UFMCO conducted a strategic conversation to evaluate its current strategic position and develop a strategic plan for the next three years. The document outlines UFMCO's current operational strengths and weaknesses as well as external opportunities and threats. Key issues identified include rationalizing UFMCO's pay structure, ensuring optimal performance of a new facility management software system, gaining market share on TPQ, developing high quality manpower, and positioning UFMCO as the leading FM company in the region. The strategic plan developed objectives and activities to address each issue to help UFMCO operate profitably from the start.

1. UFMCO
Results of a
Strategic Conversation
Conducted by UFMCO Management
on
23 & 25 August 2011
“There is no „winning‟ strategy. The only competitive advantage you can get is to have better people
who understand the business better and who seek the future with a passion…”
1

2. UFMCO Position in the Strategic vs Operational
Management Matrix
It can be argued that this is where UFMCO presently resides
EXPLICIT STRATEGIC
VISION
Operationally
competent
EXPLICIT STRATEGIC
VISION
Operationally
incompetent
STRATEGY (What)
OPERATIONS(How)
+ -
+
-
UNCERTAIN
STRATEGIC VISION
Operationally
competent
UNCERTAIN
STRATEGIC VISION
Operationally
incompetent
X
2

3. Three Dilemmas of Strategic Leadership
1. Who are we?
• our reason for being;
• what do we believe and value;
• the needs that we exist to meet;
• the business that we are in.
2. Where are we going?
• how our organisation,
• our customers, and/or
• society will be different as we progress along the road to reaching the vision
3. How will we get to where we are going?
3

4. Strategic Objectives
(Ends)
Strategic Concepts
(Ways)
Capabilities
(Means)
UDC Objectives & Vision
UFMCO Vision
Guidelines & Scope
Philosophy
Environment
Profitability Considerations
Product/service characteristics
Characteristics of geographical
area
Rules of the Game
Tasks
Our Culture
SWOT
Core Competencies
Gaps
Strategic
Issues
Inputs Outputs
What are the 4 – 7 issues which, if not addressed,
will harm us irreparably, and/or prevent us from
reaching our vision?
Financial, Customer relationships,
Business processes, Learning and innovation
4
UFMCO Strategic Planning Process

5. Defining the Game
• Scope/Boundaries/Guidelines
– What is the time horison for this strategy?
• Three years – from 2012 till 2015.
– What is the product or service delivered?
• A sustainable, fully integrated, value-for money facility management
service, predicated on best practise and an approach of TQM.
– Where do we fit into the product/value chain?
• Our focus will be on marketing, selling and service delivery, with
accompanied consultant service provision within the three years time
horison.
– What is the geographical range within which we “play”?
• In this period we will attempt to obtain market share outside of
TPQ/UDC. After 2012 we will pursue bigger projects, before then we
will take projects on board if small. Only in exceptional cases will we
consider projects outside of Qatar, if interested investors are available.
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6. Defining the Game (cont’d)
• Compare the above with:
– Our culture
• The UFMCO culture will be one of value for money; trust and transparency; a
meritocracy in terms of performance expectation from our employees; professionalism;
solid expertise; a learning culture premised on Training and Development; strong focus
on the retention of human capital - therefore a culture that will attract people and
motivate them to stay on; accountability and teamwork; understanding authority and
how leadership, management and command and control works.
– Core competencies
• Know-how and experience; technical competence; strong customer service; knowing
our cost structure; understanding/meeting customer expectations; meeting our
deliverables; pride in appearance; can-do attitude; positive in the approach to the job;
customer satisfaction focused; interchangeable/multi-skilled personnel.
– Organisational structure
• Flatness is key; span of control is important – up to 6 reporting lines; clear lines of
accountability and responsibility for financial and management issues.
– Location (for future operations)
• Head Office at TPQ; satellite contracts will be co-located at contract locations.
6

7. The Player’s Circle –
Current Position of UFMCO Players/Stakeholders
Neutral
TPOC
UDC HO
All UDC subsidiaries
COAs
For
TCAD
AM
Prospective
service providers
i.e. waste, pools etc
Against
Glitter
Shield
SCM
7
In our SLAs we must
show our plan for cost
reduction in the long
term to show our
commitment

