Have you added to your Professional knowledge base this year? Not had the time to attend a training program all year? It is not too late to make the leap before the close of business for 2016. Take advantage of the last couple of  sessions for the year. See details and register at www.maxmigold.com/training


Tuesday November 29th – Friday December 2nd 2016

This course is for facilities, real estates and property departmental leaders, financial, procurement, general services and administrative heads who oversee budgets, strategic planning, and procurement of FM services and are concerned about cost optimization, strategic alignment with core business, building user productivity and workplace policy implementation. This course will treat various FM contracting models, value-based FM contracting processes as well as FM organizational leadership, etc.

Modules to be taken include; FM Core Competencies, FM Department Organization Structures, FM Leadership and Strategy, Procurement in Facilities Management, Emergency Preparedness and Business Continuity, The Facility Master Plan and the Real Estate Master Plan, Outsourcing in Facility Management, Facility Management Contracting, amongst many others. – http://www.maxmigold.com/training/#fmstraining
DATE: Tuesday November 29th – Friday December 2nd 2016

PRICE: ₦185,000 for industry recognized certificates, training materials, breakfast, snacks and lunch.

VENUE: HRDC Building, University of Lagos Main Campus, Akoka Yaba Lagos.


Tuesday December 20th– Friday 23rd 2016

This course is for building services operatives who directly interface with building users, manage service providers, custodial, and maintenance teams. The course covers key learning requirements for Building Managers including communication, emergency preparedness and business continuity, environmental stewardship and sustainability, finance and business, human factors, leadership andstrategy, project management, quality management, real estate and property management and technology with a very strong focus on operations and maintenance.
The Training Modules to be covered include; Introduction to Facility Management Operations, Managing FM Stakeholder Communications, Assets Register, Finance and Business for Facility Management, Space Planning and Move Management, FM Reports and Records Keeping, FM Contracts Execution and Monitoring, Regulatory Compliance, Assets Management, Managing Cleaning and Hygiene Services, Managing Gardening, Landscape and Waste Services, Managing Security Services etc. – http://www.maxmigold.com/training/#fmotraining

DATE: Tuesday December 20th– Friday 23rd2016

PRICE: ₦135,000 for industry recognized certificates, training materials, breakfast, snacks and lunch.

VENUE: HRDC Building, University of Lagos Main Campus, AkokaYaba Lagos.

Who Should Attend?

Everyone associated with the built environment, such as Developers and Owners, Facility or Property Managers, Architects and Designers, Procurement Managers, Directors, Admin, Corporate Services Managers, CFOs, CEOs as well as those seeking new career paths.

For details, visit http://www.maxmigold.com/training; Email: service@maxmigold.com.ng or call us on 08022020122
Don’t miss out this time. This is a life changing opportunity and a career boost for professionals in the industry. Join the over 100 professionals who have had their careers enhanced, gained promotions and found new jobs in 2016 by training with Max-Migold Ltd. Our trainees come from the following companies and more; Shell Petroleum Development Company SPDC, Sterling Bank, Stanbic IBTC Bank, Unilvever, FCMB Bank, Union Bank Properties, Daleji Properties, Redeemer’s School, ATC Telecoms, The Filmhouse, The Nigerian Airforce, Willco Properties, Ensure Insurance Plc, Center for Management Development, Guaranty Trust Bank, Lagos State Government, Lagos State Sports Commission, University of Lagos, Cadwell Ltd, eHealth Africa, Redeemed Church, Notore Chemicals, UPDC, etc.

Paul O. Erubami MSc, SFP, FMP, CFM, CBIFM
CEO of Max-Migold Ltd, a physical facilities advisory and training firm. Paul is an expert Facility Manager, Industrial and Business Process Engineer, Real Estates and Property Manager with over 15 years’ experience leading strategy implementation, operations systems and processes deployment and change management for the oil and gas, telecoms, commercial and corporate real estate’s sectors. He is IFMA Qualified to teach all the FM Credentials Training of  FMP, SFP and CFM as well as the Essentials of FM Program and the FM Learning System..

strategic img

FM is no more day to day jugglery of routine tasks but tasks which yields better productivity and Business results.We discuss business over a cup of coffee most of the time .A coffee which is more powerful when you are at mid noon or midnight shift not having it may doze you out of brain the idea box .Coffee a point to connect with your inner self and awake awakeawake !!!How change in cup of coffee just change mood of production floor experiment once and surely get importance of work one FM keeps on rolling as a silent Hero .Facilities management has developed in the past decade into a major, thriving business sector and discipline and continues to grow in many countries. The term facilities management – or facility management if one adopts a International perspective – has become accepted by governments, the business community, educationalists and researchers as an essential component of today’s business world.

