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MEFMA CONFEX 2013 ENGAGING THE REGIONS
BUILT ENVIRONMENT
February 10th & 11th, 2013 The Address Hotel
WITH THANKS TO OUR SPONSORS
From Industrial Revolution to Sustainability Revolution – The business
of fixing our futures
JASON DREW KEYNOTE SPEAKER
Rethinking the World of Work
DR. MARIE PUYBARAUD DIRECTOR OF GLOBAL WORKPLACE INNOVATION
JOHNSON CONTROLS
Research & Innovation
Rethinking the World of Work
• Dr. Marie Puybaraud • Director, Global WorkPlace Innovation • Johnson Controls
Automotive Experience 240 locations
$ 20 billion
Power Solutions 27 locations $ 5.9 billion
Global leader in automotive seating,
overhead systems, door and instrument panels, and interior electronics
Johnson Controls has three world class, growth businesses
Global leader in lead-acid automotive
batteries and advanced batteries for Start-Stop,
hybrid and electric vehicles
Building Efficiency
500 locations
$ 14.9 billion
We create buildings and
environments in 125
countries that help
people and businesses
achieve
Global WorkPlace Innovation
SUPPORT CUSTOMERS needs and deliver advanced SOLUTIONS
Drive INNOVATION and THOUGHT LEADERSHIP
CHALLENGE the status quo, leading change and delivering ADDED VALUE
R&D framework
Knowledge and Intellectual Capital
Customer centric offering
www.globalworkplaceinnovation.com
Genesis of GWi
Global WorkPlace INNOVATION
2004 RFID Space
Utilisation Tool
2
Vis
ible
Liv
ing
Lab
2007 Tomorow’s Workplace
3 Sm
art
Wo
rkp
lace
Fu
ture
s St
ud
y
Facilities Innovation
is created at UWE
1
Flex
ible
Wo
rkin
g +
Mo
bili
ty
2009 Smart Workplace
2030
4
Wo
rkp
lace
Fu
ture
s
2010 Oxygenz
9000 respondents
5
Ge
ne
rati
on
s @
Wo
rk
FY13 Plan
Global WorkPlace INNOVATION
Engagement Toolkit +
Diagnostic Tool
10
Sust
ain
able
Wo
rkp
lace
:
Cre
atin
g G
ree
ne
r W
ork
pla
ce
Latest report published
9
Dig
ital
Nat
ive
s: B
orn
to
be
Co
nn
ect
ed
Roadmapping the
Future
11
Latest report published
8
NEW
Co
llab
ora
tio
n 2
02
0:
H
ype
or
Co
mp
etit
ive
Ad
van
tage
?
Research & Innovation
Roadmapping the future
1 2 3 Watching the Future through
Roadmapping
Emerging trends, developments and
disruptors
Responsiveness and readiness
Research & Innovation
Roadmapping the future
2 1 3 Watching the Future through
Roadmapping
Emerging trends, developments and
disruptors
Responsiveness and readiness
Societal
Demographics
Environmental
Technological
Sociological
Governance
Mapping Trends
2040
2008
Our roadmap
Megatrend e.g. Aging Society, Sustainability
Disruptor e.g. Decrease of water resources, Climate change
Macrotrend e.g. Cradle to Cradle, Nanotechnology
Microtrend e.g. Pop up Spaces, DIY, Buy Local
The power of Roadmapping
• It is not only a big library of trends!
Forecasting and anticipating change
Tracking meaningful combinations of trends
Building scenarios
2015
B.Y.O.D. Choosing technology like you buy
a company car
2017
Buy Local eBay can deliver in an hour
2019
Experience Society
Your coffee maker can paint a picture
1 3 Global WorkPlace Innovation
Responsiveness and Readiness 2 Emerging trends,
developments and disruptors
Emerging
Trends
Trends, Disruptors and Developments
Evolutionary
Revolutionary
Blue Sky
Trends
Emerging Experience Society
Seamless
Sensuality
Edutainment/Gamification
Big Data
Nanotechnologies
Experience Design
Simplicity and Individualism
Trends, Disruptors and Developments
Evolutionary
Revolutionary
Blue Sky Shy Tech
Outernet
Cybercare
Modularity
Energy harvesting
Biophilic Design
Buy Local
Green Luxury DIY Health
Renewable Energies
Green Trucks
Preventive + Customised
Care Smart Cities
Functional Clothes
Cyber Security
Roadmapping Focusing on a selection of emerging trends
Connected Car
Supply Chain Consolidation
Eco Materials Virtual R&D
Obesity Female Shift
Green Aesthetic
Edutainment
Ethical Consumption
Info on demand
2014
Experience Society
Business Nomads Asset Heavy to
Asset Light
The Internet of Things
Creative Workplace
Retail Gamification
Edutainment
2012 to 2018
Experience Society
Cyber Security
Compensative Society
Convergence on/off line
Creative Workplace
Augmented Reality
Virtual relationships compensate for ‘real’ physical relationships.
