +971 (0) 50 8814632

34 May 2009

For Sponsorship Opportunities:

Contact Becky Crayman (Sponsorship Director) E: becky.crayman@ubm.com M: +971 50 1052466

www.constructionweekonline.com

COMMENT

What price sustainability? Alan Millin, director of consultancy, Imdaad, on energy, buildings, business efﬁciencies, hamstrung FMs and the need to integrate to achieve efﬁciencies

Alan Millin, director of consultancy Imdaad

Alan Millin: ‘District cooling systems are designed to achieve an operational efficiency of 1kW power consumed per ton of refrigeration or less’

veryone wants to be seen as ‘sustainable’ or ‘green’. Sustainable development and environmental responsibility usually translates easily to good business. As facilities managers we strive to ensure maximum efficiency of the facilities we operate, yet sometimes our hands are tied. Why is this? If FM is included in a project from the outset we can make a significant impact on energy, buildings and business efficiency, but when FM is considered much later, or not at all, we are left to do the best we can with what we have been given. The results of omitting

www.constructionweekonline.com

“The best massaged figures I have heard from a DC proponent are 0.8kW/ ton for DC vs. 1.8kW/ton for packaged air cooled machines.” FM from the design phases of projects are clear and continue to become clearer every day.

District cooling vs. packaged cooling Let’s consider district cooling (DC), touted as the sustainable alternative to packaged cooling systems. If we believe the hype, and we have no reason not to,

DC systems are designed to achieve an operational efficiency of 1kW power consumed per ton of refrigeration (kW/ton) or even less. The industry promotes this efficiency as a considerable environmental benefit when contrasted with a conventional air-cooled packaged cooling system that operates in the region of 1.7 kW/ton.

Great we all say, let’s go for district cooling in that case. The best massaged figures I have heard from a DC proponent are 0.8kW/ton for DC vs. 1.8kW/ ton for packaged air cooled machines. But wait, don’t we regularly hear at the DC conferences that actual DC plant performance is significantly worse than the design specification? I have heard speakers at these conferences mention DC system efficiencies of 1.4 and 1.5 kW/ton. Still better than 1.7kW/ton isn’t it? If we check with equipment manufacturers maybe we can find a more efficient packaged system too, narrowing the gap even more. And what about the water consumption of the DC plants? Power plants consume water as they produce power for the DC plant, but now the DC plant itself consumes water too. Air cooled chillers do not need to use any water. Then there is the cost to the end-user. District cooling plants will typically operate at the highest of Dubai Electricity and Water Authority’s (DEWA)

May 2009 35

COMMENT

slab tariffs, while a simple split system on a small apartment will probably be billed at the lowest rate. Beginning to see where the life cycle cost analysis we discussed in the last article might be useful? On the other hand, end users often have no choice over the type of cooling they live with. Unfortunately, DC providers do not appear to like installing sub-metering at the unit level. This leaves many residents or tenants paying for their cooling on a per square foot basis.

Hurting the provider Now we get to the sustainability issue. District cooling providers make their money by charging to remove heat from your facilities. If DC providers bill based on consumption, and if we are good at our jobs, we will reduce our clients’ payments to the DC provider - which may hurt the provider. So billing on ﬂoor area is great for the provider, but bad for the client or customer and for the environment. End-users who pay per square foot have little incentive to cut back on cooling demand because the main beneﬁciary is the DC provider, who still gets paid even if they do not provide any cooling. There is often little or no transparency on how the DC providers arrive at their selling rate. End-users also have little option but to connect to a particular DC provider’s system. This is, in some respect, similar to the telecommunications companies. We have Etisalat and Du, but there is no real competition. The area in which you live can dictate which provider you contract with, whether you like it or not. District cooling end users are mostly not FM or DC industry professionals who

36 May 2009

understand the ﬁnancial models being used. They are, however, the very people who will complain about the high service charges imposed on them which reﬂects poorly on the master developer, the DC provider and unfortunately on the FM provider; whether we like it or not. When the air conditioning fails tenants do not want to hear that “it’s the DC provider’s problem”, they want their air conditioning to work

and expect the FM company to make it happen.

Simply not good enough So what can we do? We could of course sit back and do nothing, but that won’t get us far will it? How about knocking on doors to let clients to know that we can help if we are engaged early enough? How about educating our clients to demand much greater transparency from DC providers. How about

“Where is the corporate social responsibility of the DC providers? Where are their sustainable development initiatives? Do they require their engineering, procurement and construction (EPC) contractors to comply with their own environmental procurement policies?”

educating our clients to insist on sub-metering down to the unit level with direct billing by the attendant DC provider? District cooling providers need to do more to really implement sustainable development initiatives. Where is the corporate social responsibility of the DC providers? Where are their sustainable development initiatives? Do they require their engineering, procurement and construction (EPC) contractors to comply with their own environmental procurement policies? Do they strive for the best environmental solution or do they simply go for ‘plug and play’ design because they can make more money that way? As facilities managers, we have many questions to ask. Let’s start asking them before our clients ask us why we have been quiet for so long…

