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The first industrial revolution that has started in 1760 and to some time between 1820 to 1840 has brought in significant developments in the world. Predominantly the world has seen the inventions of textiles, iron ore processing, steam power etc., Followed by the second industrial revolution (technical revolution) during the late 18th century,  seen the evolution of manufacturing plants, making ships, carts made the people to become more mobile.

The next big thing after Industrial revolution had to wait for so long into the late twentieth century. Late into 1980’s to millennium and beyond, the world has seen the evolution of information & communication technology and how the world can make the lives much smarter, easier and connected together! Social enterprising has pushed the population to live in communities again, alas, in a virtual world!

What has grown, totally un-noticed along with this technology & communication evolution is the demand for real estate space. The space occupied by gigantic machines on the shop floors have given way to beautiful & ornamental work spaces to appease more human machines, which are mobile and sensitive. What was seen as a crime for HR managers in the manufacturing plants to maintain staff attrition levels below 5% has pushed the dynamics to 50% and more for the tech&comm companies in the internet era. Need for human factories increased significantly, unlike previous era of industrial factories. From the nascent stages, where the real estate used to be controlled by un-organized sector, moved to trillion dollar organised sector and there is so much of movement to create best practice libraries and the expertise to operate these human factories. Ease of doing business without significant capital has made many young entrepreneurs to jump into this evolution with the capital of their own brain power and we see the growth of them pushing for more and more organised real estate space requirements. On the other hand, leaving a job at the drop of a hat has come to haunt business managers as well HR managers to retain these human machines. Getting the manpower stick to their companies for long has become a single point agenda for the management think tank and they started looking at ways on how to come out with creative office spaces, which would make these human machines feel home (a home away from home, where they spend more time than the time with their families or partners) and stay for longer!

Creative work stations and office spaces have not only pushed the limits of real estate industry to be at it’s best but the innovative ways to create and manage too. Corporate Solutions is another terminology, which is used in this industry to define the three legs of the real estate that support client requirements (I still remember the day when John Forrest, CEO & Global Director for Corporate Solutions, JLL Americas, had pulled out a three legged stool into the air and explained about the importance and connective behaviour of these three legs, to a room filled with Asia Pacific’s future REFM leaders in Singapore, in 2002). The three legs of corporate solutions are framed as below:

  1. Commercial & Transactions Management:To understand the client business requirements, advise the right space, and the right location
  2. Project Management:To build the office space, either from scratch or do the fit-outs to customise the end user requirements
  3. Facilities Management:To manage the work space once it is built and handed over, for the full course of its life cycle.

Facilities management started to grow and grow, without a recession, as it is the last leg of value chain. It is the responsibility of FM teams to ensure safe working standards, from regulatory perspective as well attracting the human capital. 

Facilities management first started as a back end administrative function to support running of buildings which include, finished real estate products of offices, retail entities, hotels, hospitals, schools, factories etc.,

The definition of Facilities Management, from wikipedia is,

“Facility management (or facilities management or FM) is an interdisciplinary  field devoted to the coordination of space, infrastructure, people and organization, often associated with the administration of office blocks, arenas, schools, sporting complexes, conventional centers, shopping complexes, hospitals, hotels, etc.”

As the definition states, it does cover the holistic picture of clubbing different types of services under one umbrella and offer to end users…majority of the time, the end users being the human capital, the services are to be tailor made from facility to facility, building to building and floor to floor, but ensuring a common goal post to measure the performance.

Facilities management is further divided into the property management and facilities management sections, catering to different types of customers. In the first section, it caters to the developer/builder/owner community ensuring trouble free services to a large number of clients. These clients are the second section, who manage their own facilities at their own end, like the corporate companies that manage their own office spaces. Thanks to the globalisation and the reach of most of the global companies to the corners of the world….facilities management has seen a tremendous growth. A report from S&P, has estimated the current facilities management market (including the property management markets), at about US$B396, and growing at the rate of 9% to 32% across the Globe. The lowest being in the developed world and highest in the developing corridors.

Today’s facilities management is on a transformation journey with smart solutions, to reduce the dependency on the manpower and also bring in a consistent platform for managing services. Connected with internet’s growth and popularity, the tech savviness is reaching to the the lowest person operating in the facilities value chain, and making it easy to look at smart solutions. Also seen are the high profile mergers & acquisitions that are happening in FM world, making the world shrink and shrink further.