The industrialized version of large office floors with cubicles will disappear,and new office
concepts will appear, that perceive the office holistically, and subdivide it into different zones: sensory space, presentation space,
lounge, bar, instructional space, reading space. 78% agree that ''the way the workplace looks is
a reflection of that company's corporate culture''.
Experience society describes a social condition in which
individuals are focused on maximizing individual/personal
enjoyment and indulgence.
Supply Chain Consolidation
Ethical Cons<umption
Info on demand
2014
Business Nomads
Rebirth of 9 to 5
Low R&D Productivity
Emerging Clusters in LS
2019 to 2024
The Yen as a reserve currency
Preventive + Customised
Care
‘Third Places’ Offices
Sustainable manufacturing
Green Trucks
The Internet of things Five senses
immersion
Cashless society
Cyber-war IP everywhere
Modular factories Asset Heavy to
Asset Light
Life harmony
Info Flood - Zettabyte
Simplicity
Car-to-car communication
Adaptive Cars
Connected life
Growing awareness that a fulfilled life requires a balance
of work, senses, health and relationships.
The technology behind virtual reality is leading us to a virtual environment
that is as close as possible to the ''real thing'', by stimulating all human
senses in a fully immersive, perceptual experience.
Mobility
BIG DATA
2025 to 2031
Workplace automation
Energy sustainability
Transparency
Holographic interaction
Virtualisation/ digitalisation
Zero waste
Distributed intelligence
Online privacy
Virtual R&D
Call a car Mobile services
People can contribute to good causes, research projects, product and service development, with
the help of applications that passively use the sensors of smart phones or the idle computing
power of their PCs to feedback data to the respective project developers.
Greater collaboration between industry, academia, regulators and healthcare providers, will lead to a better understanding of the inner workings of the human body and the pathophysiology of disease. New technologies, will enable the virtualization of
the R&D process.
1 3 Global WorkPlace Innovation
Measuring the Value of CRE 2 Emerging trends,
developments and disruptors
Redefine the World of Work
Experience Society
Green Aesthetic Pixels Everywhere
Intensive Collaboration
Digital Nomads
Total Engagement
Experience Society
Redefining the Experience of Work 94% of the ideas are not generated at work
Source: Collaboration 2020: hype or competitive advantage – 2012, Johnson Controls, Inc.
YNNO
Green Aesthetic
Beyond Sustainability 94% want their employer to go BEYOND environmental compliance and actively engage in green solutions at work Source: Oxygenz – Multigenerations at work – 2012, Johnson Controls, Inc.
RCA
Pixels Everywhere 62% of our respondents consider a high use of touch-only computing device (ex: iPad) in 2020 - 16% now Source: Digital Natives: Born 2 B Connected – 2012, Johnson Controls, Inc.
Pixels Everywhere
Johnson Controls
The office: a collaborative platform Use of team spaces that have built-in collaborative technologies increase from 20% to 52% towards 2020 Source: Collaboration 2020/ hype or competitive advantage – 2012, Johnson Controls, Inc.
Intensive Collaboration
Johnson Controls
Nomadism is the norm 73.6% of Digital Natives agree to completely agree
that new technologies are ADDICTIVE Source: Digital Natives: Born 2 B Connected– 2012, Johnson Controls, Inc.
Steelcase
Digital Nomads
Gamification of the Workplace Farmville is played by about 31 million people every day
Source: Farmville
Total Engagement
Responsive and adaptable environments
Intensive collaboration
New work experience
Digital environments
Nomadic behavior
How to prepare? Be receptive and adaptable
Total engagement
Experience
Experience
Social
Technology
Society
Space
Always connected Life 4.0
Collaboration
Intuitive Shy Technologies Virtual Tunnels
Engagement
Happiness/Fun Collectivism vs Individualism co-creation
Sensory Environments Experience Design
Virtual Spaces
Towers Watson – a survey of 32,000 persons
• Businesses appear to be at a critical tipping point in their ability to
maintain engagement over time • Creating an environment that’s energizing to work in because it promotes
physical, emotional and social well-being. In such an environment, you can see and feel the pulse of activity — the intense discussions, lively video- or
phone conferences, the groups working a project plan on an online whiteboard in real time.