Facilities management is of significance to organisations of all kinds and, as an emerging discipline, it has become the focus for the important issues of best value and customer satisfaction within the management of supporting services. Well-managed services enable an organisation to function at its most efficient and effective level, offering real added value improvements to the organisation’s core business. Facilities management is being elevated to a strategic level of importance and is therefore being given the task and opportunity to contribute to business success and to aid the delivery of competitive advantage. Indeed, in recent years, the range of services covered within the remit of facilities management has become more complex, as facilities management has moved into the core operational functions of client organisations. It is necessary for facilities management service providers and their customers to acknowledge the role of facilities management in the organisation’s strategic operations. This article presents the core concepts of facilities management with particular attention being given to the role of outsourcing.

What is facilities management?

Most real estate represents substantial investment for organisations and has to accommodate and support a range of activities, often taking into account competing needs. Within those activities is the owner or tenant organisation’s core business, for which an appropriate environment must be created in buildings that may not have been designed for the purposes for which they are now used. Yet, no matter how well focused an organisation might be on its core business, it must not lose sight of the supporting services – its non-core business. Facilities management places the non-core business at the service of the core business in such a way as to protect an organisation’s capital investment in real estate and helps turn a cost item into one of added value.

Organisations may have already considered the distinction between their core business and non-core business (such as security, HVAC maintenance and cleaning) as part of the drive to deliver and achieve best value and customer satisfaction. Since running costs account for a significant part of annual expenditure, second only to payroll, there will be pressure to look for savings in non-core business areas. Cutting operating budgets may be an attractive, or financially expedient, short-term measure but may not foster the organisation’s long-term development. Since the running of an organisation involves complex, co-ordinated processes and activities, it is necessary to take an integrated view. A piecemeal approach to cutting costs is unlikely to produce the required savings and may harm the organisation’s ability to deliver the most appropriate services. For facilities management to offer maximum support to core business activities, the organisation must, therefore, recognize that cost and quality are inextricably linked and should not be considered separately.

Facilities management can accordingly be summarized as creating the optimal environment for the organisation’s primary functions, taking an integrated view of the business infrastructure, and using this to deliver customer satisfaction and best value through support for and enhancement of the core business. Thus, facilities management can be described as something that will:

  • deliver effective and responsive services;
  • enable changes in the use of space in the future;
  • sweat the assets, i.e. make them highly cost effective;
  • create competitive advantage for the organisation’s core business; and
  • enhance the organisation’s culture and image.

Several definitions exist. The following cover what, in this article, is meant by facilities management.


‘an integrated approach to operating, maintaining, improving and adapting the buildings and infrastructure of an organisation in order to create an environment that strongly supports the primary objectives of that organisation’ (Adapted from Barrett and Baldry, 2003)

‘The practice of coordinating the physical workplace with the people and work of the organisation. It integrates the principles of business administration, architecture and the behavioral and engineering sciences’ (The British Institute of Facilities Management – BIFM)

‘management of a vital asset – the organisation’s facilities.’ (The International Facility Management Association – IFMA)

Typical approach to facilities management

There are common themes and approaches to facilities management, regardless of the size and location of the real estate, although these may not necessarily result in common solutions. In some cases, real estate services are outsourced (for example, contracted out) and in others retained in house, for good reason in each case. Some organisations operate what might be described as a mixed economy, where certain services, even the same ones, are outsourced as well as retained in house. There is no general rule, rather a need to define the thinking, practice and procedures that will lead to best value for an organisation.


the contracting out of the facilities management services required by an organisation to external service providers.

In-house provision
supply of facilities management services within the client organisation – the in-house team may or may not be an independent body.