8. UFMCO Rules of the Game
Descriptive rules (basic, legislation etc) Normative rules (corp governance etc)
Aspirational rules (to win)
8
1. We will always meet our budget or better
2. Repairs will be done right the first time
3. Attendance to calls will be done to 100% within KPIs
4. Immediate follow-up to all queries/complaints
5. We will learn though our mistakes – an embedded lessons-learned approach
6. Our WO processing cost will be the lowest in the MENA region
1. We will always work within UDC’s policies and procudures
2. We will adhere to Qatar labour law in all respects
3. We will adhere to Qatar summer work rules
1. We will operate in an open and transparent manner
2. We will only employ the best sub-contractors
3. We fully support and adhere to UDC’s vision for TPQ
4. Our employees will be properly certified
5. Our sub-contractors will be properly certified
We are here to win it!

9. Our Key Uncertainties
1. The extent of inroads by competitors now and in the future onto TPQ.
2. Changes in labour legislation in future.
3. The future direction of UDC as a company.
4. The lack of transparency at corporate level.
5. Future staff turnover rates.
6. The extent to which TPQ’s completion will be on schedule.
7. The extent to which we will be able to move into the new offices by March 2012.
8. The extent to which the IWMS will be fully operational within one year.
9. The pace and accuracy of data migration to the IWMS – financial data etc.
10. Population rate of the island.
11. Possibility of a double-dip recession and its impact.
12. Speed of staffing up UFMCO.
13. Regional political instability’s impact
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10. 10
Overkill
Scenario
Sunrise
Scenario
Sunset
Scenario
Rubber-band
Scenario
Demand for UFMCO Services
UFMCOCapabilitytoDeliver
HighLow
High
X (2011)
X (2012)
X (2013)
X (2015)
UFMCO Scenario Game Board
(possible alternative futures)
Preferred
playing field
for which
to strategise

11. 11
Scenario Characteristics and Triggers
Characteristics
• Demand for services declines
• Own budget and capabilities still sustain – even
if only temporaly
Triggers/Warning Signs
• Double-dip recession
• Investors pulling out
• Significant delays on completions
• Stagnation in development
• Retail closures
Characteristics
• Increased roll-out of UFMCO services
• UFMCO growth
• TPQ growth
Triggers/Warning Signs
• Pick-up in sales
• Accelerated construction
• Many calls for services
• Rapid filling of UFMCO positions
Characteristics
• Low/decreasing demand for UFMCO services
• Decline in UFMCO size & capability
Triggers/Warning Signs
• Cut in UFMCO budget
• Loss of customers
• Decrease in personnel size
• Decrease in income
• Depopulation of island
• Increase in competitors
• Double-dip recession
• Investors pull out
• Stagnation in development
• Many come-backs/re-works
Characteristics
• Increased demand for UFMCO services
• Decreasing ability to deliver
Triggers/Warning Signs
• Many calls for service
• Accelerated TPQ development
• Decrease/stagnation in UFMCO budget
• Decrease in personnel size
• Loss of critical skills
• Possibly decreased competition
• Delays in filling positions
• Delays in up-skilling staff
Overkill Sunrise
Sunset Rubber-band

12. SWOT
Strengths Weaknesses
Opportunities Threats
Internal
Analysis
External
Analysis
CONVERSION STRATEGIESMATCHINGSTRATEGIES
12