Drivers of Change
• Diversification of work & spaces
• Collaboration and co-creation
• Virtual teams
• Flexible/Adaptable R&D spaces
1 Global WorkPlace Innovation 2 Emerging trends,
developments and disruptors 3 Responsiveness and
Readiness
Are we
prepared?
2019
Cybersecurity
As more and more people and devices are connected in the
cyberspace, there is increasing concern about its
security
Eco-materials are on the rise as they are bio-based, highly recyclable, do not require extensive use of chemical
additives in its manufacture, creates less harmful waste in production, and generally are environmentally friendly
in its entire life-cycle
2020
Eco Material
2021
Edutainment
The use of videos, simulations, virtual platforms, games and game mechanics or social media in order to engage the
new generations of employees in corporate learning and training,
workshops or team-buildings and make these sessions more fun and efficient
"Shy-Technology“ represents a counter trend to increasing technological
complexity .
It describes a technology which is not overpowering. Technological complexity is hidden behind a surface that is simple
and intuitive to operate
2021
Shy Tech
The internet is jumping onto the streets and becoming the outernet
due to mobile devices, smart phones and mobile flat rates.
2021
Outernet
def
The concept of Smart City, as a direction for the future of urban development,
refers to a city performing in a forward-looking way in several fields of activity:
economy, mobility, environment, people, quality of life and governance
2021
Smart Cities
Big data refers to the huge amount of information generated every day,
whether we are talking about companies gathering data about transactions, clients, suppliers, or
sensors embedded everywhere in the physical world sensing and transmitting
data
2022
Big Data
Human Machine Interaction is the study of interaction between people and
computers. It is an interdisciplinary field, connecting
computer science with many other disciplines such as psychology, sociology
and the arts
2030
Human
Machine Interaction
Open question
• Have you seen examples across your industry where this is being applied?
• Could you see any potential impact on CRE?
Our Global WorkPlace Innovation website: www. globalworkplaceinnovation.com
Leading Workplace Change Thank you
THANK YOU!
MEFMA CONFEX Coffee Breaks Sponsored By
Bon Appetit!
Engaging the OA Boards in the decision-making process
JEEVAN J D’MELLO SENIOR DIRECTOR
EMAAR COMMUNITY MANAGEMENT LLC
Overview of OAs JOP Law (27 of 2007)
– Division of property into Units and Common Areas by horizontal and vertical/volumetric sub-division
– Where owners form an Owners Association
Owners Association – OA – Legal entity which manages a community/common areas – Made up of all owners of the community – Represented by a Board – Similar in nature to a Company, except non-profit – Obligations & Powers of OA are set in the Constitution
The classic vision of an OA is “To protect, maintain and enhance the value of the community.”
Functions & Powers of an OA Among the functions of the OA are to:
– Ensure that community is maintained in good condition – Properly repair, maintain, renew and replace common assets – Review and Approve budgets and charges
The powers of an OA include the power to:
– Enter into supply and service agreements (thru Developer if needed)
– Remedy defective building work in relation to Common Areas – Carry out work where Owner has failed to carry out that work
as per obligations & recover costs – Do anything else for the purpose of carrying out its duties and
functions under the law or its Constitution.
Roles & Responsibilities of IBs
The Role of the Board/Interim Board (IB) – Constitution states that the Board shall be responsible
for ensuring that the OA carries out its functions under the law
– The Board acts and makes decisions on behalf of the owners or members in the OA.
– Its role is to set policies, procedures, standards, programs
– It has the function and power to review and approve OA budgets and appoint service providers.
– And, monitor the performance of the Association Manager (AM)
Who are the decision makers
– The Board sets Policy- The AM carries out those policies.
– The AM facilitates the budgeting and tendering process for the Board’s review, endorsement and selection.
– The Board makes the decision based on advice from the AM and their own judgment
– Decision should be based on a majority vote
– Typically a General Assembly should be called to take a general vote of OA members
Where does FM fit in?