Millin: Billing on floor area is great for the district cooling provider, but bad for the client or customer and for the environment as a whole

www.constructionweekonline.com

PROJECT TRACKER

PROJECT FOCUS KUWAIT PROJECTS DATABASE - BUILDING PROJECTS FOCUS PROJECT TITLE

CLIENT

CONSULTANT

MAIN CONTRACTOR

VALUE / VALUE RANGE (US$. MN)

PROJECT STATUS

TYPE OF PROJECT

Salmiya Hotel & Commercial Centre

Al Faweres Company

Projacs/W.S. Atkins

Not Appointed

101 - 250

project under design

Mixed Use

Kuwait Trade Center

Commercial Real Estate Company

Norr Group

Sayed Hamad Behbehani & Sons

project under construction

Mixed Use

Al Inayah Hospital in Abu Halifa

Al Amal Hospital

Option One

First United General Trading & Contracting

16 - 30

project under construction

Hospital

Injassat Tower

Injassat Real Estate

Projacs/KEO International

Ahmadiah Trading & Contracting

project under construction

Commercial Buildings

Police Headquarters at Hawali

Ministry of Public Works

Salem al-Marzouk & Sabah Abi Hanna

Not Appointed

project under design

Commercial Buildings

Panasonic Tower in Kuwait City

Easa Husain Al-Yousifi & Sons Company

Amer Al Fereih Consultants

Ahmadiah Trading & Contracting

project under construction

Commercial Buildings

Health Centre at Bayan Palace

Ministry of Public Works

In House

Alamiah Building Company

project under construction

Hospital

Immigration Headquarters at Farwaniya

Ministry of Public Works

Kuwait Technical Consultant

Not Appointed

2.5 - 15

project under design

Commercial Buildings

Sheraton Four Points

Al Shaya Group

KEO International

Not Appointed

101 - 250

project under design

Hotel

Kuwait Business Town at Al Mirqab Area - Zone 3

Kuwait Business Town Holding Company

Projacs/Pace/Fentress Bradburn

First United General Trading & Contracting

project under construction

Mixed Use

Al Hamra Tower

Ajial Real Estate Company

Al Jazeera Consultants

Ahmadiah Trading & Contracting

241

project under construction

Mixed Use

Salmiya Park in Kuwait

PAAAFR/Kuwait Commercial Markets Complex Co;

Projacs/Gulf Consult

Wara Construction Company

124

project under construction

Recreational Facilities

Aknan Resort in Al Khairan

Aknan Global Development for Real Estate Co.

Saleh Al Qallaf Engineering

Not Appointed

31 - 100

project under design

Hotel

Special Forces Training Facility

Ministry of Public Works/ Ministry of Interior

Dar Al Handasah

Alamiah Building Company

204

project under construction

Educational Facilities

Wataniya Headquarters

Wataniya

Projacs/SSH/Webb Zerafa Menkes Housden

Not Appointed

project under design

Commercial Buildings

Kuwait Business Town at Al Mirqab Area - Zone 1

Kuwait Business Town Holding Company

Projacs/KEO Intâ&#x20AC;&#x2122;l/Gensler Associates

First United General Trading & Contracting

108

project under construction

Mixed Use

Salmiya Hotel

Gulf Development House

Saleh Al Qallaf Engineering

First United General Trading & Contracting

31 - 100

project under construction

Hotel

Yousifi Tower

Al Yousifi

Option One

Not Appointed

31 - 100

project under design

Residential Buildings

Petroleum Research Laboratory Building in Ahmadi Phase 2

Kuwait Institute for Scientific Research

Al Zamami Consultant

Not Appointed

2.5 - 15

bidding underway for the main contract

Commercial Buildings

Fire Training Simulator at Kuwait International Airport

Kuwait Fire Department

United Engineering & Technical Cons.

Not Appointed

16 - 30

project under design

Educational Facilities

Arabilla

McDonald

Kuwait Engineering Group

Not Appointed

2.5 - 15

project under design

Commercial Buildings

Restaurant Building at Salmiya

Al Tamathul Trading & Real Estate

Saleh Al Qallaf Engineering

Construction Management & Building Co;