13. 13
• Competitors in Qatar
• Delays in handing over other parts of TPQ
• Loss-leading competitors
• IWMS implementation failure
• Loss of key manpower
• Customer perceptions re service delivery
• Political instability outside the borders of the Qatar
• We are operating potentially in a captive market
• All towers are potentially there for the taking
• More business will emerge as TPQ is completed
• UDC businesses as target market
• Residential packages as target market
• Potential partnerships – locally and regionally
• We can now cement existing relationships and contracts
(while under low pressure)
• Value added services added to portfolio
• Volume leveraging
• To develop and grow a new entity with due consideration
to best practice principles, as well as best fit for UDC
• Lack of training
• Lack of human resources
• Lack of an IWMS
• Reliance on mandated subcontractors
• We are still stuck at operational level
• Corporate inertia for recruitment, payments etc
• Lack of policies and procedures
• Try to please everyone due to lack of policies and
guidelines – self-pressure
• E&C non-alignment to the common cause
• Lack of adherence to processes
• Lack of regulatory framework
• Current cost/overheads structures
• Poor relationships with supply chain partners
• UFMCO is an established company with “full” setup
• We are on the ground prior to SLAs signed
• We have detailed local knowledge
• It is a new business – we can shape direction
• Drive and know-how of senior management
• Established customer base
• Experience and diversity of staff with international
experience
Strengths Weaknesses
Opportunities Threats
CONVERSION STRATEGIES
MATCHING
STRATEGIES

14. Strategic Issues
1. How to rationalise the pay structure within UFMCO.
2. How to ensure that Manhattan IWMS delivers optimally within one
year of implementation.
3. How to ensure that we obtain a clear picture of who our competitors
are, and their associated strategies.
4. How to ensure that we obtain optimum market share on TPQ within
the next three years.
5. How to ensure that we develop the best quality manpower within an
FM company in the MENA region.
6. How to ensure that our facilities and infrastructure will be fit for
purpose.
7. How to position ourselves as the FM company of choice within the
MENA region.
8. How to ensure that UFMCO operates profitably from Day 1.
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15. The Plan
Strategic Issues Strategic Objectives Activities Deliverables
How to rationalise the pay structure within
UFMCO.
By 2012, remove inconsistencies across all pay
structures and correspondingly motivate staff to
perform within pre-set parameters and
performance guidelines so that they understand
the concept of value-for-money and their role in it.
1. Establish HR capability
2. Undertake market study
3. Educate staff
1. New pay scales
2. Performance management
structure
3. Oriented staff
How to ensure that Manhattan IWMS delivers
optimally within one year of implementation.
By November 2011, ensure that our investment in
the IWMS aligns with the business expectations,
by having a plan in place that will align with our
business concept.
1. Develop the plan
2. Develop the processes
& rules
3. Upload data & rules
4. Appoint resources
5. Do user acceptance
testing
1. The Plan
2. Seamless workflow
3. Cost transparency
4. Client information interface
5. Info on HR
6. Benchmarked data
7. MIS structure
8. SLA monitoring &control
How to ensure that we obtain a clear picture of
who our competitors are, and their associated
strategies.
By March 2012, develop a competitor analysis
capability that will continuously track competitors
and their aims according to pre-determined
criteria.
1. Identify service
provider
2. Develop competitor
profiles
3. Develop in-house
monitoring capability
1. Identified service provider
2. Develop analysis system
3. Develop capability
4. Firm competitor picture
How to ensure that we obtain optimum market
share on TPQ within the next three years.
By January 2012, TPQ contracts to be put in
place for MC, Assets Retail, Assets Residential,
TPQ Other, UDC VB29,TH16-18, UDC UFC/HDC
By November 2012, acquire a level of business
commensurate with our optimum capability and
ambitions so that we are correctly positioned for
the next 3 years.
1. Approach prospective
clients and pitch for
business
2. Develop a business
development plan
3. Ensure infrastructure
is in place
4. Develop marketing
plan
5. Benchmark services
against external ser-
vice providers
6. Do customer surveys
1. Business development plan
and strategy
2. Marketing plan
3. Embedded customers
4. Market segmentation study
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16. The Plan (cont’d)
Strategic Issues Strategic Objectives Activities Deliverables
How to ensure that we develop the best
quality manpower within an FM company in
the MENA region.
By May 2013 we will have the best
people in the business across every
category and discipline, compared to
similar companies in the MENA region.