– The Board represents the OA
– The AM represents the Board, carrying out its instructions
– The FM company is a Service Provider to the OA
– AMs supervise the work of the Service Provider on behalf of the Board
– AM & FM companies work together and complement each other to provide a seamless service to the OA
Where’s it going wrong
– Confusion between roles of AM and FM
– Overlapping of tasks between AM, FM and Board
– Lack of relationship between FM and Board
– Inadequate understanding of JOP Law, Board role and OA needs by FM
– Inadequate understanding of technical, HSE and related matters by AMs and Boards
How to change this
• Research the OA/Board before making your bid
• Learn about the Board’s vision for the community
• Ask to present your case to the Board
• Propose ideas & methods to reduce costs and increase efficiencies
• The Board members may not be technical - Educate them on technical, HSE and related subjects
• Network with AMs to understand their requirements & expectations
• Create win-win relationships with Boards and AMs
The landscape has changed
– The future of freehold communities are in the hands of OAs and Boards
– Owners decide quality of service, service charges and service providers
– FM companies must focus on awareness and business development with Boards and Ams
THANK YOU!
Engaging the Region
The Voice of MEFMA
TIM CASSWELL CONFEX ARTIST
MEFMA CONFEX Lunch Sponsored By
Bon Appetit!
Challenges of Integrated Facilities Management – The service provider’s
perspective
NISHANT RAVINDRAN GENERAL MANAGER
INAYA FACILITIES MANAGEMENT SERVICES
Facilities Management Market
• The facilities management industry in the GCC is structured into three groups
◊ Single service providers
◊ Bundled service providers
◊ Integrated Facilities Management (IFM) service providers.
Integrated Facilities Management
• Offers comprehensive one-stop solutions, which cover the whole spectrum of management functions and operational FM services
• Customized mix of hard and soft services delivered in-house / outsourced
Benefits to the client
Reduce cost Streamline operations and simplify processes Improve operational efficiency Improve service delivery Reduce management complexity Transfer of risk Drive consistency across the portfolio Gain economies of scale Introduce best practices Improve data, technology, and reporting Drive continuous improvement Provide a more flexible, scalable delivery model Source : http://www.kpmginstitutes.com/
Challenges of Integrated Facilities Management
• Tendering process
• Contract and SLAs
• Managing the supply network
• Performance Management
The Tendering process
• Challenging time lines for bid submission
• Incomplete asset information
• Comparison of bids difficult due to the complexity of the bundled offering
• Price remains the main driver
• Critical issues often overlooked
• Minimal consideration to current service provider even if exceptional
• Tendering process
• Contract and SLAs
• Managing the supply network
• Performance Management
Challenges of Integrated Facilities Management
Contracts and SLAs • Lack of clarity in the scope
• Non-negotiable SLA almost entirely formulated by the client
• Performance targets often unrealistic
• Zero sum game (All penalties & no incentives)
• Few incentives for value added services
• Challenging mobilization periods
• No acclimatization period
• KPIs based on quantifiable service aspects only
• Input based specifications
• Short term contracts
• Termination on convenience clause
• Similar penalties across KPIs without regard for their criticality
• End users seldom consulted to determine effectiveness of service provider
• Tendering process
• Contract and SLAs
• Managing the supply network
• Performance Management
Challenges of Integrated Facilities Management
Managing the supply network
Simplifying the supply chain for the client
Managing the supply network
• Managing risk in the complex supply network
• Short term arm’s length relationships
• Opportunism
• Communication
• Cash flow management
• Tendering process
• Contract and SLAs
• Managing the supply network
• Performance Management
Challenges of Integrated Facilities Management
Performance Management
Service Outcome
Service Process
Service Quality
• Limitations of SLAs & KPIs
• Lack of commitment in supplier relationships
• Gaps in the Service profit chain
RECOMMENDATIONS
Tendering process
• Focus to shift from price to quality and reliability of service delivery
• Optimize contract duration • Tender evaluation to consider*
ability of the supplier to come up with the initiatives that reshape the relationship to meet ongoing objectives
ability and willingness of the supplier to set and meet concrete and measurable service levels
ability of the supplier to commit to and meet specific financial targets
Performance of current supplier and re-tender only when this is found unsatisfactory
* Facilities Management Handbook , 4th Ed , Frank Booty
SLAs & KPIs
• SLAs and KPIs to be jointly agreed by client, service provider and end user as required
• KPI targets to be kept realistic • Penalties and incentives to be balanced • Supplier to be rewarded for ideas and
revenue opportunities, with rewards reflecting the benefits brought by the implementation of ideas
• Client and end user feedback to be actively sought and utilized to realign KPIs
• Balanced Score card to be implemented to measure performance
Getting the supply chain to perform
• Choose the right partners
• Move away from arms length supply chain relationships towards partnerships based on trust
• Aim for long term, mutually beneficial goals to curb opportunism
THANK YOU!
