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Page 1
IFMA – the Largest Global Professional Association for Facility Managers in the World
World FM Day Report
Page 2
Contents
IFMA UK introduction Page 3
What are the main opportunities, threats and challenges in FM where you are?
Sweden Page 4 Italy Page 5 Australia Page 5North America Page 5 South Africa Page 6 Nigeria Page 7Bulgaria Page 7
Are international standards the key to successful cross-border FM? If so, why?
Italy Page 8Sweden Page 8North America Page 9Nigeria Page 10South Africa Page 10Australia Page 11
What do you know now that you wish you’d known at the beginning of your career?
South Africa Page 11Sweden Page 12Russia Page 12Italy Page 13Portugal Page 13North America Page 13Nigeria Page 14Australia Page 14
If you had to sell FM as a career of choice, what would be your sales pitch?
North America Page 14/15Poland Page 15South Africa Page 15Sweden Page 16Italy Page 16Portugal Page 16Nigeria Page 16Russia Page 17Bulgaria Page 17Australia Page 17
Final word Page 17
WORLD FM DAY REPORT
WORLD FM DAY REPORT
INTRODUCTION
To mark World FM Day, the IFMA UK chapter thought it prudent to canvass the views of FM leaders and IFMA members across the world. We’ve spoken to 11 professionals in order to explore the opportunities, threats and challenges.
As always in the world of FM we have plenty of all three. The outsourcing and integration of FM services as a business model has been criticised following some high-profile market failures, and both occupiers and service providers are busy reviewing their strategies as a result of that and in the light of political and economic uncertainty. At the same time, many people outside of the FM profession have woken up to the importance that the workplace can have on productivity and the talent agenda which is bringing new interest into that aspect of the profession. The combination of these and other factors is stimulating a rise in demand for the professionalisation of FM and the combined RICS-IFMA suite of professional credentials is as great opportunity to meet that need.
As business becomes more global and facilities more complex it is increasingly important that our profession talks a common language and shares good practice across territories. Standards give us the opportunity to set new benchmarks of performance and avoids new generations revisiting the same old problems. It is increasingly important for facility managers to comply with professional codes of behaviour, ethics and operational practice. Professional credentials, international standards and global professional statements protect both the professional and the consumer against the hazards of poor FM performance.
My career has taught me just how big the impact of FM is upon the success or failure of an organisation. Poorly managed facilities can have dramatic, even fatal, consequences. However successful FM strategies can deliver an enormous contribution to business, the economy, society and to the planet. When I was starting out in the 1970s we had no idea just how important this profession really is.
A career in facilities management is one of the most diverse and interesting pathways you can follow. If you are people focused, a great problem solver, a terrific communicator and excited by the opportunities brought by change then you’re halfway there in an international profession that can take you from the mailroom to the boardroom.
So may I take this opportunity to wish you all a “Happy World FM Day” – may we work together to continue making a truly positive difference.
Page 3
Martin Pickard President of the IFMA UK chapter
Page 4
WORLD FM DAY REPORT
What are the main opportunities, threats and challenges in FM where you are?
SWEDENHelena Ohlsson Skjeld, Director of Services, Scania Region
“Over the last 25 years, we have overcome a lot of challenges in our profession: it is
an industry and a career of choice for many people and it is exciting to follow how the
concept of strategic management of facilities is spreading around the globe. But even
if the concept of coordinating non-core functions is quite standardised, the content of
these functions is not.
“In my career in FM I have managed everything from major production sites, global
logistic functions, hundreds of restaurants, large shared service centres and billion
Euros construction sites to IT, HR, and global environmental functions.
“This is obviously part of the fun and exciting challenge that the industry brings to
you, but with such high deviations, it can also make it more difficult to implement
international, professional standards and clear definition. It can also be difficult to
demonstrate why certain areas should belong to FM in an organisation. For example:
workplace experience – the creation of better workplaces and better work experiences
- is not always driven by the FM function, although to many it falls naturally within the
FM field of competence.
“The positioning of FM is often too low in the organisation and this is also still
a challenge in many ways, as it can undermine the function and prevent it from
developing to its full potential. I am on the management board of my organisation but
from my own experience, and what I see around me, this is quite unusual.