Whichever course of action has been taken – retain in house or outsource – the primary concern is the basis of the decision. It is not the outcome that needs to be looked at closely, but the efficacy of the decision-making that leads to it. It is, for example, always necessary to stress the importance of a careful evaluation to determine the merits of the case for outsourcing. Where the organisation’s approach has been arrived at through, for example, demonstrating better value (for money) from one approach as opposed to the other, facilities management can be considered to be working effectively.

Strategy overview

Managing facilities efficiently and effectively requires that a robust strategy is developed within the context of the organisation’s business plan and space/accommodation strategy. These should involve development of strategic objectives and a plan for the facilities management, with proper reference to the overall business plan and space/accommodation strategy within which it might be contained. A strategy (or business plan) for facilities management should:

  • consider the needs of the organisation, differentiating between core and non-core business activities;
  • identify and establish effective and manageable processes for meeting those needs;
  • establish the appropriate resource needs for providing services, whether obtained internally or externally;
  • identify the source of the means to finance the strategy and its practical implications;
  • establish a budget covering short term needs and best value over the long term; and recognise that management of information is key to providing a basis for effective control of facilities management.

The three main stages in the development and achievement of a workable strategy for facilities management are:

  1. analyzing requirements – top level analysis;
  2. developing solutions – finding the best option; and
  3. implementing solutions – putting the plan to work.

Developing a facilities management strategy


The aim of the analysis is to establish a thorough understanding of the present state of the organisation’s real estate and facilities management. This means assembling all material facts including:

  • the organisation’s objectives, needs and policies (from the business plan);
  • physical assets and space utilisation achieved (from the space/accommodation strategy);
  • a review of resources, processes and systems to provide a broad picture of the current provision of services; and
  • a cost analysis.


Once information from the analysis stage has been assembled, a robust and structured approach to the interpretation of the information can be adopted. It is essential that the interpretation of information derived from the analysis is open and allows new ideas and innovative solutions to be developed. The recommended approach is:

  • generating options;
  • assembly of criteria for judging options;
  • evaluating options; and
  • selecting preferred option – the organisation’s actual facilities management strategy.


Policy statements can be developed into operational plans and implemented through a process that is capable of managing change. The change management process should be undertaken adopting best practice in human resources management. The implementation plan should include programmes, milestones, performance measurement and risk analysis. The risks to successful implementation should be identified and responsibilities for managing these assigned.

In summary, the plan should encompass people and systems, communication, resource planning and procurement/purchasing.

Selecting a strategy

The starting point for managing facilities is, as previously noted, the organisation’s business plan and its real estate (or space/accommodation) strategy. These should be kept up-to-date and used to determine the nature and level of services support. The facilities management strategy must reflect the organisation’s business objectives, needs and policies, as well as practicalities, such as its current real estate in general and space in particular. This formal strategy should include descriptions of the approach to measuring how the business objectives and needs have been met.

The selection of the approach through which service provision will take place should be based on the ability of that approach to satisfy those attributes that an organisation considers most important to its success. However, as the circumstances, which the organisation is subjected to, are subject to change, the most appropriate option will be the one that can also accommodate change. Naturally, there will be advantages and disadvantages in providing services either in house or by outsourcing. The organisation must, therefore, decide the route that provides best value for itself in the long term. This is achieved by taking full account of the implications especially the true cost of all options.

Debate on the benefits or otherwise of outsourcing has been running for decades. Although it is now generally agreed that outsourcing can stimulate innovation and can present cost savings through the harsh realities of competition, it cannot be assumed to be the best approach in all cases. The merits of outsourcing each service must be considered until the optimal mix of outsourced and in-house provision is attained.

Management issues

The decision to outsource or provide services in house must take into account both the capability of service providers and the effort required to manage them. An organisation that takes the decision to outsource can delegate the direct supervision of work and service operatives to the provider. The role for the organisation’s representative then becomes one of managing the output from the service provider. The representative should act as an informed client managing performance against service specifications and service level agreements (SLA). Organisations need to consider their approach to this new management role carefully.


Service specifications
quantify the acceptable standard of service required by the customer (or end-user) and will generally form a part of the contract with the service provider.