Creating a first class sales culture throughout your Organization
DOUG TUCKER PROFESSIONAL MOTIVATOR
THANK YOU!
Strata, but not as we know it An Abu Dhabi Case Study
RYAN DARNELL EXECUTIVE DIRECTOR - SERVICES
KHIDMAH
STRATA LAW OVERVIEW - WHAT IS STRATA?
Strata law allows for the subdivision of land and buildings into units and common areas in a jointly owned property. Strata schemes are used to:
• Separate different uses – residential, office, retail.
• Define private unit areas and common areas.
• Determine who owns which areas and who pays for the consumed services in those areas. • Allows for management of the asset.
WHY USE STRATA?
Why have Strata in Abu Dhabi?
• It defines who owns which areas of a building.
• It provides greater transparency of services and charges.
• Ensures collection of sinking fund for future capital works.
• Ensures owners can influence the value of their investment.
• Is proven internationally as the most effective and fair mechanism for owners in jointly owned property.
WHAT IS AN OWNER ASSOCIATION?
The Owners’ Association acts for and in the best interests of unit owners
• Owners elect representatives to the board of the Owners’
Association
• The Owners’ Association appoints a manager ( OA Manager ) who prepares service charge budgets on their behalf and assists in the appointment of a facilities manager
• The Owners’ Association structure and related legal documentation are prepared by the developer
PROBLEMS OCCURRING IN STRATA DEVELOPMENTS
• Disagreement on budgets for common areas
• Short-term mentality of some owners
• Aiming for the lowest possible service charge
• Reserve funds
• No lifecycle assessment or poorly determined lifecycle costing
• Decision made to not use lifecycle costing to keep charge down
• Some properties too small to have dedicated Facilities Mgr
• No subcontracting leading to
• Owners Association seeking MEP provider to support function in non-binding role
• Some Owners Association Managers recruiting FM’s to manage
• Specialist services not being managed
• Segmentation between master community, development and various interests
AN ABU DHABI CASE STUDY - BACKGROUND
• Example is a development on Reem Island using sub volumetric structure to split areas of responsibility for: • Commercial
• Residential
• Retail
• Developer recognized the need for strata framework prior to handover
• MOU created strata group consisting of: • Developer
• Contractor/Consultants
• Land Surveyor
• Strata Lawyer
• Facilities Manger
• Owners Association Manager and Property Manager
DEVELOPMENT CONSTRUCTION AND COMPLETION TEAM - STRUCTURE
STRATA &
CHARGES
MARKETING,
PR & COMMS
THE CLIENT
KHIDMAH - PROJECT MANAGER
SURVEYOR
LAWYER
F.M ADVISR
O.A. ADVISOR
KHIDMAH PROJECT MGR
OPS – CONSTRUCT COMPLETION
CLIENT – QA/QC
ERP
CUSTOMER SERVICE
RAMP-UP SERVICES
CLIENT LEGAL
DLP
RETAIL MANAGER
RFG & TENANT CO.
CENTER MANAGER
RETAIL LEASING
RESI. PROP. MANAGER
FACILITIES MANAGER
PROP MANGER
RESIDENT LEASING
PROPERTY MANAGER
SERVICES
COMPLETION &
HANDOVER
RESIDENTIAL RESALES
BULK RESI LEASING
NEW RESI SALES
MARKETING CO-ORD
WEB SERVICES
ADVERTISING
P.R. MANAGER
COMMS CO-ORD
BILLING & COLLECTIONS
OPERATIONAL STRATEGY
• The Client currently controls the Interim Owners Association until the Laws allows for transition to Owners
• The Client, OAM and FM currently work in unison with the elected OA representatives.