For all those new grads coming out of colleges and universities, facilities world offer a great opportunity. One of the key requirement for some one to chose this career is to have a service mind set, which means a positive attitude. If not, it is better to look out for some other career, as the entire career in facilities revolve around creating customer satisfaction, while ensure the upkeep of properties & facilities.

Written by: Rao SrinivasaEntrepreneur | Posted by: Max-Migold Ltd.

Are you looking to advance your career in Facility Management or considering a new career path? You still have time to accomplish your career ambitions for 2016 by taking advantage of the last few courses for the year. See details at www.maxmigold.com/training

Reveling from the success of the recent “Giving Back Series”, Max-Migold Ltd, producers of the highly acclaimed Facility Management Masterclass is back with stream 3 of the “Facility Management Masterclass” as well as the Facility Management Strategy (FMS) and the Facility Maintenance Management (FMM) courses this September. Click www.maxmigold.com/training dor details of dates, venue and prices and register for the course of your choice at www.maxmigold.com/registration.

Max-Migold Ltd is happy to introduce to you the Facility Management Essentials Training. This is a four (4) days fully packed training/workshop with materials cause with certificate from International Facility Management Association (IFMA) USA. The Essentials of Facility Management Program is a series of training workshops to meet the educational needs of FM professionals in global FM markets. The program focuses on basic concepts that….Click for more info http://www.maxmigold.com/training/#fmessentials

DATE: Tuesday 6th December –Friday 9th December 2016.
VENUE: HRDC Building, University of Lagos Main Campus, AkokaYaba Lagos.
PRICE: N397,500
Time: 9 am- 5 pm

For details, visit http://www.maxmigold.com/training; Email: service@maxmigold.com.ng or call us on +2348022020122

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, 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.

A number of organizations and websites track facility management (FM) trends; see links below. This overview is based on a review of these and other reports, blogs and websites, building on the common themes. We have identified five ongoing trends and issues, and four facility management trends that appear to be emerging solutions.

Ongoing FM Trends/Issues

Sustainability remains a dominant challenge or trend in facility management, with emphasis shifting rapidly from a focus on cost control, to a more balanced approach that emphasizes the triple bottom line, corporate responsibility, brand and image. Integrated resource management approaches are of increasing interest. Energy management systems will be part of a smart grid, with many facilities generating/contributing; load management strategies will be common place. Water management is emerging as the critical priority as the world gradually accepts the vulnerability of this critical resource.

Risk Management awareness and accountability is both increasing and becoming more complex in response to:

  • our new awareness of the potential of terrorism to disrupt operations and lives
  • increasing sensitivity to threats related to large scale natural disasters
  • enhanced awareness of health threats and the related responsibilities of anyone or any facility that congregates large numbers of workers and/or customers
  • our increasing reliance on data and information for business continuity

Efficiency and Cost Control pressures and measures have been in place for some time. What is changing is the growing realization that past cost cutting approaches may have harmed our ability to be productive and to produce quality product or service – both critical to success and even survival in an increasingly competitive age. Facility managers are increasingly seen to be part of the solution and facilities themselves are now been seen as critical strategic assets, not simply costs to be controlled.

We are managing the largest collection of aging buildings in modern history – the logical result of decades of growth followed by decades of restraint. Deferred maintenance challenges are becoming overwhelming; we still lack sufficient preventive and capital maintenance budgets to do the job. The weakened state of many of our physical assets is pushing us towards new/replacement facilities we can ill afford and away from facility reinvestment and renovation that could otherwise have been a viable option. Morevover, so much has changed in the way we do business, the way we work and the demands of the consumer that these inflexible, aging facilites are often just not up to the modern job.

Finally, we are all human resource managers (regardless of the level at which we work) and more than ever must learn to cope with the challenges of an aging workforce, cultural diversity in the workplace, demand for increased workplace quality and the need to house a number of different and not always complimentary workstyles. Moreover, modern information and communication technology is reducing the need to work at a single workstation – many modern managers and workers are highly mobile.

Emerging Big Picture Solutions

Facility managers are now required to rise above the tactics related to management of their property and participate fully at the corporate strategy level. Buildings and other assets must be developed and managed so as to complement brand, support corporate culture, and contribute broader value to the communities they serve. As a key business element, each facility will have to be conceptualized, created and operated to support productivity, innovation, worker satisfaction and positive public perception.