“Despite all the proven positive effects of FM, the perception of us as a cost centre rather
than a value adding function still persists in many places. The lack of understanding
of the FM value proposition outside of the FM world is a permanent threat to the
profession, at least here in the Nordics where the profession is relatively new.
“Another challenge is competence. The universities here have tried to develop
education and training but most people in leading roles in FM come from other sectors.
How do you train someone to handle such a broad and complex role? One challenge I
always see is that an FM strategy needs to be boiled down to action to be effective,
and that’s not an easy task.”
Page 5
WORLD FM DAY REPORT
ITALY
Elena Fabbro, Regional Facilities Manager, JLL
NORTH AMERICAZack Farrar, CFM, Jacobs, Milwaukee
AUSTRALIAStephen Ballesty, FRICS, FAIQS, CFM, IFMA Fellow, Director, In-Touch Advisory, Sydney
“While the Italian FM market is extremely solid, the structured outsourcing of facility
management is relatively recent here. For several years this function has been a focus
but only for big companies and international ones, but now this function is growing
faster than in the past, thanks to the interest shown by the market segment of
medium-sized enterprises that are the heart of the Italian economy. This is quickly
becoming an interesting opportunity for the FM companies.
“The new challenge for facility managers in Italy is to innovate what’s considered to be an ‘old
school’ industry, making this function increasingly strategic in creating profit for the company
and optimising costs, avoiding waste and inefficiencies, and leveraging investments.
“I am working for a company that delivers IFM services. Our challenge is to develop
a new culture in partnership with our clients, one that allows them to appreciate the
crucial role FM activities can have on a business.”
“Notwithstanding the local issues such as ‘market maturity’ and ‘economic drivers’,
for me wherever you are the opportunities and challenges seem much the same –
sustainability and technology. The recognition of FM’s broader role is dependent on
demonstrating our relevance, resilience and respect.”
“As a practicing FM consultant in the Wisconsin and Illinois region, I have found like many
folks that the shift from cost centre to opportunity is and has occurred. Many businesses
are realising the value of FM as well as the many opportunities within to generate value
and savings from not only a green perspective but also when it comes to employee
retention and savings generation. A constant threat to many FMs however is the ever-
shrinking budget. As companies fluctuate in value and / or profitability, they look to
cut cost and facilities tend to be an easy place to start. Doing more with less is always a
challenge. Opportunities lie in the still growing and evolving IFM methodology and this is
the tactic I use to manage facilities, costs and leverage buying power. The final challenge
is the skills gap we are facing. Fewer and fewer people get into the trades which are great
feeders for FM professionals in addition to STEM scholars. Developing plans to fill the roles
is something the industry should be focused on.”
Page 6
WORLD FM DAY REPORT
SOUTH AFRICAAndrew Mason, Owner, Workplacefundi
“As far as opportunities are concerned, South Africa is still the largest economy on the
African continent and very much a launching pad into the rest of Africa. Historically
Africa has been the forgotten member of EMEA so many of the international FM
operators do not see Africa as part of their strategy. This is a mistake, it is a huge and
largely untapped market with a thirst for knowledge and first world expertise.
“The FM market in South Africa is well-established although small by comparison
to the UK. It is well established in the private sector and in particular the financial
services industry. European firms that have a base in South Africa expect first world
standards.
“As far as threats are concerned the irony is that despite several successful
Government Public-Private Partnerships (PPPs) the government has historically been
the main threat to both FM and the outsourcing of FM.
“The SA Government began to recognise the need for a professional facilities
management discipline 12 years ago when it promulgated the Governmental
Immovable Asset Management Act (GIAMA) as an attempt to ensure that the 96,000
odd publicly owned buildings were well maintained. However, this has largely been
ignored due to lack of government will and funding, a weak economy and rampant
corruption under President Zuma.
“In the UK the growth in outsourcing of FM was predominantly driven by the public
sector. In South Africa the opposite is true due in the main to the influence of
organised labour and its hold over what is ironically the only democratically elected
Communist Government in the world.
“There is a collective paranoia in the public sector regarding what they see as the
hidden agenda of the private sector and outsourcing with its perceived infringement
of workers’ rights. This despite local labour legislation that goes even further in
protecting workers rights than TUPE.
