Case Study: Transforming Facilities Management in the Middle East Energy Sector: Driving Efficiency, Innovation and Social Value

Following a comprehensive review of the client’s facilities management structure, operating model and contractual arrangements, Barkers developed a future-focused FM strategy designed to improve governance, flexibility and long-term resilience. The assessment considered operational performance, organisational capability, cost structures and regional market maturity to ensure the proposed approach was both robust and achievable.

Barkers identified that the existing FM model was heavily focused on activity and labour inputs, limiting flexibility and strategic oversight. To address this, we recommended a transition towards an integrated FM model delivered through professional FM organisations with proven capability in managing complex, multi-service environments. This approach supported a shift towards an outcomes-led model aligned with the client’s wider organisational objectives.

The proposed operating model clearly defined roles, responsibilities and interfaces between the client, FM providers and subcontractors. Strong contract management principles, performance frameworks and transparent commercial mechanisms were embedded within the strategy to support effective governance and value for money.

Social value was designed into the FM strategy and procurement approach from the outset. Barkers recommended that FM providers be contractually required to invest in workforce development through multi-skilling, structured training and mentoring programmes. Supplier relationship management formed a core component of the model, with clear expectations around developing local subcontractors and supporting their progression from local to national and, where appropriate, international capability.

This solution provided the client with a clear, structured and scalable FM model aligned to its operational, commercial and social value objectives.

With the new FM strategy designed and agreed, Barkers supported the client in translating the recommendations into practical outcomes. This approach ensured that improvements in governance, operational efficiency and social value were realised effectively. The engagement delivered the following outcomes:

• Guidance to support the adoption of a robust contract management regime, ensuring strong compliance and effective cost control.
• Guidance to support the introduction of a structured programme of self and independent audits, enabling performance to be managed and delivered in line with the agreed scope.
• Development of tender documentation based on output-led specifications, with a clear intention to transition towards outcomes-based specifications to promote transparency and innovation.
• A clearer and more robust pricing model that was simple to use and allowed for potential variations through defined add-ins and take-outs.
• A category strategy supporting the consolidation of spend across operational and support functions, maximising economies of scale, improving compliance and enabling multi-skilling.

As a result:

• The client agreed an Integrated Facilities Management strategy and began implementation.
• Facilities management scopes, contracts and commercial models were modernised, supporting improved cost management and savings.
• By leveraging key contracts, the client was better positioned to mitigate cost pressures in an inflationary regional environment.
• Social value commitments were embedded into FM contracts, supporting workforce development, supplier progression and investment in vocational and community initiatives.