The facility designer, developer and manager must deliver this strategic value in both short and long term. The greatest challenges relate to the need to maintain flexibility, knowing with certainty that functionality, technology and worker/customer demands will change dramatically over time. Now and in the future, the emphasis will be on maximizing usage and practicality – while adopting every new approach that clearly offers return on investment.

Buildings have traditionally contained a number of separate and increasingly sophisticated systems (heating, security, lighting, waste management, etc.) – building automation systems (BAS). We are rapidly moving towards integration, a single BAS – driven by the need for efficiency, holistic green concepts and the logic of integrated resource management. Building Information Modeling (BIM) creates a virtual information model that can be passed from design team, to contractor, to building owner. Everything is coming together through platform software providing a common portal – Integrated Workplace Management Systems (IWMS).

The final trend is actually the need to effectively address the change imperative inherent in all of the above. Facility managers are increasingly required to handle complexity and the pace of change AND to support others dealing with the same pressures. It is not longer acceptable to simply wait to be somewhat overwhelmed and respond once the industry has come to agreement on new best practices or standards; our competitive environment requires more proactive approaches. Facility managers will increasingly be called upon to anticipate changing needs and to work with building stakeholders to manage with foresight.

Written by: Stephanie Simon FMP, CFMSr. Facility Manager at PCL Construction [5000+] | Posted by: Max-Migold Ltd.


Facilities Management is the practice of supporting and enhancing the modern day businesses’ core practices and ROI by focusing on all aspects of the business. Leading facilities managers must wear many hats and wear them all well. Through the efficient management and modernization of an organization’s assets and procedures, today’s FMs make their company relevant in our ever changing marketplace. A marketplace where every company’s survival hangs in the balance and a quality support team can make all the difference.

The facilities management team’s charge is to determine how to do more with less and do it better than everyone else. Thoroughly analyzing the use and maintenance of a company’s spatial and tangible assets, as well as examining all of the business’ daily procedures, are critical to every facilities manager’s success. Identifying what procedures need to be abandoned and what policies could be enhanced through tools such as IWMS are a massive undertaking in and of themselves. Add to that the task of convincing those in the offices upstairs that these investments will yield big returns adds that much more weight to the FM’s shoulders. It is the FM’s job to help make the big picture clear for all to see.

The factors that drive an organization to embrace their need for a professional facilities manager vary depending upon the company’s size, short and long term goals and current operating procedures. Obviously a corporation with a major property presence is going to have many more operational procedures that must be streamlined, paving the path for the FM to focus on the larger tasks at hand. The stakeholders and their visions for the company on a whole may vary tremendously, each vision with it’s own importance. The small local catering business’ focus may be more on stronger efficiency that leads to overall savings. Since the smaller companies may not have the budget to create a dedicated facilities management team, facilities outsourcing may prove more beneficial.

The FM industries growth over the last twenty years has been led by major corporate leaders seeking real-world solutions to every day problems. As a result, they have seen long term financial savings. . As the field has grown, so have the tools, such as software solutions, making it universally beneficial and affordable for organizations of all sizes. . This continued success, and the sharing of these successes in our information-based society, has led to the acceptance of facilities management as a staple in the business community.

. Statistics regarding the continued growth in the FM field, FM outsourcing and the adoption of FM principals, as well as their organization’s growth, are irrefutable evidence that the facilities management industry is a profession that produces results and is here to stay. .

Written by: Elizabeth DukesPartner at iOffice, Inc. | Posted by: Max-Migold Ltd.

Good morning,

Tuesday again, last article from proposed series.

FM services can be outsourced on insourced. One way or another you must have a scope of work, a set of information in order to know what is needed, when, how, by whom…to have a documented process of operations and management.

This SOW should include:

  • Assets inventory: a clear and accurate list of location, buildings equipment and other inventory
  • Risk assessment:
    • Business impact assessment BIA:
    • Other risks.
  • Service matrix – SLA
  • Performance management – KPIs: control system
  • Processes, procedures and policies, including support systems (e.g. IT systems);
  • Roles and responsibilities;
  • Price/cost structure
  • Budget information, plans for investments, capital repairs or replacement, FM services, all related with FM strategy.

