Facility managers must create strong ties with the business managers of the company. This can be done by knowing the business you support, learn the language of the business and demonstrate it in the company’s strategic plan

For example, an effective way to form a good working relationship with the vice president of marketing is to show how effective facility management can improve the performance ratio of sales to cost through cost reduction and avoidance.

The modern Facility Manager needs to be on top of the facilities group’s financial performance to truly understand not only how it’s doing but exactly what’s working and what’s not working.

By digging into the numbers you can determine where there are issues and most importantly, how to address them. Determining exactly where issues are cropping up is necessary to truly have any hope of improving your effectiveness and efficiency.


Three Key Financial Statements

  Income Statement

  Balance Sheet

  Cash Flow Statement


Income Statement

Sometimes called a profit and loss statement, an income statement covers all the flows for a business in a given period (typically 12 months). It lists revenues (the money coming in) and expenses (money going out to all the vendors and service providers in the company).

Finally, it shows the difference between revenues and expenses—profits. Revenues minus expenses equal profit. As a Facility Manager, you need to understand the expenses that your part of the Facilities Management process contributes. This will give you a clearer idea of what effect you can have on the overall profits of the business.

Balance Sheet

The balance sheet shows assets and liabilities at a single point in time, usually the end of a fiscal year. Assets are all the things that the business owns, such as a checking account, any properties held, and the receivables that are due to be collected from clients. Those are all positive contributions to the balance sheet.

On the other side of the balance sheet are liabilities and equity. Liabilities and equity, added together, total up to assets.

The liability component is comprised of anything owed to someone. If you have 30 days of bills on the books that you owe to your vendors, that would be a liability. Any money that you owe your clients in deposits that are held on the balance sheet would also be liabilities.

Equity is the component of the business that the shareholders or property owners contributed to fund the assets.

Cash Flow Statement

The third key financial statement is less used, but nonetheless quite critical. A cash flow statement takes the cash balance at the beginning of the year, goes through all the revenues and adds them in, removes all cash expenses, adds in any changes in capital expenditures or new capital expenditures, subtracts that from the cash, then adds in money that might have been borrowed from the bank. It finally arrives at the cash balance at the end of the year. This statement enables you to follow how cash has gone through the business every step of the way.

Our watchword at Max-Migold is to “grow competence and develop capacity”.

Wouldn’t you rather learn from our seasoned experts by registering for our trainings? Are you considering a career in facility management or in need for a competent workforce? Kindly contact us via email: paul.erubami@maxmigold.com, website: www.maxmigold.com, phone number: 08186455541




  1. Have a Fire Safety Plan and post them on public area. Fire Safety Plans provide occupant safety in the event of a fire and allows effective usage of the building’s fire safety features. Fire safety plans also to minimize the possibility of fires. A good fire safety plan should include emergency procedures, preventative maintenance processes, and instructions on what to do during a fire.


  1. Fire alarm system.Having a working fire alarm system is critical for all buildings, but more so for high buildings. An alarm system is designed to alert people when a fire breaks out, giving them more time to evacuate. This is crucial for high buildings because more people needs to be evacuated and they all have to use the stairs. You can choose from the many types of fire alarms like smoke detectors, thermal detectors, sprinkler flow switches etc.



  1. Automatic fire-suppressing systems (sprinklers) should be installed on every floor of the building.Having sprinklers installed helps put out the fire and prevents it from getting bigger. Fire suppression systems help control fire and prevents it from spreading to another area.


  1. Fire-resistant construction.High rise building should be designed and constructed using fire-resistant materials so the fire won’t easily spread. The building should also be separated into compartments to prevent the fire from spreading to the other levels or areas.


  1. Fire escapes.The only way to evacuate the building during a fire is through the stairs. Aside from the usual fire escape, high rise buildings should have interior fire-proof stairwell shafts. This stairwell should have signs indicating which floor level you are on and also the   nearest crossover floors. Having an interior fire-proof stairwell increases the chance of surviving for the occupants.


Our watchword at Max-Migold is to “grow competence and develop capacity”.