Service level agreements (SLA)
build on the service specification by amplifying, in practical terms, the obligations of each party.

service specification quantifies the acceptable standard of service required by the customer and will generally form a part of the contract with the service provider. Its production is a prerequisite for drafting a service level agreement (SLA). Specifications set out standards covering organisation policy, department requirements, statutory requirements, health and safety standards and manufacturers’ recommendations. The specification may also outline the procedures needed to achieve required technical standards.

service level agreement (SLA) builds on the service specification by amplifying, in practical terms, the obligations of each party. Technical and quality standards will usually be defined in relation to industry standards or manufacturers’ recommendations, whereas performance will be related to the specific requirements of stakeholders, that is, frequency of activity and response times to call outs. This agreement need only include, at the bidding stage, a framework setting out the overall performance parameters with detailed procedural issues to be evolved and refined during the life of the contract. Whilst the scope must be made clear, detailed day-to-day operating procedures can only be refined as the knowledge and experience of each service partner is built up over time. SLAs must be kept up-to-date.

In contemplating a mix of support services such as cleaning, security, building and mechanical and electrical maintenance, it is easy to see the diversity of tasks involved. This may mean that a manager or supervisor who is trying to cope with such a range of services may not be competent in all. This could prove to be a problem for smaller organisations where, although the tasks are not extensive individually, their diversity is great, requiring the manager or supervisor to be multi-skilled. For larger organisations, specialist management and supervision may be cost effective and efficient, because more of it is required.

Cost factors

Indirect cost

In choosing the approach to service provision, total cost is often under-reported. In evaluating the comparative cost between in-house or outsourced service provision, organisations should identify all costs, both direct and indirect. A common mistake is for only the direct costs to be reported. Indirect costs include those incurred in the internal management of external contracts and the ongoing training and development of in-house personnel. Furthermore, the full administration of the services such as permit-to-work procedures, competent and approved person regimes, together with the technology to operate them, all attract a cost that must be recorded.

Organisations also need to consider the costs of financial administration. For instance, a small number of labour and material contracts means that invoices can be processed more cost-effectively than in situations where invoices are many and frequent. Clearly, the method of procurement has an implication for the accounting function.

Direct cost

By contrast, direct cost is easier to ascertain. In the case of an outsourced provision the contract sum is a figure that is readily available. For in-house provision, the direct cost calculation would include salaries, including benefits. As noted above, these more obvious costs should not be looked at in isolation from the associated indirect costs.


Linked closely to the management variable is the issue of control. For many organisations considering outsourcing, the greatest concern is that of a perceived loss of control. The level of control that can be achieved is closely correlated with the method of procurement and the contractual relationship established between the organisation and the service provider. Through a more traditional contract the level of control is limited. For more control, a partnering arrangement may be appropriate.

Whatever arrangement is put in place, technology has a part to play in the delivery of reliable management information. It is through available and accessible information that many of the control issues can be solved. In so doing, value can also be added if the management information is delivered as a consequence of service provision and is therefore available without cost or, at least, for a nominal sum.

Implications of outsourcing

Any significant change in the number of services that are outsourced will have an impact on the structure of the department or organisation; in the case of outsourcing all real estate services, a small core management team is required to control and co-ordinate the activities of the external parties. In this instance, the role of management changes from direct management to the management of the output of others: the performance measurement of deliverable. The main tasks then become the management of the respective contracts and the definition and development of policy and procedures. These, along with relevant standards, are vital if the respective contracts are to meet the expectations of customers and are not to encourage malpractice or other kind of irregularity.

The most appropriate management structure will be the one that ensures both economy and control for the organisation over its facilities. Clearly, the management of contractors is different to the supervision of directly employed personnel and should not demand as high a level of resources. It is acceptable that some personnel will have to be retained even where the organisation has opted for total facilities management by a single contractor since the informed client function (ICF) must be maintained. This should be a major factor in the drive to have personnel who are trained to act as competent client representatives and, if organisations find such expertise lacking, they should adopt recruitment policies that recognize the specialisation of facilities management and seek individuals who have undergone appropriate education and training. The role of managing the client-contractor interface includes the following duties:

  • maintaining and enhancing the informed client function;
  • defining real estate and space standard policies and monitoring space utilization;
  • understanding and monitoring customer requirements and keeping customers informed;
  • planning projects involving new or additional works; and
  • managing the approvals process and payments to the contractor.