“Recent seismic political events of our own (not Brexit!) involved the removal of our
corrupt President meaning there appears to be a new dawn rising over the country.
Whilst the new President Cyril Ramaphosa cut his teeth as a trade unionist, he is at
heart an entrepreneur, and a businessman.
“As Chairman of Rebserve he oversaw the largest outsourcing deal in African history
in 2000 when Telkom outsourced its facilities management to his company and WS
Atkins from the UK. This bodes well for the future of FM outsourcing in South Africa.”
Page 7
WORLD FM DAY REPORT
NIGERIA
Adejumoke Akure, Partner, Estatelinks Ltd
BULGARIAPetar Tashev, Editor-in-chief of Facilities Magazine, Bulgaria
“In Nigeria, Africa’s most populous nation and its largest economy, lies opportunities
at every turn. These opportunities are clothed in the challenges that surround us as a
people due to years of difficult governance until recently. These challenges wear the
toga of ‘lack of a maintenance culture fuelled by corruption’. This mammoth challenge
seen in both the private and public arenas has brought with it the very opportunity for
its deliverance.
“Opportunities – brought about by a turn in global relevance – demand that we step up
to our responsibility and position in global matters. Those in the industry need to take
an active role in shaping the future of Africa for Africans by Africans with the support
of global partners. These opportunities lie in practical relevance of infrastructure
management to strategic blueprints of systems creation and development that will
underpin a shift in paradigm and culture.
“The threat to FM lies in the ignorance that pervades my society demonstrated by the
huge number of poorly managed buildings and facilities littered across our terrains,
but as we set up structures with international standards and begin to change the
conversations amongst decision makers, paradigms begins to shift and we will steadily
experience a lifting in our maintenance mindset.”
“The main threat for the FM market in Bulgaria is that there is a lack of professional
employees and also a lack of educational programmes in universities - only two Master
degrees in FM or real estate. In addition, a lot of companies in the grey economy are
dropping the prices of the services too low for the major international companies to
compete in tenders. Our main challenge, though, is to market FM better in order for
potential clients to understand what is FM for - not saving money, but increasing the
wellbeing of the people inside the buildings.”
Page 8
WORLD FM DAY REPORT
Are international standards the key to successful cross-border FM? If so, why?
ITALY
Elena Fabbro, Regional Facilities Manager, JLL
“Definitively yes. I guess adopting international standards to develop FM is
fundamental in developing cross-borders facilities management. A standard means
best practices to share and the opportunity to easily implement common facilities
management strategies, ensuring consistency and effectiveness. Cross-border FM can
be complicated because of several different crucial factors; for example local culture
and language barriers. To apply a standard will facilitate operations through a set of
specific procedures and guidelines, helping to manage people’s expectations and,
eventually, disappointments.”
“Yes, I think it is fair to say standards are key to the development of FM as a profession
and to successful FM delivery. They are a natural part of FM maturing as a profession
with an increasing number of international players entering the industry from different
angles. The development of international standards will raise competence and facilitate
cross-border careers, deliveries and company expansions, however, the implementation
of those standards in a national and local context is equally important.
“My experience is that if standards are established by an international body, great, but
if applicable international standards are yet to be developed, there is no stopping you
from creating FM standards within your organisation, your industry or your country,
and those can be of great use too, and potentially grow to become international. For
example, when I joined the construction company Skanska in the late 90s, they took
over the service organisation from Ericsson. This was at the time the largest service
outsourcing in the Nordics and many of the standards set then, are now common
standards in both Sweden and in the EU.
“With standards, you can start standardising and comparing your delivery methods and
your effectiveness. They help drive transparency, comparability and improvements. In my
current role, implementation of standards and standardisation have been key to achieve
good results both qualitatively, quantitively and in terms of employee satisfaction.
SWEDENHelena Ohlsson Skjeld, Director of Services, Scania Region
Page 9
WORLD FM DAY REPORT
“The development and recognition of international standards is a huge undertaking so this
work has to take place in parallel to the development and performance of FM in country.
“I would especially like to highlight the opportunity that comes with internationally
recognised standards for FM training and education. With the broad variety of competence
that exists within the industry in many countries, common standards not only help improve
FM delivery but also the positioning of the FM function in many organisations. Last but not
least: standards are key to a successful digital transformation.”