Wouldn’t you rather learn from our seasoned experts by registering for our trainings? Are you considering a career in facility management or in need for a competent workforce? Kindly contact us via email: paul.erubami@maxmigold.com, website: www.maxmigold.com, phone number: 08186455541



Facility Management is not just about managing a facility effectively. It is the integration of business administration, office architecture, the behavioral psychology and engineering sciences. In other word, Facility Management encompasses all activities related to keeping a business or an organization in operation. Facility Management has different levels, you can start at the first level and make it to the top management level.
Hence, Facility managers are employed in all sectors and industries and the diversity of the work is reflected in the wide range of job titles, for example technical services, operations, estates and asset or property manager. They could also be responsible for fire and life safety issues, indoor air quality (IAQ), sustainable operations, energy metering, HVCA system maintenance, lightning upgrades, reducing maintenance costs, or retrofits and renovation.
Our watchword at Max-Migold is to “grow competence and develop capacity”.
Wouldn’t you rather learn from our seasoned experts by registering for our trainings? Are you considering a career in facility management or in need for a competent workforce? Kindly contact us via email: paul.erubami@maxmigold.com

The primary driver of workplace change is and has been technology. Advancements quickly improve workers’ ability to gather and process information in an anywhere, anytime environment. Technology is also changing buildings and how they are designed, constructed, and operated. Facility management software improvements; new developments in how projects are managed, whether large or small; and new requirements for more coaching and people skills are required the new ways of working with knowledge work and mobile workers. Change management, robotics, augmented and virtual realities, and other new technologies will impact the management of the built environment in ways that we cannot imagine today. Embracing change and working to stay current on changes are required for effective facility management in the future. Max-Migold Limited offers new education opportunities that can help to address these new skill requirements.

Our watchword at Max-Migold is to “grow competence and develop capacity”.

Wouldn’t you rather learn from our seasoned experts by registering for our trainings? Are you considering a career in facility management or in need for a competent workforce? Kindly contact us via email: paul.erubami@maxmigold.com, website: www.maxmigold.com, phone number: 08186455541

Energy cost accounts for about 50% of a facility’s operating expenditure. This implies that a significant part of facility management budget is expended on utility bill.It has become vitally important that organisations put measures in place to identify opportunities to reduce energy expense.There should be great emphasis on reduction of greenhouse gas, sustainable practices and energy security while keeping focus on variations which occur in energy costs and deciding on appropriate energy mix.For any organisation to commence with the reduction of their energy use and cost; having a good understanding of their present energy consumption is essential

The first steps towards identifying and prioritizing energy reduction would be to carry out an energy audit. The observations from the audit will give guidance towards optimizing energy efficiency either by changing some practices and communicating to staff while a major resolution will be to replace or repair some equipment or the installation of an entirely new equipment. Identifying energy conservation technologies and retrofitting for energy conservation equipment should also be considered.An organisation can further reduce energy consumption by assessing some of the factors below;

  • Identifying ways to conserve energy
  • Optimizing facility lighting
  • Utilizing their utility bills
  • Identifying ways to conserve water
  • Strategically placing your equipment to save electricity
  • A comprehensive facility condition assessment

At Max-Migold Limited, we monitor closely the most recent processes and technologies as they are introduced to the market and evaluate thoroughly ways in which these technologies can be implemented to reduce facility energy costs. We provide customers with a comprehensive set of energy efficiency, renewable energy and distributed generation measures. We help organisations reduce their energy bill by assessing their energy consumption and proposing equipment that will reduce energy.

Our Energy Performance Contracting (EPC) is accompanied by a list of cost-effective measures that can be undertaken to improve the energy efficiency of the building, and the estimated cost savings for heating, lighting and hot water that can be made by following each of the measures recommended. EPC identifies ways to reduce energy and water consumption, leading to lower utility bills and reduced CO2 emissions.We provide organisations with optimum energy efficiency solutions and guide on how to optimize their energy efficiency and reduce operating costs.

Is your energy cost hitting your bottom line? Is your facility energy consumption going overboard? Have you considered optimizing your energy efficiency? Can you imagine the savings that abounds from it?