Where services are retained in house, it is essential to ensure that the management structure facilitates a split between purchaser and provider, with the purchaser acting as the objective and informed client in order to monitor the performance of in-house service delivery. Policies and procedures must be formalised within this management structure to ensure that customer expectations are met and malpractice and other kinds of irregularity are actively deterred. The most appropriate management structure will be the one that ensures both economy and control for the organisation over its facilities. This means that organisations will need to determine exactly the number of personnel and their functions for managing the provision of services.


If buildings and other facilities are not managed, they can begin to impact upon an organisation’s performance. Conversely, buildings and facilities have the potential to enhance performance by contributing towards the provision of the optimal work and business environment. There is no universal approach to managing facilities. Each organisation – even within the same sector – will have different needs. Understanding those needs is the key to effective facilities management measured in terms of providing best value. Furthermore, once established the facilities management strategy should be a cornerstone of an organisation’s accommodation strategy, not adjunct to it.

In choosing the most appropriate solution consideration must be given to direct and indirect costs of both in-house and outsourced service provision so that a complete financial picture is gained, with comparison made on a like-for-like basis to enable a decision to be taken on best value grounds. A long-term and integrated view of service provision is essential to effective facilities management.

Written by: Rajessh Deb Roy Key Account Manager ISS Facility Services India Private Limited | Posted by: Max-Migold Ltd.


Digital Revolution

In the 1980s, with the introduction of computers, a 4-day work week was envisaged in the future. Today enabled by technology, we are able and we need to compete globally. Your day may start with a 6am call to Australia and a 10pm call to the America. Your new client in UAE may be emailing to you all Sunday (a working day for them). The 3-day weekend continues to be a dream.

In 50 years’ time, a far higher proportion of men and women will be executing tasks that require higher cognitive complexity. Our job titles will include analysis, knowledge, intelligence – all require a skill-set for deep thinking.

Coincidentally, the electronics and IT industry is also around 50 years today. The cost of older components falls every 18 months. Taking its place, a pricier but twice more powerful component. We have gone through several phases from Centralized Computing required services, to distributed computing to now mobile computing. In the future, mobile computing will have evolved to include wearable technology that can be implanted into our bodies to supplement what our brains can hold and process.

Today, we are exploring with automated and self-healing technologies. I believed these will be perfected over the next 50 years. The failed component can repair or replace itself without human intervention. The repository of applications, data and information complemented by complex analytical power will create service recovery plan on their own as we see in cartoons.

By 2065, the digital revolution, currently in its infancy, would have matured. Many optimists predicted that computers will us 3-day weekend. Pessimists have predicted robotics will take over human’s menial jobs and create massive unemployment. They are wrong. Instead the digital revolution will have enhanced our quality of life and competitiveness.

Facilities Management in 2065 in Singapore

The cost of computers, robotics and sensors have fallen rapidly in the 15 years of the 21st century. As a result, it has brought efficiency and effectiveness in the facilities management computerized management platform, linking up the supply chain of network service providers, a communication network that facilitate communication and a seamless financial system that facilitate transactions and payments. All these will have played out to Singapore’s strength as we embarked on the Smart Nation programme. Even with an older and ageing population, Singapore will remain as the leading FM practitioners in South East Asia.

Intelligent buildings will go beyond managing energy consumption or regulating cooling. Building Integrated Photovoltaics will generate enough energy to meet the building demand. Tenants and Visitors are recognized by biometric sensors and eliminate receptionist and guards issuing visitor passes –  a considered as a permanent fixture in all buildings at the turn of 21st century.

In a car-lite Singapore, travellators will take the place of roads. At ground level, all vehicles will use clean energy and fully automated. With a single keystroke on a handheld device, a driverless cab will appear within 15 mins. Making transportation the next big utility after water. Roadways are narrower, car parks are no longer required, more trees are planted providing more shade and lowering the temperature which in turns making less cooling in buildings possible.

Today, gardens that interspersed throughout floors in Green Mark buildings to provide shade and comfort. Innovations in LED lightings, climate controlled technology, advance in water recycling system will enable organic fruits and vegetables to be produced. With our advanced knowledge in digital control of complex processes, Singapore may be a brand name in organic farming.

Developing our people and ecosystem for the future

Recognising that people is the core source of strength in a FM company, we will have to continue to invest heavily in a comprehensive continuing education system. Deepening their multi-disciplinary skills that can be updated periodically so that our workforce can stay relevant in the face of change and competition.