O/A Managers Duties
• Owner Liaison • Service Charge Collection • Meeting & Notices • Administrative Duties • Community Building • Budget Management • IOA Representation
Facility Managers Duties
• Security & Access Control • Common Area Cleaning • Leisure Facilities Operations • 3rd Party Contractor Management • Landscape & Waste • MEP Maintenance • Energy Management • Residential Car Parks
Excludes - Retail; Mall Management as a separate contract outside the Retail OA.
OPERATIONAL STRATEGY
So what is different from a standard strata development
• Members of handover & fit-out team have remained after defect liability period to ensure compliance.
• The Owners Associations are made up of active members consisting of Developer representation, members with property/engineering backgrounds.
• Owners Association Management and Facilities Management are both owned by developer and part of original handover team.
• Senior members of staff operate on a single hierarchy to decrease potential ‘grey areas’ of responsibility.
• Managers of both the OAM and FM attend regular OA meetings rather than just the OAM.
• Facilities Manager has all services (including subcontracted) contracted to them.
OPERATIONAL STRATEGY
But what about any perceived conflicts of interest?
How do we create a ‘Chinese Wall’ between OAM’s and FM’s to ensure an ethical, legal and commercial division?
• Ensure the OAM is separate company to allow the OA to vote out 1 or both services if required.
• Ensure reporting lines for OAM and FM are split through to most senior level.
• Ensure process in place to deal with potential conflicts of interest and highlight them to OA.
• External auditing of financials directly to OA.
• OA to interview and select senior members of service delivery team.
• Contract is written by third party legal for the OA with measurable KPI’s.
• Regular OA meetings with senior managers of all parties in attendance.
• All subcontracts signed off by OA.
• Ensuring budget surpluses are visible and are utilized in interests of all.
• As an FM Team not only do we have to serve The Client, also The OA Manger, and the 5 Owners Committees – This requires Educating our Teams ( Workshops )
• Different OA Expectation from each of the OA Committees along with Owner vested interests
• Creating a Budget with no Historical Data from the site.
• Service Charge rates were coming up very different for each OA, had we the correct Service Charge Model? Was the methodology correct?
• Service Personnel and Stock have to be allocated as per each OA in line with the Budget – creates challenges with inventory management
• SLA’s and KPI’s for each OA had to be different – Residential, Leisure Areas, Office and Retail
• Set of accounts for each OA, audited and presented to both Client and OA
• Utility Bills and their allocation as Metering Strategy was not Aligned to Strata
• District Cooling engaging a third party to meter, bill & collective this charge
CHALLENGES WITH CURRENT MODEL
HOW CAN THE ABU DHABI MODEL BE DIFFERENT?
Currently there is no strata law in place with stakeholders being engaged. So how could the Abu Dhabi model look?
• Setting third party procedures to allow for OAM & FM to work more in cooperation than competing?
• Accreditation for OAM and FM operators to qualify them and staff to operate strata roles
• Setting robust training & qualifications for those seeking to sit on Owners Association Boards.
• Pre-Education of the various FM Teams on OA management in advance of mobilization - workshops where required.
• Stock inventory allocated from day one ( Handover thru to OA )
• Allowing for more vigorous methods of service charge collection and district cooling charges
• Setting metering strategies that ensure the owner pays capacity charges while the tenant pays consumption
• Ensuring all Owners Associations are initiated at once in a development and not staggered
HOW CAN THE ABU DHABI MODEL BE DIFFERENT?
• Allowing FM’s to subcontract specialized services with OA sign off on contracts
• Setting communication procedures to allow both the OAM and FM to communicate more proactively to residents
• Balanced scorecard measurement of KPI’s that is accessible by OA members at any time.
• Mandatory lifecycle analysis by third party to be presented as part of reserve fund analysis and reviewed every 3-5 years for the UAE environment and specific development
• Master Community/OA protocols to allow for better communication, especially in emergency situations
• Ensuring that the new proposed law has reasonable expectancies (or phased enactment) on implementation timeframes - from announcement of law through to OA’s operating as entities.
THANK YOU!
PANEL DISCUSSION
Engaging the Regions Built Environment
Yasser Al Misfer – SilkRoad Hospitality
Ben Churchill – Emrill Services Dr Marie Puybaraud – Johnson Controls
Mohammed Ahmed Yahya – Wasl Youssef Abillama – MMG / MEFMA Board
Naser Almarzooqi – Masdar City
WITH THANKS TO OUR SPONSORS
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