Success Story: Inaya Facilities Management
Nishant Ravindran, general manager, Inaya Facilities Management, fmME finds out how his company has managed to carve a space for itself in the UAE FM market
It's easy to perceive the sense of pride Nishant Ravindran has when he talks about Inaya Facilities Management, the company he heads as general manager.
The Belhasa Group subsidiary may have only just completed four years of operation in the UAE, but its veritable list of clients is definitely something that Ravindran can boast about.
After all, for a company as young as Inaya, the growth and stature it has achieved in the market in the past few years is certainly no mean feat—its expertise has been put to use at several prestigious developments that range from The Gardens residential community in Dubai to The Galleria Mall in Abu Dhabi.
While such a speedy rate of growth may have caused other organisations to struggle and stumble, Inaya has been managed to emerge out of it all as a success story worth emulating.
“I think we were different from conventional start-ups,” Ravindran says, as he remembers Inaya’s early days.
“Usually, people have to learn how to walk before they run. But with Inaya, we had to run before we learned how to walk—because one of the first projects we took on was a massive portfolio of residential assets at Discovery Gardens.”
Given the size and scale of the project, taking on the Discovery Gardens contract was quite a challenging enterprise for the Inaya team—but to their credit, they were able to prove to their clients that they were very much ready and capable to handle the task at hand.
Perhaps the best validation of the work that they accomplished is in the fact that Inaya’s contract with Discovery Gardens, which was for an initial period of three years, was recently renewed.
As Inaya’s reputation grew in the past few years, so did its client portfolio. “Growth came in, and we had to basically scale up our operations to meet that demand,” Ravindran says.
“Once we did that, that’s when we took a backseat, and decided to develop our base systems.” This phase saw Inaya roll out its CAFM system and other such technologies in its operations, while also setting standards for the quality of their service by securing the ISO:9001, ISO:14001 and OHSAS:18001 certifications.
“We had to look at ways of how we can differentiate ourselves, how we can be better than others in the market,” Ravindran says.
“Because we were blessed with growth in the beginning stages, the scale of operations we manage today is, I’d say, similar to what bigger FM companies manage. So, we kind of compete in that space. Our systems are equally as good, if not better. We can compete in that space of managing complex, large-scale projects, and that’s our niche as well.”
“If you look at companies that built FM significantly in the last few years, Inaya differs from many of them, because of the fact that our business model is not driven on captive markets,” Ravindran explains.
“We are completely a company standing on its own merit. We have to bid and win contracts on our merit, and then, we have to continue to deliver services to the requirements of clients in order to sustain that.”
Ravindran also notes that Inaya has purposefully stayed away from its parent Belhasa Group’s assets, which is, according to him, indicative of the company today standing solely on the strength of its excellence in service delivery.
“We want to be seen as a company that can deliver on its merit,” he says. “Our vision is to become the most reliable FM company, and we have to have the faith, the trust and a model that clients can rely upon.”
“So when we take on a project, we focus on the client’s objectives,” Ravindran says. “We focus on fine-tuning our delivery model to their needs, and then we consistently improve them over a period of time, which is why we are able to able to not just renew our contracts, but also make our service delivery models efficient. It’s not that you take a contract and there’s a cost escalation every year—on the contrary, we have been able to demonstrate the opposite.”
And Ravindran does seem to have a successful formula on his hands—according to him, Inaya hasn’t lost any of the contracts that it has signed so far; all of them have been rolled over for new extended terms.
In addition, Inaya is making headway on new contracts as well—besides its presence in the residential and retail arenas, the company entered the education sector a few months ago by winning contracts with the American Collegiate School and the Raffles International School in Dubai.
Ravindran also adds that the company is keen on increasing its presence in the UAE—while its initial base was the Dubai market, it is today making inroads into Abu Dhabi as well. “Abu Dhabi is a significantly huge market, and it’s a big focus area for us,” he says. “Having said that, we are also looking at the northern emirates too. As and when the opportunity arises, we will look into entering these segments as well.”
Having gone through a major expansion phase already, Ravindran is not too worried about Inaya adjusting itself to enter new markets. “Our model is such that it is very scalable,” he says. “All the systems that we deployed is also scalable. So we can enter any of these new segments quite easily. Even a regional expansion is quite feasible, but we are not looking at that yet. Our focus is on Dubai and Abu Dhabi at this point.”
When asked what is Inaya’s USP that makes it different from its peers in the FM industry, Ravindran smiles and point towards the company’s name: Inaya, in Arabic, means care. “We truly believe that,” he says. “That’s the reason why we chose that name. We put that principle into play every time we engage with a client, and we use the same idea when we engage with our employees as well.”
“With clients, we are very focused on them and their requirements,” he explains. “Every client has a different requirement, and so it’s important that we understand their business and their objectives, and fine-tune our model accordingly. And we are able to react quickly to changes, react quickly to issues—we have the ability to do that.”
“On the other hand, we also take care of our staff,” he adds. “Human capital is the single biggest asset we carry. So there’s a lot of focus on hiring the right people and taking care of them—be it their housing or their catering, or the services we provide to our employees, or the policies we have in place to motivate them, or the training—there’s a lot of emphasis on human capital.”
“It’s a very holistic process in the company—it’s a service profit chain, basically,” Ravindran explains. “We believe that if we take care of our employees, if we empower them with the right knowledge and skills, then they will provide better results for our clients. That is the chain—the lead is to take care of our people. If that happens, then the other happens automatically.”
Company profile: INAYA
Inaya Facilities Management Services develops, manages and executes FM strategies to maximise the performance and lifecycle of client assets.
From residential and commercial through to large-scale retail properties, the company offers maintenance, cleaning and specialist services with best-in-class service delivery and sustainability performance.
Part of Belhasa Group, one of the UAE’s most established group of companies, Inaya claims to have both the resources and solid financial base to offer leading expertise while mitigating business risk.
Through a solid and sustainable growth path, Inaya continues to secure and further build its market reputation as a leading and dependable FM partner.
Inaya’s client list
Some of the sites in the UAE where Inaya provides services include:
- The Gardens
- Discovery Gardens
- Ibn Battuta Mall
- Dragon Mart
- Galleria Mall
- American Collegiate School
- Raffles International School