1. Develop and implement career
progression plans
2. Develop all JDs according to ISO
standards
3. Undertake TNA for the whole
company
4. Undertake benchmarking with
MENA competitors
5. Develop a skills database
6. Develop training programmes
7. Develop the training academy
8. Develop an esprit de corps plan
9. Track best HR trends and research
10. Develop incentivation schemes
1. Training plans
2. Selection process
3. Recruitment plan
4. Retention plan
5. Career development
plans
6. Esprit de corps plan
7. Standardised JDs
8. UFMCO Training Aca-
demy Plan
9. Staff welfare plan
How to ensure that our facilities and
infrastructure are fit for purpose.
By December 2011, obtain ISO
Accreditation for TPQ and UFMCO
business.
By August 2012 UFMCO will be
equipped with the necessary tools,
equipment and infrastructure that will
allow it to pursue all the other strategic
objectives without prejudice due to non-
optimal support capabilities.
1. Develop the SCM capability
2. Embed the financial management
capability
3. Develop the warehouse and
related infrastructure
4. Develop the UFMCO offices
5. Implement the OC3 systems
requirements
6. Obtain ISO accreditation
1. SCM process and
infrastructure in place
2. Budgeting and costing
mechanisms
embedded
3. Operational warehouse
and satellite capabili-
ties
4. UFMCO offices occu-
pied
5. OC3 system of systems
plan operational
6. ISO 9001/14001/18001
certified
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17. The Plan (cont’d)
Strategic Issues Strategic Objectives Activities Deliverables
How to position ourselves as the FM
company of choice within the MENA region.
By February 2013 UFMCO will be
aggressively marketing itself as the FM
service provider of choice within the
MENA region, with the aim of winning at
least one out-of-Qatar contract within that
year, and positioning itself for further
growth in subsequent years.
1. Mature and expand the marketing
strategy
2. Optimise the UFMCO branding
with outside assistance
3. Develop the OC3 as a force
multiplier for selling business, by
utilising inter alia CRM data
4. Investigate JV potential
1. Enhanced marketing
strategy
2. New branding
3. Identified JV potential
4. Optimised OC3
5. CRM system in place
according to world best
practises
6. New three year
strategy in place
How to ensure that UFMCO operates
profitably from Day 1.
By December 2011 UFMCO will have in
place a financial management system
that will support profitable operations and
that will be aligned with all accounting
practises and requirements, ensuring that
financial transactions are planned for and
recorded according to best practises, and
that the UFMCO financial statements will
be best of breed in the UDC stable.
1. Implement a proper and reliable
budgeting capability
2. Everything must be clearly scoped
in the context of putting together a
budget
3. Ensure that UFMCO is cash
positive from day 1
4. Establish a proper funding
relationship
5. Implement the financial system
must be implemented
6. Employ experienced accountants
7. Review fees and costs
8. Establishing frequent management
reporting system
9. Benchmarking operational and
management costs to ensure
competitiveness
10. Financially educate all managers
1. Budgeting system
2. Financial statement
formats
3. Experienced accoun-
tants in place
4. Monthly financial
statements with meet-
ing
5. Identified variance tole-
rances
6. Financially educated
managers
7. Comprehensive dele-
gations for expenditure
– CAPEX/OPEX matrix
8. Identified fee and cost
structure
17

18. UFMCO Business Concept
18
Our Strategy is to provide the best facility management services by focusing on differentiation. We will
differentiate ourselves by our ability to align our service development, customer knowledge, and rapid
response capabilities with our customer’s requirements, and by being able to understand and
accommodate varied and diverse customer needs.
Our Focus will be customer-driven. We will concentrate on market segments within the MENA region
where we can make a difference in the provision of our unique facilities management offering in the
premium market segment.
Our Core Competencies will be speed, precision, and our ability to tailor-make solutions for bespoke
customer requirements.
Our Intent is to achieve the Sunrise Scenario within the next three years, in the process becoming
recognised as thè leading facilities management company in our niche market segment.
To achieve this our Vision is to be a first choice facility management partner in the premium segment in
Qatar and the MENA region – and an international benchmark for facilities operations and maintenance.
Our Mission in support of this is that UFMCO will be viewed as a highly successful provider of facility
best practices and sustainer of the work and living environment. We will understand customer
requirements and surpass their expectations. We will succeed in a rapidly changing environment. We will
create a facility management organisation that is alert, quick and fun to work for.