The key pillars of Singapore success story based on corruption free, quality products and safety emphasis will further enhance our reputation both international and regionally. Labour cost will be insignificant in this business environment as quality and safety commands a premium that can easily absorb our higher labour cost.

Written by: Ho Chee Kit
Senior Director at Cushman & Wakefield
| Posted by: Max-Migold Ltd.

I was sitting in a café in Brisbane and we were having an end of week catch up with my office.

As I was enjoining my tea, I noticed the interesting way the coffee shop was built into the corner of the building and how it utilised every part of the space. Someone came up with the idea of making the most of an odd shaped lobby and thought “Hey, I know how we can add value to this building, we could fit a café in here”

You are probably thinking this is an odd thing to be thinking about when you are enjoying a cup of tea, but being a recruiter in the Facilities and Building Services Environment, I spend a lot time with professionals that live and breathe the workings of a commercial building.  Recently the same thing has been said to me over and over when I am speaking with my clients about prospective new employees, in particular the utilisation of the existing space.

Looking from a Facilities Management view point, someone who has continuous innovative and a forward thinking development ideas towards an asset is what a lot of  business are telling me they want in their next Facilities/Asset Manager.  A facilities manager ensures that an organisation has the most suitable working environment for its employees and their activities and is constantly under pressure to reduce costs and add value to the core business.

Gone is the appeal of having a reactive Facilities Manager who sits by the phone and waits for things in the building to break, who only looks after the core aspects of keeping a building running.

What is becoming more important, is a Manager who can think of a wider range of activities such as non-core functions.   A person who can step back and look at every inch of the existing building, not only as a physical structure but as a valuable asset.  My clients are telling me that they want a person who has the ability to think “How can we utilise this space more effectively, that will add value!”

A small example of this is on one of the side streets in Brisbane, there is a Barista stand/coffee shop literally cut into the wall of an office building. The building has been in use for quite a few years, but this coffee shop was built in very recently.  The Facilities /Asset Manager came up with the idea that if they were to utilise the wasted space in the lobby, create access from the side of the building in the alley, cut out a space big enough to fit in the coffee machine and a workable space for staff, whallaa! A new space that a business can now move into and rent = Value added!

Not only did the Facilities/Asset manager turn the wasted space into a desirable place to have a coffee shop, it ultimately added value to the asset and maximised otherwise wasted space.

It is this exact quality that makes a Facilities Professional stand out from the rest!

 What clients are asking for in a Facilities Management Professional:

  • Modern and Progressive
  • Pro-active not just re-active
  • Commercially minded
  • Innovative with ideas of how to maximise the existing space
  • Knowing their assets inside and out and starting the conversation with their existing team
  • Think outside the normal constraints for the building

Written by: Lauren Dawney
Recruitment Consultant / Providing businesses within Facilities Management access to high calibre talent
| Posted by: Max-Migold Ltd.


According to a Global Industries Analytics Report, the facilities management industry is one of the most rapidly growing industries, with expected growth to reach $394.69 billion by 2017.

FM continues to provide a lucrative career path, while the roles and responsibilities of the industry are broadening, creating greater job satisfaction and attracting a larger number of young people to the profession. Facilities managers today are expected to contribute to their company’s bottom line by not only reducing facility costs, but also by increasing the productivity of their organizations. Paying close attention to emerging FM trends can help FMs contribute to the bottom line by identifying the industry patterns to look for, the skill sets to work on and the areas to allocate their resources.  

Below are some of the Facilities Management trends today:

Automation: One big measure is the automation of facilities management projects, leading to changes in the way they’re planned, executed and tracked. For instance, maintenance personnel are relying on wireless devices to monitor activity and to improve responsiveness while managers are using Computer Aided Facilities Maintenance (CAFM) tools to integrate all project aspects from space planning to resource allocation.  The industry can leverage new technologies to better manage facilities, but it also needs to ensure adequate training is in place to educate practitioners on new systems

Sustainability: continues to grow in importance and prominence worldwide. Organizations have begun to incorporate it into business goals and culture, and within the profession, it has moved from an emphasis primarily for new construction to influencing existing building operations.