Wouldn’t you rather engage us today to help you identify opportunities to reduce energy expense and carbon footprints!!!!

Kindly contact us via email: paul.erubami@maxmigold.com, website: www.maxmigold.com, phone number:08186455541

Facilities Management

Given the current economic climate, it has become imperative to deliver more with less especially in facilities management function. Organisations expect the delivery of sustainable cost reduction in operations and maintenance. There has become a rise in the importance of facilities management function to top of the hierarchy in operations as organisations are retracting from the perception of facilities being a mere back-office set of day-to-day activities but seeing it as an indirect spend category that can drive value.

The focus is on delivering at the lowest possible cost to counter steep cut in earnings and boost the bottom line.It has become of great value that organisations research and implement cost-cutting strategies. Already profitable business can still benefit from a cost reduction strategy through creating an even higher margin on their services profit. Organisations should commence the implementation of modern facilities management program with great focus on reduction of operational costs. The ultimate objective should be to deliver the right service, at the right time, at the right place and for the right cost.

Organizations need to start asking these questions right now

  1. What services can be examined or bench marked in detail to analyze potential savings?
  2. How can technology be used to drive efficiency and effectiveness? 
  3. How can the organizational structure be changed to reduce waste?   
  4. What could be offered to service providers that will incentivize them to be proactive in identifying and delivering cost savings? 
  5. Will the cost reduction strategy support the organizations overall competitive position?
  6. Is there a possibility that economics of scale and centralization will provide opportunities for cost savings?
  7. What will be the potential cost savings if specifications and behaviors are challenged?

At Max-Migold we deliver substantial cost reduction in several areas of physical facility management through operations processes review,outsourced contracts initiation and reviews, vendor sourcing, pre-qualification and selection, value-based bidding and negotiations. Our optimization and cost reduction system delivers substantial cost savings for organizations. We are also able to harness and disseminate managerial and technical know-how for sustainable and cost-effective management of buildings.


Wouldn’t you rather call us???? ………… to help you uncover the many overlooked ways that MONEY is wasted in your organization.

Still need more reasons why you should use our services ?

  • Our cost cutting ideas and strategies are second to none
  • We give several cost reduction options without sacrificing the quality of service
  • Unique cost cutting recommendations tailored to suit your facility
FM structure img

Critical environments can include operational buildings, or areas within buildings, such as data centres, hospitals, manufacturing plants, and trading floors (such as a stock exchange) among others. Critical facilities are the systems that support the effective and efficient operation of these environments. These systems include, but are not limited to: electrical infrastructure, BMS and monitoring systems, UPS equipment, fire detection and suppression systems, access control, and mechanical cooling systems.

Designing, operating, and maintaining critical facilities is a vastly different endeavour to other fields of engineering. While personal physical risk is greatest in the mining and construction sectors, the financial and reputational losses that can be incurred due to down-time in critical environments can be truly staggering, even if only experienced for a short period of time. Damages can run into tens of millions of dollars in the space of just a few minutes if the trading floor of a major financial institution loses power. Reputational loss, despite being difficult to quantify, can be even more detrimental to the businesses and individuals involved following a serious incident, and can take many years to recover from. Hospital operating theatres are another example, and have an obvious criticality unlike almost every other environment that can be imagined.

The task of critical facilities engineering design teams is to ensure that critical systems have an inherent resiliency and redundancy to cope with the failure of almost any single system component. Data centre electrical systems for instance, would without fail, have at least two alternate sources of supply as well as being backed up with standby diesel generators in addition to UPS, and/or flywheel systems. The loss of any one source of supply therefore, would not have the effect of a total power loss within the data centre. The same goes for mechanical cooling systems. Failure of one chiller and pump, or one condenser water system, or one supply air fan system, depending on the type of system installed, would automatically result in the starting of a redundant system to maintain effective cooling within the data centre without interruption.

