FMJ Facilities Management magazine providing industry-specific intelligence to FM and property professionals
THE INSTITUTE OF WORKPLACE AND FACILITIES MANAGEMENT’S (IWFM) VIEW
ANDREW HULBERT,
CHAIR OF IWFM
The facilities management sector moves into 2026 with plenty on its plate, but also with real chances to move the industry forward. We all know the pressures are building. Costs are rising, it is getting harder to find and keep good people, technology is changing faster than most teams can absorb, and sustainability expectations keep climbing. The question for FM leaders is how to prioritise all this in a way that keeps buildings running smoothly while opening the door to new opportunities.
A good starting point is to protect the essentials. Buildings still need to be safe, well maintained, and fully compliant. When budgets tighten, cutting back on these basics can feel tempting, but it always creates bigger problems later. A steadier approach is to hold the line on core services, and look for smarter ways to reduce waste, improve planning, and free up time for teams who are already stretched.
Talent remains one of the biggest conversations in FM. Recruitment and retention matter more than ever, and employers will need to think about apprenticeships, clearer career paths, and development routes that attract people into the industry. Upskilling existing teams in digital tools and sustainability will be vital. This is also an area where IWFM can play a powerful role by shaping training standards, supporting professional development, and helping the sector promote FM as a modern, skilled career.
Technology will continue to shape the sector, but it does not need to be overwhelming. Many FM teams are already seeing the benefits of small, targeted pilots, like predictive maintenance systems, energy monitoring tools, and smarter workspace platforms. The goal is to use data to make better decisions, reduce downtime, and improve the occupant experience. If teams focus on the technologies that truly solve a problem, rather than chasing buzzwords, technology becomes a huge enabler rather than a burden.
Sustainability is shifting from a nice to have to a genuine business driver. Organisations want to reduce energy use, cut carbon, and demonstrate progress to stakeholders. FM sits right at the centre of this. Beginning with low-cost improvements, and building a clear roadmap towards net zero, can create operational savings and position FM teams as leaders in environmental performance. IWFM is already helping here too by giving the industry guidance, tools, and research to navigate the transition.
Another opportunity is to elevate the voice of FM. This is the moment for teams to show how their work supports business continuity, productivity, and employee wellbeing. Clear communication, better reporting, and linking FM decisions directly to organisational outcomes can help shift the perception of FM from cost centre to strategic partner.
And finally, collaboration will be key. FM cannot operate in isolation. Stronger links with HR, IT, procurement, and sustainability teams will create more joined up solutions and deliver value faster. Sharing lessons across sites, and learning from industry bodies and peers, will keep the sector moving forward together.
So yes, 2026 brings real challenges, but it also brings space to reinvent how FM works. By focusing on people, strengthening professional standards, choosing technology wisely, and putting sustainability at the heart of operations, the sector has a real chance to step forward. With IWFM supporting capability development and raising the profile of the profession, FM is well placed to turn a difficult year into one filled with progress and opportunity.
