Discussions on opportunities highlighted that the Middle East’s rapid development presents both strategic and operational spaces where circular facility management can create value. Participants spoke to a range of possibilities — from new value streams to procurement innovation — that can support circular outcomes in the region’s unique context.
Circularity as a Value Creation Mechanism
A key theme across discussions was the framing of circular facility management as a mechanism for value creation rather than simply a cost or compliance exercise. Participants identified opportunities to generate revenue through repurposing waste streams, adopting profitsharing models and embedding circular practices that reduce longterm operational burdens.
Examples included waste-to-value initiatives, in which traditional waste streams become resources, and models that align service providers and clients around shared performance outcomes. This perspective reflects a growing recognition of circular FM as a strategic tool that can contribute to financial and operational resilience.
Adoption of Everything as a Service (XaaS) Models
Participants noted opportunities associated with the expansion of service-based models across facility management functions. These were described in terms of Everything as a Service (XaaS), a term that refers to the delivery of solutions, applications, products, tools and technologies delivered as a service[1]. These are often delivered on a flexible, subscription-based model rather than through traditional ownership or upfront purchases.
This service-oriented approach supports circular outcomes by shifting incentives toward ongoing performance, efficiency and life cycle optimization rather than one-time acquisition and replacement.
Examples discussed in the roundtable included:
- Cooling as a Service
- Utilities as a Service
- Laundry as a Service
- Furniture as a Service
- Audio Visual equipment as a service
- Service on Demand models
These approaches were described as pathways toward performance-based outcomes wherein providers are incentivized to extend asset life, reduce waste, and optimize efficiency over the entire period of use.
Reuse, Repurposing & Asset Life Extension
Participants identified potential in asset reuse and repurposing across portfolios. Examples included transferring audio-visual equipment from large developments (e.g., airports) to office environments and reusing excess cooling capacity from data center environments in other applications.
This approach was seen as particularly valuable in a region with significant investment in high-quality assets, where extending the life cycle of physical systems can enhance return on investment and reduce material waste.
Linked to this was an emphasis on asset refurbishment and a shift from short-term “repair versus replace” decision- making to long-term life cycle optimization.
Regulatory Alignment & Local Manufacturing
Participants noted that increasing alignment between emerging regional policies, sustainability frameworks, and circular practices creates space to embed circular FM approaches more consistently. Clear policy signals were viewed as enabling mechanisms that can support market development and standardization.
Local manufacturing was considered an important enabler for reducing reliance on external supply chains and supporting regional economic diversification. Participants suggested that when combined with circular procurement approaches, local production could reinforce both sustainability and economic value.
Renewable Energy & Resource Efficiency
Renewable energy, especially solar, surfaced as a viable circular opportunity that intersects with facility operations. Participants discussed the potential to integrate solar power not just as an energy solution but as part of broader service- based and performance-oriented facility strategies.
The reuse of water, particularly for irrigation, was also highlighted as a practical application of resource efficiency — aligning environmental necessity with operational benefit in arid climates.
Early FM Involvement & Performance-based Engagement
Finally, participants saw opportunities in embedding facility management expertise early in the asset life cycle. Inviting FM professionals into design discussions was positioned as a practical intervention to influence material choices, system configuration and long-term maintainability.
Performance-based engagement models were also highlighted as mechanisms to align incentives across stakeholders, reinforcing circular objectives through measurable outcomes.
International Facility Management Association (IFMA) supports over 25,000 members in 140 countries. Since 1980, IFMA has worked to advance the FM profession through education, events, credentialing, research, networking and knowledge-sharing.