Critical facilities managers have the task of testing, maintaining and monitoring all these systems on a regular basis to comply with both the expectations and demands of the facility owners, and those of any relevant regulating authorities. It is generally not the role of critical facility managers to have a hands on role in this overarching task though. In most instances, the task of maintaining specific items of critical equipment would fall to the original equipment manufacturers (OEM), or another vendor with intimate knowledge of the particular equipment. Vendor management therefore, is a key role of the facility manager, and one that can consume much of his or her time. The facility manager is, for all intents and purposes, the orchestra conductor where critical facilities are concerned. His or her knowledge of the relevant vendors, their technicians, and the development of sound relationships should be a key driver of the facility manager. The ability to generate quick response times from vendors to any incident is vital, and while contractual arrangements definitely count, having faith in your vendors, and them having faith in, and cordial and respectful relationships with the facility manager counts for just as much in my opinion.

Incident management is where good critical facility managers really prove their worth. Being able to keep a cool head, and avoiding getting “panicky” when critical systems fail comes with experience. Sometimes, the best thing you can do as a facility manager is to do nothing. I know this sounds counter-intuitive, but it is so easy to make a false diagnosis when things go awry, that the best course is to simply take that extra minute or two, to achieve a greater understanding of what exactly is happening. When alarms are sounding, and the phones are ringing, you need to shut some of these things out for a brief period and just observe. All the mechanical and electrical systems within critical environments can be expected to fail at some point; they are just machines after all. No UPS manufacturer for instance, will ever give you a guaranteed 0% failure rate for their equipment, and warranties are nothing more than a marketing tool when all is said and done. When critical systems fail, the facility manager will quickly need to assume responsibility for multiple tasks, all of which need to be coordinated and managed to bring about a satisfactory outcome. A correct and timely general diagnosis of which system has failed needs to be made, so that the relevant vendor, or vendors, can be mobilised in order to effect repairs and bring systems back to normal operating condition. The same diagnosis also needs to be escalated to the facility owners and any relevant authorities. Continual communication with the facility owners, and regular updating of how the incident and resolution is progressing is a fundamental area within incident management, the importance of which simply can’t be overstated.

Producing detailed and accurate reporting following an incident, so as to identify the root cause of a component or system failure, will go some way towards circumventing any repeat of the failure in the future, and is an essential part of the incident management process. This reporting is part and parcel of not just incident management, but also the above mentioned vendor management roles of the facility manager.

The facility manager should have a good “feel” for his or her facility. Monitoring via both human and electronic means is critical, but even with the best, most sophisticated electronic monitoring systems available, there is still a need for the facility manager who knows when something doesn’t smell, feel or sound quite right. That being said, electronic monitoring is one of the cornerstones of critical facilities management. Without reliable monitoring of critical facilities infrastructure, along with alarm notification and acknowledgement systems, facility managers would be essentially running blind and deaf. We should avoid any confusion here though, between building management systems and environmental monitoring systems. While the two above mentioned systems are more often than not linked, and even form part of the one system, it is of the utmost importance, particularly in unmanned sites, that alarm notification and acknowledgement systems are 100% reliable. Being able to receive, decipher, and acknowledge alarms quickly and without confusion at any time of day or night is non-negotiable, and the ability to easily configure escalation order and timing is essential. It is simply not reasonable to assume on-call staff will be reachable by phone 24 hours a day without fail, so appropriate resourcing of technical staff for escalations is vital. It is hugely important that on-call staff have absolute faith in the ability of alarm notification and acknowledgement systems to work as planned every time, otherwise people will simply lose sleep when on-call, and that can lead to mistakes which are unaffordable.

Planned preventative maintenance of all of the above mentioned systems and more, is once again, a cornerstone of critical facilities management. All too often though, this has become a “box ticking” exercise. Making sure that the maintenance vendors of your critical infrastructure know what your expectations are with regard to preparation of risk assessment and work method statements, access arrangements, building and facility inductions and change control protocols is extremely important. It is time consuming for vendors, and the sooner your expectations are understood and reinforced, the sooner a streamlined maintenance program can be implemented. Detailed maintenance reports need to be a contractual requirement, and need to have their scope and content clearly defined for the benefit of all stakeholders. Being able to view a maintenance reporting history for every critical asset in your facility will go a long way towards minimising the risk of component failure, and therefore, down time. Maintenance vendors as well as facility managers will have peace of mind, knowing that all contractual obligations can be shown to be successfully carried out. This however will not guarantee that systems will not fail; they will.