I will go into more details for some of the above.

Services (SLA) should be tailored on each building classification (critical, high impact, medium impact, low impact, very low impact) and building usage (commercial, production, office, etc.).

For example, if a building is classified as Critical (Buildings/parts of buildings that contain personnel and equipment, the loss of which would have a catastrophic impact on the business and would prevent the strategic business objectives from being achieved) will have intervention time very short, and high level of prevention on hard services. One with Very Low Impact may not have prevention at all, and large time of intervention.

Another example: soft services – cleaning: the need are very different between commercial space (impact on image since this is a point of interaction with customers) and a warehouse or even office.

Processes, procedures.

First of all you will have to identify needed processes, use same process for same type of activity. For example:

  • Scheduled activity process: this can be used for preventive/predictive technical maintenance, for scheduled cleaning, etc. Same process for different activities with same pattern.
  • On request process: corrective maintenance, corrective cleaning, complains. Etc.
  • Control process: based on performance management, could be one single process for all services performed. This should include:
    • Quantitative control From “Task by task” control to “sample control”. Sample must be >10 % of work performed for each category (corrective or preventive).
    • Qualitative control From “activity done and result verification” switch to “check for failure after activity performed”

Keep it simple, avoid redundancy, avoid over control and, most important: have one!


Cost/price structure:

There can be several way to define the price structure (some examples below) but nomather what is suitable for you don’t forget to relate payments for performance!

  • Open book and fixed margin;
  • Fix price per operation (all included);
  • Fix price per man/hour for different qualification, fix price for materials.

Incentive methods:

  • Price related to performance : 100% price for 100% performance, 90% for 90%, 0 for less the 80% performance
  • Penalties and commissions: 0-80% performances penalties up to 20%; 80%-95% performances – penalties up to 10%; 95%-100% performances – commissions up to 10%.
  • Profit share: In relation to Profit share any division of savings produced by the Service Provider will be divided between the Service Provider and Client according to the terms set out in the Contract, and this will be reflected in the overall profit fee for the period involved

Written by: Eugen Ion Independent Consultant | Posted by: Max-Migold Ltd.

As an Overhead cost rather than an enabler to Business Productivity. Leaders of businesses and organisations don’t want to talk about Facilities. It’s a dirty word associated with cleaning, maintenance and other non-core activities. The common view seems to be that facility managers should be neither seen nor heard. This piece provides sound arguments demonstrating the contribution that good facilities management can make to assist the achievement of organisational goals.

Let us understand about Productivity before moving forward – Most definitions of Productivity refer to the relationship between inputs and outputs. In manufacturing environments this is easy to observe, it takes so much material and so many hours to produce one widget and initiatives that reduce the material needed or speed up the process thereby increase productivity.

In an office environment it is relatively easy to measure the inputs energy, rent, wages etc. but it can be very difficult to capture the outputs in a meaningful way. The fact that it is easy to focus on cost probably explains why we do so much of it. However, as is so often the case, there is much to be gained by exploring the road less traveled. There are two principal thrusts to any
productivity oriented FM initiative – the identification and removal of disruptive workplace factors that increase the inputs required beyond the basic work content and the creation of productivity enhancing interventions that accelerate output.

Facility Manager input/output

Facility Manager input/output

There is overwhelming evidence to support the idea that health, well being and productivity of staff is significantly affected by workplace design. In particular, the role that Facilities Management (FM) organisations play in designing and maintaining the workplace is gaining attention from companies in a variety of sectors.

The British Institute of Facilities Management defines FM as: ‘The processes that maintain and develop an organisation’s services to support and improve the effectiveness of its primary activities.’ Key areas include cleaning, health & safety, heating & ventilation as well as general office management.

Covering such a wide variety of processes means that effective FM is vital to the overall success of any business. It is facilities managers who are at the helm of ensuring that organisations have the most suitable working environment for employees and their activities.

Experienced facilities managers have learned the value of increasing workplace productivity. After all, a big part of an FM’s job is to help the occupants of the buildings for which they are responsible.

The problem is measuring results and pinpointing exactly how much of an impact efforts toward boosting productivity have on a company’s bottom line. That’s just the nature of dealing with people.

