FMJ Facilities Management magazine providing industry-specific intelligence to FM and property professionals
The facilities management sector faces a range of challenges in 2026. These include dealing with economic pressures, attracting and retaining talent, navigating rapid technological changes and increasing sustainability demands. How do you think the sector will meet these challenges and create opportunities this year?
THE STRATEGY AND DEVELOPMENT DIRECTOR’S VIEW
DAVE HARRIS,
VINCI FACILITIES
As 2026 begins, facilities management stands at a crossroads. Economic pressures are real, but the bigger challenge and opportunity, is perspective. The opportunity to look beyond short-term fixes and embrace strategies that deliver future resilience, sustainability and innovation. At the heart of this is collaboration and evidence-based decision-making, decisions driven by data and insight, rather than reactive cost-cutting, can create lasting value for customers, suppliers, and communities alike.
The past five years have been defined by disruption, from global health crises to energy shocks, and FM has adapted time and again. The lesson is clear: uncertainty is a constant, and the organisations that thrive are those that can adapt to it, not fear it. This year is not about bracing for unprecedented turbulence; it’s about building on the resilience that has long been a defining strength of the sector.
That resilience now carries a national dimension. Geopolitical tensions and the ongoing conflict in Ukraine remind us that disruption is not hypothetical, it is here. These risks amplify the importance of robust asset management and infrastructure capability, not only for commercial continuity but for the resilience of critical national infrastructure. Energy, transport, healthcare and defence systems depend on FM’s ability to maintain, adapt, and repurpose assets under pressure. Failure to invest in lifecycle expertise and operational agility risks exposing vulnerabilities that could compromise essential services and, ultimately, national security.
Technology plays a critical role. AI, IoT, and predictive analytics promise efficiency and agility, but they only succeed when underpinned by robust data governance and cybersecurity. Without these foundations, tech adoption risks wasted investment and operational vulnerability. The goal is not to replace people with platforms; it is to empower expertise with tools that enhance decision-making. Predictive maintenance can prevent costly failures, and energy dashboards can optimise consumption in real time but only when combined with human insight and disciplined processes.
Sustainability must be embedded in every decision. Compliance with sustainability legislation and regulation matters, but it is not a strategy. True progress means integrating sustainability into everyday operations; lean processes, collaborative partnerships, and outcome-focused planning. Innovation should be purposeful and holistic: solutions that deliver multiple benefits, such as rewilding for biodiversity while mitigating flood risk, or EV installations paired with solar PV and battery storage to reduce reliance on grid capacity. These steps are not optional; they are essential for resilience, reputation, and regulatory compliance. Crucially, they are achievable now, in 2026. Organisations that act decisively will not only meet regulatory demands but also enhance value and trust.
The opportunity for FM in 2026 lies in breaking down silos and thinking holistically. Economic pressures, talent shortages, sustainability demands and operational resilience are not separate battles, they are interconnected challenges. Teams that combine human expertise, asset management capability, data-driven insight, and collaborative partnerships will not only navigate uncertainty but lead transformation. Success will come from agility and responsiveness, supported by technical depth and a willingness to challenge assumptions.
Ultimately, 2026 is a year of possibility. By investing in capability, harnessing technology responsibly, and embedding sustainability into core operations, FM can continue to move from reactive cost-cutting to proactive value creation. Those who act collaboratively and boldly will define tomorrow’s standards and set the pace for an industry that is resilient and ready.