Critical facility managers in short, must simply leave nothing to chance. He or she must also acknowledge, and be prepared for the fact, that despite his or her best efforts, things will at some stage go wrong. Systems and components will fail and alarms will sound. Their superiors will be hounding them for information, demanding to know the reasons for failure, and seek a quick return to normal conditions. Always remember, that when the pressure is really on, the truth is your friend. Always! If you’re unsure of exactly what is going on in the heat of an incident, don’t be afraid to admit it. Never give unrealistic resolution times in order to pacify your superiors, and never try to cover up a mistake; you’ll be found out almost every time, and your own reputation may suffer.

In summary, know your systems, know your vendors, know your limits and capabilities, and stay calm when things go wrong.

Written by: Mike Henshaw
Regional Engineering Manager (NSW / ACT) at ANZ Bank
| Posted by: Max-Migold Ltd.



Brief History of Facilities Management

The origin of Facilities Management can be traced to the Era of scientific management and explosion in office administration, the introduction of computers in workplaces in 1960s and the energy crises highlighted the importance of cost of space (bifm.org.uk, 2011). Following these catalytic events, Since late 1980s, FM has gradually gained a foothold as discipline and profession within the property and construction industry with evidences of the establishment of the following professional facilities Management Institutions globally; IFMA in the USA, JFMA in Japan, BIFM in UK, FMA in Australia, etc. This shows clearly how important the profession is to the built environment (Linda et. al., 2001).

Though the popularity of this subject has been on a steady upward trend, to date there are still people who don’t really appreciate and to certain extent are misguided on the roles and responsibility of FM. It is therefore pertinent for FM practitioners to understand the evolution of FM, which has developed from just looking at “hardware” such as buildings, furniture, which is reflected by Becker (1990) and equipment to looking at “software” such as people, process, environment, health and safety which is depicted by Alexander (1999). The term FM coined in 1964 by Ross Perot. Herman Miller and his group established FMI in 1979 in Ann Arbor Michigan. In 1980 National Facility Management Association was formed. Later 1980, evolved into IFMA International Facility Management Association. In 1993, British Institute of Facilities Management (BIFM) was formed. Spread to Europe, far East and Nigeria in mid 1990s via IFMA.

Cultivating an accurate understanding of the evolution of FM is important, so that when the FM subject is diversified the essence of the subject remains consistent in order for the later outcome to not stay undiluted with newer components and elements of FM knowledge that could cloud the core subject areas. In Nigeria for instance, many actors use the term facilities management to impress clients, but do not provide professional FM services (David, 2000). Such usage can only be understood if we try to understand the evolution of FM from its point of origin. The phrase “facilities management” is somewhat at the growth stage in Nigeria, and some subcontractors or service providers use the term without thinking about what it means. There is a trend among service companies to add the two letters FM in order to look professional. This phenomenon even led Sodexho Alliance to avoid using the term facilities management, opting instead for terms like “multi-services”, even though they offer facilities management (David, 2000).

FM Structure helps to support the core business process helping the business to naturally prioritize its operations. Here Facilities Management and business strategy are joined and are complimentary. This is Facilities Management at a strategic level. Thus, we can define Facilities Management as 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 the Organization (Atkin & Brooks, 2009)

Other Definitions of FM

Becker (1990)

FM is responsible for coordinating all efforts related to planning, designing and managing buildings and their systems, equipment and furniture to enhance the organization’s ability to compete successfully in a rapidly changing world.

Nourse (1990)

FM unit is seldom aware of the overall corporate strategic planning, and does not have bottom line emphasis.

NHS Estates (1996)

The practice of coordinating the physical workplace with the people and work of an organization; integrates the principles of business administration, architecture, and the behavioral and engineering science.

Alexander (1999)

The scope of the discipline covers all aspects of property, space and environmental control, health and safety, and support services. The practice of FM is concerned with delivery of the enabling workplace environment – the optimum functional space that supports the business process and human resources.