It’s a much cleaner argument to tell a CEO that you can save $1 per square foot or $5,000 per quarter with smarter HVAC systems.
Nevertheless, a small uptick in productivity can be worth at least as much as big savings per square foot. Therefore, it is important to put an emphasis on productivity.

Below are insights and perspectives on how an FM can improve productivity for a company’s workforce. Some of these ideas might more closely resemble art than science, but once we have a better idea of why workplace productivity is so important — and we’ll back this up with figures — and what pain points employees identify, we can develop a more targeted approach to improving productivity.

Why Productivity Lags

In a report on designing effective work spaces, Johnson Controls uncovered some interesting data. The company found that focused work accounts for just more than half of a person’s working day, but almost half of that focus time itself is unproductive. The major culprits? Noise and lack of privacy. Some people thrive in an open, busy environment; others need peace and quiet to get anything done,” Elizabeth Dukes writes at iOfficeCorp.com. “Your office environment needs to ensure that both people can be productive. When you’re designing an open office environment, create flexibility for different work styles by creating a variety of spaces, from communal desks and couches to more private meeting rooms and quiet places to focus on a project in more depth. Editor’s note: We touched on this exact issue recently. “When employees feel like they can control their environment and choose the space they need to work in at that moment, they will be more productive.” We will explore a few practical solutions for addressing noise and lack of privacy in the next section.

Before that, there are two more points worth noting:

Data collection is key for understanding occupant needs, Dubai-based Able FM writes on its company blog. “If you do not have the data to identify a process that isn’t working, history will repeat itself until someone stumbles upon the truth. With the proper software solutions in place, FMs have the ability to collect data regarding revenue growth (and its major contributors), space
utilization and facility costs, as well as employee productivity and overall fulfillment.”

Facilities managers are in a position to enable productivity, not deliver it, Aramark Ireland’s Samantha Bowman argued at a BIFM event held in March 2014. “Every organisation is not the same, and most FMs work as part of a bigger team. FMs play an enabling role as part of a wider team.” Brown said this could include “playing a part in supporting wellbeing programs, managing
space, designing a workplace and facilitating other kinds of change,” FM world’s report from the event reads.

Practical Solutions For Improve Workplace Productivity

There are many workplace related factors that add cost and time to the input side of workplace productivity. These range from the cumulative effect of time spent walking to and waiting at printers, copiers and fax machines to the more pernicious impact of poor health and safety. Here are a few tactics that might be employed by a facility manager intent on reducing wasted productivity.

Apart from Indoor Air quality, Thermal comfort, Lighting comfort and Spatial comfort, First things first — let’s address issues of noise and privacy.

“Noise pollution is one of the biggest problems in many offices,” notes a staff article from Entrepreneur magazine. “One good way to decrease noise is to cover computer printers with sound shields. Covering a printer can cut noise by more than 90 percent and increase concentration accordingly.”

Russell Richardson, director of RBA Acoustics in England, has made a career of fixing noise problems, and he agrees that noise issues can kill productivity.

“An office where you feel you have to put earphones on is a failure,” Richardson says. “If it’s an occasional thing where I need to concentrate, that’s fine, but if I need to remove myself from the rest of my team and put headphones on, there’s something wrong.”

A big-picture fix for both noise and privacy issues — which seem to have become increasingly common in open office layouts — is to provide areas of refuge for anyone doing focused work.

Keep an eye on the office layout. This is one area in which an FM can enable big productivity gains by simply being responsive.

“It should be obvious, even if not measurable, that an opportunity to re-assess the office layout from a workflow perspective, provide more efficient ergonomic furniture and spice up the finishes can only improve productivity,” Michel Theriault writes at StrategicAdivsor.ca.

Other experts suggest that there is some low-hanging fruit in many workplaces that, with a simple fix, can enhance productivity. Sometimes, it’s just a matter of being thoughtful.

Below are such opportunities.

Make the break room an inviting place.

The Staples Advantage blog reports that nearly half of the employees it surveyed for a study said they felt uncomfortable leaving their desks to take a break. “That’s not good, considering taking a break is one of the best ways to recharge and refuel throughout a busy day,” the post reads. A facilities manager obviously cannot mandate break time, but you can certainly
incentivize break-taking. The Staples post suggests including both healthy foods and drinks and also a wider option for facility occupants who prefer options. Also, the posts suggests comfortable, ergonomic furniture may invite employees to be more social and relaxed with their colleagues, a great way to lower stress and recharge.