“I do not believe that every aspect of FM is going to be able to support cross border
standards in every way. Cultural, socioeconomical and legislative requirements have a
greater effect on business than people tend to understand in the actual practice of FM.
Items that ought to be standardised however would fall under the competencies of
organisations such as IFMA, RICS and the likes.
“Regular education on how to run an FM function through those competencies
(communications, quality, technology, O&M, human factors, finance and business,
emergency planning and continuity, leadership and strategy, real estate and property
management, project management and environmental) are absolutely critical to the
success of an FM.”
“The first core competency for facility manager’s is communication. As facilities become
more universally complex, managers need common threads of communication and
operative standards for problem solving. International standards is the language of
successful facility management collaboration and corrective action.”
NORTH AMERICAZack Farrar, CFM, Jacobs, Milwaukee, USA
NORTH AMERICAAnthony Pizzitola, MBA MBCP CPCP AFBCI CFM, Director of Facilities, Business Continuity and
Crisis Emergency Management, United Surgical Partners International, Inc, Houston
Page 10
WORLD FM DAY REPORT
NIGERIA
Adejumoke Akure, Partner, Estatelinks Ltd
“Yes, international standards are at the very heart of the success of cross-border FM.
Defined and measurable standards give clarity to operations and relationships as
well as provide the ground that activities can be built on without ambiguity but with
a caveat! Local culture must be clearly addressed so standards and its continuous
improvement can be successful.”
“With ISO 41,000 upon us, the need for us all to get accredited to international
specifications and fall in with global standards is now urgent.
“FM is a worldwide industry. However South Africa was not involved in the early stages
of the ISO 41,000 process. This nearly led to South Africa missing out on influencing
the global standard and providing our unique know-how and capability.
“Fortunately, our national ‘make-a-plan’ psyche eventually kicked in, and we were quick
to take up the gauntlet thrown down by Stan Mitchell to get involved in developing the
standard, following his rousing address to the SAFMA conference in 2013.
“In true South African style, we stepped up to the plate, accepted the challenge and
went from zero to hero by being the first country to publish their own standard with
the release of South African National Standard (SANS) 1752 in October 2016.
“However, since then we have let a misguided sense of national pride get in the way of good
sense by failing to adopt the almost identical ISO 41,001 and preferring the local standard
instead. This was done under the pretext that ISO standard is inferior to the local standard
due to what the committee believe is a bias towards outsourcing in the ISO standard.
“You can be absolutely sure that the mega African economies of Nigeria, Ghana and
Kenya will never adopt a South African standard they have or will be adopting the ISO
Standard. So, I believe this parochial and insular approach stunts the progress of FM
and South Africa’s ability to influence the continent.”
SOUTH AFRICAAndrew Mason, Owner, Workplacefundi
Page 11
WORLD FM DAY REPORT
AUSTRALIAStephen Ballesty, FRICS, FAIQS, CFM, IFMA Fellow, Director, In-Touch Advisory, Sydney
“Yes, professional standards and industry guidance are vitally important both
locally and globally. The new ISO 41000 series is the best chance we have for true
standardisation, and the pursuit of best practice and benchmarking.”
What do you know now that you wish you’d known at the beginning of your career?
SOUTH AFRICAAndrew Mason, Owner, Workplacefundi
“I acquired my degree in Building Surveying at Leicester Polytechnic and will never
forget my building lecturer Peter Swallow saying to us on our first day that “we should
not be too critical of architects as we will make our living off their mistakes” that
has stuck with me ever since and is equally true in FM. The knowledge I gained as a
Chartered Building Surveyor was a good grounding for my future foray into Facilities
Management.
“What I wish I’d known at the beginning was the full circle FM seems to have made.
Workplace has been around at the birth of facilities management, after all it was
mentioned in the 1978 IFMA constitution along with productivity. So, workplace and
productivity have been there from the start. We had just forgotten about them. I wish
we had remembered this, but as an industry we got so wrapped up in being invisible
and non-core that we forgot that we are an important enabler of productivity in the
workplace.”
Page 12
WORLD FM DAY REPORT
SWEDENHelena Ohlsson Skjeld, Director of Services, Scania Region
“I have been in the FM industry for 25 years, and it has been very exciting times to be
in the profession, as so much has changed and developed, in the workplace and in FM.