Hinks and McNay (1999)

… Common interpretations of FM remit: maintenance management; space management and accommodation standards; project management for new-builds and alterations; the general premises management of the building stock; and the administration of associated support services.

Varcoe (2000)

… a focus on the management and delivery of the business “outputs” of both these entities (the real estate and construction industry); namely the productive use of building assets as workplace.

Nutt (2000)

The primary function of FM is resource management, at strategic and operational levels of support. Generic types of resource management central to the FM function are the management of resources, physical resources, human resources, and the management of resources of information and knowledge.

IFMA (2010)

Facility management is a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, process and technology.

BIFM (2006)

“Facilities management is the integration of processes within an organization to maintain and develop the agreed services which support and improve the effectiveness of its primary activities”.

Following these definitions by professionals around the world, Theriault (2010) explained that Facilities Management is a complex profession made up of many different titles with varying scope and responsibility. He added that it is also about ensuring the company gets the best value for its investment in the building, whether it’s the rent it pays or the returns on investment it receives as an owner. We can therefore say that Facilities Management while supporting an organisation to achieve their cooperate objective, it can also be a verifiable tool for investment through the offering of best value with a resultant effect on the organisations return on investment and any other associated bottom lines.

It is therefore important to stress the efficacy of integrative interdependent disciplines whose overall purpose is to support an organisation in the pursuit of its (business) objectives. The proper application of facilities management techniques enables organisations to provide the right environment for conducting their core business on a cost – effective and best value. Atkin & Brooks (2009) also suggested that if buildings and other facilities are not managed, they can begin to impact upon an organization’s performance. Further to this, buildings and facilities have the potential to enhance performance by tilting towards the provision of the optimum working and business environment. They also opined that in practice, Facilities Management can cover a wide range of services including real estate management financial management, change management, human resource management health and safety and contract management, in addition to building maintenance, domestic services (such as cleaning and catering) and utilities supplies.

In addition to this, Atkin & Brooks (2009) suggested that there is no universal approach to managing facilities; each organisation – even within the same sector – will have different needs. Understanding these needs is the key to effective facilities management measured in terms of providing best value. We can therefore say that the first approach to ensure a client focus on its business is to understand their needs.

It is very key to discuss the importance of facilities to an Organisation (acting as client) and how approaches to facilities management can differ between organisations, even within the same sector. It is also instructive to note that most buildings represent substantial investment for reorganization and usually have to accommodate and support a range of activities taking into account competing needs (Atkin & Brooks, 2009). They further explained that within these activities is the organisation, core business, for which an appropriate environment must be created in buildings that may not have been designed for the purpose for which they are now used. It is also important to know that the reason for clients to be in business is to make profit through the delivery of customer’s satisfaction and achieve best value.

I agree with Atkins & Brooks (2009:2) who suggested that “since running cost account for a significant part of annual expenditure, there is bound to be pressure to look for savings in non–core business areas”. This now requires the need to strategically consider a more professional approach that can identify possible ways of cost reduction and cost avoidance while not deflagrating quality and good service experience by the end. This in tandem to Atkins & Brooks (2009:5) where there opined that “A piecemeal approach to cutting cost is unlikely to produce the required savings and may impair the organization’s ability to deliver high quality services.

They further explained that facilities management can be seen as a more powerful concept than real estate for property management because it takes a holistic view of the dynamics of the workplace and their environment. In view of this, facilities management can be summarized as creating an environment that is conducive to carrying out the organizations primary operations, taking an integrated view of  the services infrastructure, and using this to deliver customer satisfaction and best value through support for and enhancement of the business (Atkins & Brook,2009:3)

The profession has moved beyond the traditional approach where property managers dealt with the technical aspects of buildings for owners, typically as an investment. However, it is important to distinguish the differences between the property managers and the facilities managers to enable us appreciate the role they both play and the value added for achieving an expected objective.