Keep the workplace organized.

This might sound obvious, but when work gets hectic, organization is often the first thing sacrificed.

“A supervisor of mine from several years ago recently sent me a photo of me in my cubicle,” “I was horrified by how messy and disorganized it looked. And I recall vividly how challenged I was by the mess. Mess equals stress.”

Ensuring employees have proper places to store their documents and other effects can go a long way in making their work environments more comfortable.

Decluttering is important, but don’t sacrifice pleasant decor.

Straight lines and minimalism can be refreshing, sure, but don’t let that vision turn into barren minimalism. Most people like some decorations.

“Studying worker productivity levels over subsequent months at two large commercial offices, the researchers found that the presence of plants led to more work engagement by employees, including improved physical, cognitive, and emotional involvement in their work causing large increases in worker productivity and satisfaction,” Buildings.com reported in September.

“Productivity could increase by as much as 15% with the simple addition of greenery.”

Invest in ergonomics.

Lauren Barack has some great advice over at WealthManagement.com. Speaking with a few ergonomics experts, she demonstrated how simply helping employees maintain physical comfort in their work ultimately pays dividends in productivity.
Her reporting touched on three tweaks:

Having adjustable keyboard positions and monitors is crucial for those who work all day at a computer. Laptops, for all the mobility they offer, are major contributors to injuries.

As smart ear buds come on the market, not only will this untether users from this computers physically — they will also be able to track the wearer’s heart rate and even the amount of noise passing through the ears.

Stand-up desks are becoming increasingly popular for those who want to alleviate or prevent back issues.

“You need to invest in your people,” one expert told Barack. “You can reduce medical costs by incorporating just one incentive.”

Improved communication between colleagues, suppliers and customers is one of the most important issues to be considered. The office is the centre of social interaction and the design and provision of better meeting rooms, open spaces and telecommunication facilities demands serious attention.

The actual design philosophy of the building can have a big impact and the choice between cellular or open plan, distributed or centralized services or any of the myriad other choices available must be well thought out.

The stacking plans for the building are equally important. An efficient office layout will take careful note of operational adjacencies to optimize the use of assets and functions in use.

There is now considerable evidence concerning the benefits to be gained from fresh air and natural ventilation. Absenteeism rates have been shown to be reduced by as much as 6% in naturally-ventilated buildings. Productivity gains have also been shown in buildings where there is a greater access to natural daylight (and those, such as in Norway where artificial daylight has been incorporated).

All people respond very positively to recognition of their individuality and self-worth. The facility manager can do much to support such an approach developing bespoke and intelligent service solutions that treat people as individuals and with due respect.

The trend towards greater personal control over an individual’s environment takes this approach one step further and is increasingly being incorporated into “green” building design with significant impact upon the perceived morale of building occupants.

The creation of a social community within the workplace can be greatly enhanced by the design and provision of catering, welfare and sporting facilities.

A focus away from “Sickness management” and towards “Wellness support” must have a positive impact on productivity. Massage services, dietary advice and dental care in the workplace are not just valued benefits but will reduce sick absence and increase staff retention while improving the performance of the human asset itself.

“Facility Managers are often cut off from the wider and more important strategic business considerations and are rewarded primarily, and sometimes exclusively for cutting costs”. But these above weighty action plans clearly demonstrate that there is much that the smart facility manager can do to improve productivity in the workplace. The difficulty remains of our inability
to adequately measure the impact of our labours and thus justify the investment required.

For the foreseeable future facility managers will continue to battle with an uncomfortable image as a cost focused, low value management discipline. Despite this handicap our profession continues to progress towards a more valued strategic position in organisational terms.

Well designed and properly managed facilities do support the businesses they serve. The best facility managers go further and contribute towards strategic business goals in many ways including the aspects of talent, compliance, efficiency, reputation, risk and productivity that have been addressed in this series of articles. The future lies with them.

Strategic FM delivery is now essential for business survival, where the impetus on ensuring high customer satisfaction coupled with high workplace productivity.

“Put the key of despair into the lock of apathy. Turn the knob of mediocrity slowly and open the gates of despondency – welcome to a day in the average office.”

Written by: Naveen Kumar VADDE FMP® SFP® 5S LA® | Posted by: Max-Migold Ltd.