As a young architect, fresh out of school, with a mission to change the world, I loved
the fact that we were breaking new ground in FM but I certainly didn’t realise that
this ground breaking would take such a long time. I started my career very young, and
sometimes I wish someone had told me there is no need to rush, and that you will
have plenty of time to establish yourself in the workplace. It sounds like a cliché to tell
a young person to enjoy him or herself more, but really, why not?!
“I wish I had realised at the beginning of my career that that my contribution was equally
important to the development of an organisation as the contribution of someone with
more experience. Today, I am strongly aware of the value a young person brings to an
organisation: the solution to a problem rarely lies in repeating what´s been done before
but by innovation or by implementing proven solutions in new contexts. In my first roles
as a leader in FM I spent a lot of time looking to others for answers, when in fact, the
profession was new and no one had done what I did before me.”
“We all ‘grow’ with the time, time management and reducing the ‘waste’ is the biggest
thing as per Lean Six Sigma, a method that relies on a collaborative team effort to improve
performance, which helps me now to work on a multitude of tasks. I love technology and
use it whenever possible to reduce the workload from my team’s shoulders.”
RUSSIAOlga Khorasanova, Facilities Manager, JLL
Page 13
WORLD FM DAY REPORT
ITALY
Elena Fabbro, Regional Facilities Manager, JLL
“Looking at my professional journey, if I could turn back time there are a lot of things I
would have done differently. The main thing I wish I knew when I first started working
is about how to set boundaries. Work is a “never-ending” process and we always have
so many things to do with very short deadlines. Learn how to prioritise – i.e. stop tasks
even if they are not completed and leave work on time, try not to work after hours or
on weekends, focus and work hard when needed but know when it’s ok to shut the
laptop down. Developing this skill in the early days of my career would have helped me
work better, get more done in less time and be more effective. On this I have made a
lot of progress, but still far from excellent…!”
“Instead of changing jobs in the same country (Portugal) I should have sought to change
jobs in different countries. Having a good knowledge of how things happen in other
countries (being there) is completely different from trying to remotely manage teams in
unfamiliar places. Most of the time you are having trouble because you don’t know the
culture, the habits and how local issues affect the daily work.”
PORTUGALLuis Gameiro, JLL Regional Facilities Manager, Central/Southern Europe
“My success in facility management was due to a history of construction management,
the nuts and bolts of a facility. Based on the several disasters I faced, I wish I had been
more familiar with disaster preparedness with the ability prepare a facility to mitigate the
potential damaging impacts.”
NORTH AMERICAAnthony Pizzitola, MBA MBCP CPCP AFBCI CFM, Director of Facilities, Business Continuity and
Crisis Emergency Management, United Surgical Partners International, Inc, Houston
Page 14
WORLD FM DAY REPORT
NIGERIA
Adejumoke Akure, Partner, Estatelinks Ltd
“As an estate surveyor in Nigeria, I should have harnessed earlier the similarities
between property management and facility management as to evolve an adaptable
template for improving service delivery.”
“Time travel is the stuff of Hollywood, and as ‘Back to the Future’ taught us: if you play
with the past you can really mess up the future! The world may have its issues. But rather
than change it, throughout my career I have tried to ‘leave it better than I found it’. The
important thing is that we all consciously do something positive every day in support of
‘people, place and process’.”
AUSTRALIAStephen Ballesty, FRICS, FAIQS, CFM, IFMA Fellow, Director, In-Touch Advisory, Sydney, Australia
If you had to sell FM as a career of choice, what would be your sales pitch?
NORTH AMERICAAnthony Pizzitola, MBA MBCP CPCP AFBCI CFM, Director of Facilities, Business Continuity and
Crisis Emergency Management, United Surgical Partners International, Inc, Houston
“According to IFMA, facility management is a profession that encompasses multiple
disciplines to ensure functionality of the built environment by integrating people,
place, process and technology. No other profession has this incredible amount of
responsibility and pride knowing that multitudes depend on your expertise and
dedication. Also, the skill sets are industry transferable. I have served as a facility
manager in restaurant organisations, oil and gas and healthcare.”
