Library / Thought Leadership
With facilities management companies often tasked with the reason why projects are or aren’t performing, we asked Robertson FM to outline where they see missed opportunities and a lack of understanding
With facilities management companies often tasked with the reason why projects are or aren’t performing, we asked Robertson FM to outline where they see missed opportunities and a lack of understanding
Facilities Management (FM) services are central to how organisations run. The FM teams are more than just cleaners and maintenance technicians; they ensure buildings are clean, safe, comfortable, and efficient. They support corporate objectives and sustainability goals, ensure workplaces are productive, and enable businesses to carry out their daily activities with a sense of safety and wellbeing.
So, if FM is so essential to operational success, why aren’t FM companies at the forefront of the conversation? This is surprising, considering that FM-related costs can account for up to 30% of an organisation’s total operating expenses.
The answer lies in a series of barriers, some external and some internal, that prevent FM from reaching its full potential.
A critical yet overlooked / underused partner.
When it comes to running a business well, FM should be seen as a strategic partner, as they work to:
• Keep spaces safe, compliant, and well-maintained
• Retain the usage of assets beyond the expected term
• Cut energy waste and operating costs, working towards net -zero
• Support employee wellbeing and workplace experience
However, the issue is that FM is often seen as background noise, something that only gets attention when something fails or goes wrong. The truth is, great FM is unseen because it works – ‘it is visibly invisible’. Smooth operations mean people can get on with their jobs without interruption. That’s a success, not a limitation.
Unfortunately, because it runs quietly in the background, FM is often misunderstood, undervalued, and excluded from the bigger conversations, the critical boardroom conversations.
The five barriers standing in FMs way:
1. Clients don’t fully ‘understand ‘facilities management.
One of the biggest challenges is a lack of understanding from clients. Many don’t fully understand what FM is, never mind what their FM contract covers, what outcomes they should expect, or how strong the partnership could be if it’s done right.
FM is often treated as a tick-box task or input/output specification line item, such as cleaning the building, keeping the lights on, fixing the door, rather than a key part of driving business results. That mindset is a barrier to operational excellence.
2. FM isn’t in the boardroom (but it should be)
Buildings are one of an organisation’s biggest assets, just like people, and yet, whilst FM keeps those assets in good shape, in most businesses, FM isn’t even part of senior conversations. That needs to change. FM should sit alongside HR, finance, and operations at the strategy table, because when FM is involved early, better-quality decisions are made around space, safety, sustainability, productivity and cost.
3. The talent pool is shrinking
The FM sector is evolving with growing demands for technical know-how, more dual roles (cleaning and security), more ESG reporting, and data-driven performance. Expectations on a shrinking workforce are rising fast. There is a growing gap between expectations in the sector and how the sector is perceived by potential employ ees.
• FM is very rarely viewed as a first-choice career path, limiting entry level talent
• Role perceived as low-skill or short-term
• Worker uncertainty due to frequent TUPE transfers between providers
• Hours are often limited or irregular with low pay and few benefits
• There’s little investment in upskilling or long-term careers
Yet, those who choose to or ‘fall into’ FM take huge pride in doing a good job. However, they quietly carry the fear of “what if something goes wrong,” knowing their work is the safety net for the whole business. That deserves more recognition and support.
4. Short-minded thinking kills long-term value
FM contracts are often awarded based on cost, not always a robust technical solution. This leads to short-minded thinking, fix what’s broken, but don’t invest in what prevents the problem in the first place.
It’s hard to drive innovation and continuous improvement when providers are continuously having to spend time re-bidding contracts or working on thin margins. Long-term thinking, trust, and investment are the only way FM can deliver true value.
5. Data is an untapped superpower
The FM sector is full of useful data, from pre-planned maintenance (PPM) schedules to energy use to occupancy patterns. However, too much of that data is stuck in disconnected systems or never analysed to ensure effective change.
The good news is, providers are in control of this. With better tools and CAFM systems, FM teams can use data to spot issues early, measure impact, and even make the case for investment. Done right, data turns FM from reactive to proactive and shows clients exactly how it’s helping their business succeed.
What needs to change
If FM is going to lead on operational excellence, a few key shifts need to happen:
• Clients need to rethink FM as a value driver, not just a service line
• FM teams need better tools to manage data, measure impact, and innovate
• Relationships need to be stronger, based on trust, shared goals, and clear outcomes
• Workforce development must improve, from pay and hours to training and career growth
• FM leaders must speak the language of strategy, not just compliance, but business outcomes
Let FM providers lead the way.
FM companies already have access, insight, and experience in every part of a business. They’re responsible for physical spaces, safety, performance, and sustainability, and they do it quietly, without fuss; however, they can’t help drive change and transformation if they’re stuck in the background.
To unlock the full potential of FM, organisations must invite them into the strategy planning, and FM providers must step up with the tools, data, and mindset to lead. FM isn’t just about cleaning, fixing, or maintaining. It’s about enabling everything else to work.
When FM is taken seriously, and service providers are treated as partners, given the tools and scope to succeed, operational excellence is no longer a goal. It becomes a reality.
Whether public or private sector, our members are committed to driving operational excellence and best practice for stakeholders and end users
16 March 2026