project under construction

Hotel

Residential Building at Salmiya

Mr. Abdul Latif Al Mana

Scale Consultant

Al Bahar Construction Company

project under construction

Residential Buildings

New Business College at Ardiya - Female Campus

Public Authority for Applied Education & Training

Gulf Consult

Kuwait Arab Contractors

project under construction

Educational Facilities

Suma Tower

Mr. Bassam Tuftuf

Option One

Al-Amarat Al-Jadidah Trading & Contracting

project under construction

Residential Buildings

New Headquarters for the Interior Ministry

Ministry of Interior/Ministry of public Works

Industrial & Engineering Consulting Office

Khalid Ali al-Kharafi & Brothers Company

100

project under construction

Commercial Buildings

www.constructionweekonline.com

May 2009 39

PROJECT TRACKER

KUWAIT PROJECTS DATABASE - BUILDING PROJECTS FOCUS PROJECT TITLE

CLIENT

CONSULTANT

MAIN CONTRACTOR Not Appointed

VALUE / VALUE RANGE (US$. MN) 30

PROJECT STATUS project under design

TYPE OF PROJECT

Police Headquarters at Al-Farwaniya

Ministry of Public Works

Salem al-Marzouk & Sabah Abi Hanna

Commercial Buildings

Ministry of Education Headquarters

MPW/Ministry of Education

Cambridge 7/NBBJ/Gulf Cons

Not Appointed

200

project under design

Commercial Buildings

Basic Education Campus at Ardiya - Female Campus

Public Authority for Applied Education & Training

Pace/Morganti

United Gulf Construction Company

138

project under construction

Educational Facilities

20 Storey Building at Salmiya

Mr. Aqeel Behban

Option One

Al Shahla General Trading & Contracting Company

project under construction

Residential Buildings

360째 Kuwait

Tamdeen Shopping Centre Development Company

RTKL/OHA Engineering Consultants

Ahmadiah Trading & Contracting

140

project under construction

Shopping Centre

United Tower at Sharq

United Real Estate Company

Salem al-Marzouk & Sabah Abi Hanna/Kohn Pederson & Fox Associates

Ahmadiah Trading & Contracting

280

project under construction

Mixed Use

Crystal Tower at Sharq

Arab Real Estate Company

Projacs/HOK/Osama Bukhamseen

BIG Contractors/ Shanghai Construction

project under construction

Commercial Buildings

The Gardens in Mahaboola

Commercial Real Estate Company

Option One

Wara Construction Company

project under construction

Residential Development

Headquarters Building for Ministry of Awqaf

Ministry of Awqaf

Kuwait Technical Consultant Bureau

Not Appointed

31 - 100

project under design

Commercial Buildings

Health Science College for Girls

Public Authority for Applied Education & Training

Projacs/Al Zamami Consultant

Not Appointed

31 - 100

project under design

Educational Facilities

LAL Department Headquarters

Ministry of Public Works

Al Jazeera Consultants

First Kuwaiti Trading & Contracting

project under construction

Commercial Buildings

Neighbourhood Centre at East of Al Ahmadi

Ministry of Public Works

Kuwait Technical Consultant Bureau

Not Appointed

bidding underway for the main contract

Mixed Use

Al Ghunaim Tower in Qibla Area

Saleh Al Ghunaim Sons

Saleh Al Qallaf Engineering

Al Bahar Construction Company

project under construction

Commercial Buildings

Twin Towers at Al Murqab

Wafra Real Estate Company

Al Habshi Consultant Office

Not Appointed

101 - 250

project under design

Commercial Buildings

Jaber Ahmed Al-Jaber Al-Sabah Hospital

Ministry of Health / Ministry of Public Works

Gulf Consult/Langdon Wilson

Not Appointed

636

award awaited for the main contract

Hospital

Police Headquarters at Mubarak al-Kabir

Ministry of Public Works

Salem al-Marzouk & Sabah Abi Hanna

Not Appointed

project under design

Commercial Buildings

Fire Department Headquarters at Mishref

Kuwait Fire Department

Al Shaheen Engineering

Al Sager Company

2.5 - 15

project under construction

Commercial Buildings

KGOC Headquarters at Ahmadi

Kuwait Gulf Oil Company

Al Jazeera Consultants

Not Appointed

award awaited for the main contract

Commercial Buildings

Kuwait Control & Meteorological Centre

Directorate General of Civil Aviation

TAEP

Sayed Hamad Behbehani & Sons

project under construction

Commercial Buildings

Gate of Kuwait

Al Shaya Group

KEO International/GLH Partnership

Not Appointed

260

project under design

Mixed Use

College of Science at Kuwait University

Kuwait University

Gulf Consult/NBBJ

Not Appointed

200

project under design

Educational Facilities

Gravity Tower

Realty Development Company

Osama Bukhamseen Design

BIG Contractors

2.5 - 15

project under construction

Commercial Buildings

Intercontinental Tower at Sharq

Al Emad Real Estate Co.

HOK/Osama Bukhamseen Design

BIG Contractors

101 - 250

project under construction

Mixed Use

Note : The above information is the sole property of Ventures Middle East LLC and cannot be published without the expressed permission of Ventures Middle East LLC, Abu Dhabi, UAE

40 May 2009

www.constructionweekonline.com

innovative solutions A facitlity management and operations company. The solutions we implement find a balance between sustainable sensitivities and commercial potential. Olive VFM will advise your business on how to best protect and retain maximum profitable value on all your land developments. Using qualified, innovative and efficient strategies to mitigate against the unforeseen, we will enhance your companies reputation whilst optimising asset positivity. Free your developments potential with Olive VFM. To find out how Olive VFM can start freeing your businesses potential please visit us at: www.olive–vfm.com or contact info@olive–vfm.com or call (Bahrain) + 973-17587578 (UAE) + 9714-3343403