Theriault (2010) gave the definition of a property manager as the one responsible for the property management function for the day to day operations of the building, including managing service providers for preventive maintenance, life safety and other asset – related requirements. He added that they are the ones interfacing with occupants and tenants about technical service and conflict issues. He further explained that Facilities Managers on the other hand represents the occupants, dealing with moves, furniture’s, office functions and other logistical issues. Also, the property manager traditionally works for the building owner while the Facilities Managers work for the tenants. I quite agree with this thought because it is meant to support an organisation or Individuals objectives (Barret & Baldry, 2003)

The facilities Managers have a more strategic role in managing the built environment with the management of the people. IFMA’S definition captures the four key areas of facilities management which are; people, process, place and technology. Therefore the facilities managers role is to ensure that these four key areas are knitted together to provide best value with international best practice to the organization or individual they serve.

Although the name Facilities Manager has been literarily misused and turned to a buzz word without a lot of professionals appreciating the key role they play in ensuring that a firm achieve its Vision and Mission over a given period of time. Theriault (2010) gave a caution about the title (Facilities Manager) that it is not always clear indication of responsibilities. He gave example that asset management can be performed by the facilities manager, property manager or increasingly by another individual with the asset management title. In the same vein, Adewunmi&Adejumo (2012) explained that Facilities Management suffers identity crisis because it is relatively a new discipline and is still in the process of development. They explained that it has led to every professional wanting to associate themselves with Facilities Management without actually understanding its rudiments and potential use as a strategic tool for business excellence and workplace productivity.

For further understanding of the importance of facilities management in terms of adding value and promoting the business of an organisation, it is good to give a pictorial view of the skills required in this profession by the service providers in order to meet with the demands of the ever changing needs of the client. Although IFMA considered eleven competencies in Facilities Management (Leadership, Business & finance Technology, Project management, Operations management, Real Estate, Quality Environmental Stewardship and sustainability, Human Factors, Communication, Emergency Preparedness and Business Continuity, we can summarize FM skill requirements in the FM pie as suggested by Theriault (2010). Following these explanations about the strategic role facilities management play in the core business of an organisation and the requirements of the uses of the facilities in the built environment, it is expedient that we also look closely at the functions involved in facilities management. Please see http://thebuiltenvironment.ca/member-resources/the-facility-management-pie-scope-responsibility

Based on this premise, we need to consider quality of service or performance while defining the value required by the client and in turn the required strategy for business excellence. Therefore, the relationship between quality and cost of price has to be properly understood. Following these thoughts, Atkin & Brooks (2009) suggested that cost savings cannot be isolated from value proposition. Organisation must therefore be able to demonstrate the value they are getting for their money and should not assume that paying less today is proof of better value for money. For a client to perform core business using facilities management as a tool, the associated risk involved in the search for best value should be recognized and transferred to those who are able to manage them effectively.

According to Imaad (2014), business excellence is a set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objectives so as to provide products and services with a level of quality that satisfies customers at the appropriate time and price. I strongly believe based on my experience as a Facilities Manager that Facilities Management can be used as a strategic tool for business excellence through appropriate programmes, strategies and resource allocation. Further to this, if the aforementioned skills in FM are applied it can bring about the following in an organisation;

  • Good value offering to the customers.
  • It will create sustainable future.
  • Develop Organisational Capability.
  • Harnessing creativity and innovation.
  • Leading with vision, inspiration & integrity.
  • Managing with Agility.
  • Good Talent Management.
  • Sustaining outstanding results.

However, FM comes with some challenges which professionals are seeking to find lasting solutions that can sustain the future needs of the people. This is important because I believe FM can also be seen as an intangible service provision. Some of the identified challenges are;

  • Intangibility: FM services are based on customer experiences and not tangible good.
  • Customer Integration: Co-creation/Co-provision.
  • Heterogeneity of services: Multiple service/changing requirements according to time place and circumstances.

It is therefore instructive to conclude that Facilities Management draws knowledge, experience and energy from multi-disciplined professions to meet the end-users expectations and exceed it with appropriate value proposition and fulfilling the corporate objectives.

Written by: Olumide Aina MFM, MNSE, MBIFM
Vice Chair BIFM (Abuja) & Group Operations Manager at Filmo Group
| Posted by: Max-Migold Ltd.