Flexibility: with four very different generations comprising our workforce – 5% Traditionalists, 38% Baby Boomers, 32% Generation X and 25% Millennials – organizations must re-think how they do business and how to create an environment that is inspiring to everyone. The answer lies in flexibility. Faced with limited space, managers are squeezing the most functionality out of every square foot. Facilities managers and their designers are creating cost-effective and productivity-enhancing facilities by tailoring spaces to the needs of the organization and its workers. As a result, trendy offices are out while classic designs are in. Additionally, workspaces that are flexible, able to accommodate multiple functions and capable of supporting cutting edge technologies, such as wireless LAN, are much coveted. In short, this value-driven trend is characterized by a renewed emphasis on maximizing usage and practicality.

Emergency preparedness and business continuity: Facility managers play a critical role in business continuity after a disrupting event, not only by crafting and implementing the prepared response plan, but also by serving as role models for the organization in emergency preparedness and business continuity planning.

Outsourcing: is on the rise as a growing number of businesses are choosing to turn over their facilities management functions to outside contractors. They are outsourcing to better concentrate on core competencies as well as to acquire expertise they would not be able to develop on their own. For example, service providers can teach a company’s maintenance staff how to perform tasks faster and better. Additionally, facilities managers often enjoy fixed costs when they use outside contractors and can ultimately cut overall facilities management expenses. Moreover, by outsourcing, facilities managers can access cutting edge technology. “Outsource service providers have the resources to employ wireless handheld inspection terminals and Web-based portals that make it easy to track equipment performance, plan maintenance, control inventory, inform repair technicians and report results to management,”.

Changing work styles: significantly affect both occupant behavior and the vacancy rate of buildings, which affects how buildings must operate. Facility management increasingly faces challenges posed by open work plan arrangements, differing hours of operation, and varying occupancy rates and densities — all of which impact power use and other considerations.

Mobility: In seeking to integrate new solutions into their facility’s workflow, FMs have the added element of mobility to consider. With so many employees working from home or on the road, today’s FM must take mobility into account with every decision. Web-based software must, at the very least, be implemented. But as employees increasingly require access to relevant resources when away from the web, mobile apps are an important tool to consider as well.

Doing more with less: This slogan has always been a part of many business models. But with today’s technology, more and more organizations are finding ways to make this a reality. Through investment in the proper tools, companies are able to provide their employees with wider mobility, allowing them to telecommute. Many are seeing a rise in productivity and a decrease in their overall spending, as well as increased employee loyalty.

Energy conservation: Is an enduring goal of facilities managers, and this objective has gained in urgency in the past few years because of rising energy costs. As a result, facilities managers are taking many measures to curb usage, following simple steps such as maximizing daylight as well as undertaking major projects such as integrating chilled water plants. Moreover, they are also performing thorough energy audits. This can reveal where and how a facility is using energy. It will also expose the areas in need of improvement and ways to boost overall energy efficiency.

Finding top talent: In facility management is gaining greater importance. Recognizing that facility management is often not the first choice of today’s new graduates, the profession will need to increase its branding and outreach.

What to Do?

Globally, the facility management profession continues to mature and evolve. Facility managers today are expected to understand their company’s core business and contribute to the bottom line — not only by reducing facility costs, but also by improving the productivity, revenue generating capacity and image of their organizations.

Go on, get out there! Networking is crucial to staying relevant and ahead of the FM curve. Attend industry events and become a part of industry organizations like FM Zone India, iNFHRAetc.,. The relationships you build through these organizations will help you gain an even clearer understanding of your profession and the ever changing industry landscape, as well as fill in any gaps in your knowledge. Lastly, take advantage of social media to expand your presence and knowledge base. FM professionals must develop an action plan to meet changing expectations. We need to be willing to find something different and be experimental. We need to go there to be relevant.”

FM professionals continue to identify ways to further assert themselves within their respective organizations, using metrics and value propositions that connect with their business and create compelling stories, and are building the future for a more socially connected and technologically enabled next generation in meaningful, specific ways. But as the old adage goes, the only constant is change. Facility management leadership needs to flex and evolve to reflect new approaches, skills and systems that are sure to replace innovations just emerging even today.

Written by: Naveen Kumar VADDE FMP®​ SFP® 5S LA® Senior Manager – Integrated Facilities Management at Jones Lang LaSalle | Posted by: Max-Migold Ltd.