Page 15
WORLD FM DAY REPORT
NORTH AMERICA
Zack Farrar, CFM, Jacobs, Milwaukee, USA
“I love not having to do the same thing every day. FM roles are so diverse and give the
opportunity to learn and do more and more and more as you move through the roles
and locations and organisations. At the end of the day I’m a project manager with
many hats and a lot of knowledge on a lot of things. It’s a fantastic way to become a
well-rounded professional and make a good living.”
“A career in FM is not for everyone as it is a very wide professional area. There are several
keys to success. Firstly, you need to be a people person (like to / know how to work with
people in all levels of the organisation). You should be someone who likes to work in a very
dynamic environment. In addition, you need to be a natural problem solver – someone
who can think outside the box, someone who’s not afraid to take immediate action or try
different things.”
POLANDMarta Zuk, Senior Facilities Manager, JLL, Warsaw
“FM is already one of the most diverse and rapidly growing careers but as facilities
managers we need to remember that we have a leadership role to play in our teams. As
a young FMer new to the industry you can be expected to lead a small team of cleaners,
security guards and receptionists in the facility that you look after. To do this you will need
leadership skills, so I would sell facilities management as one of the quickest routes for our
youngest talent to get onto the leadership ladder.
“As an FM you will also have access to some of the highest levels of management in your
client’s organisation, and you will need to up skill yourself quickly in the needs of both your
team and your client. Facilities managers face the pressures of leadership as well as the
functional challenges; add these together, and it is one of the most challenging careers you
could ever wish for.”
SOUTH AFRICAAndrew Mason, Owner, Workplacefundi
Page 16
WORLD FM DAY REPORT
SWEDENHelena Ohlsson Skjeld, Director of Services, Scania Region, Sweden
“If you work in FM, you can make a difference in almost every industry: you can make
better buildings, smarter infrastructure, reduce negative impact on our planet, create
safer and healthier environments, improve workforce happiness and productivity and
even save lives! You will develop skills that are easily transferrable from sector to
sector and from country to country. Facility management is still an evolving profession
and the chances are that what you do and develop could impact how FM is done in
the future. You will work with a broad variety of competences and you will help build
confidence and pride in people and in whole organisations. It will be challenging,
demanding and tough, but also fun and truly rewarding.”
“The job is not only fixing issues and producing savings. It is very often a matter of
‘thinking out of the box’, being proactive and staying ahead of the game - optimising,
finding alternative solutions, balancing costs, needs and expectations (sometimes not-
realistic).”
ITALY
Elena Fabbro, Regional Facilities Manager, JLL
“It’s a job that is totally different everyday! It’s a job only for the brave and daring.”
“FM makes innovation and creativity possible! FM creates a rich well of empowerment that
is clearly relevant in nation building both of physical infrastructure and economics. It’s a
great tool of international trade and wide influence.”
PORTUGALLuis Gameiro, JLL Regional Facilities Manager, Central/Southern Europe
NIGERIA
Adejumoke Akure, Partner, Estatelinks Ltd
WORLD FM DAY REPORT
BULGARIAPetar Tashev, Editor-in-chief of Facilities Magazine, Bulgaria
RUSSIAOlga Khorasanova, Facilities Manager, JLL
“You’ll get to work on diverse and interesting projects - from reception helpdesk to
technology. And FM is always changing. If you are a person who loves multitasking,
you will be never be bored!”
“Being an FM professional is like being a magician - juggling with budgets, owners
limitations, employees wishes, customers desires. This career is for people who want to
meet and talk to a lot of people.”
“FM is the foremost contributor to a more productive, sustainable and liveable built
environment that supports our quality of life. Leaving only the question: what role will
you play?”
“When I first joined IFMA it brought me into contact with this enormous international
community of fellow professionals. We had nothing like it in the UK and I was just
beginning to work on overseas projects so it made a big difference to have an instant
network of peers wherever I went. Now, thanks to the collaboration with RICS, that
network is even bigger, the credentials more even more respected, and the opportunity to
make a difference to the future of FM and the built environment more obvious.”
AUSTRALIAStephen Ballesty, FRICS, FAIQS, CFM, IFMA Fellow, Director, In-Touch Advisory, Sydney, Australia
FINAL WORD
Martin Pickard, president of the IFMA UK chapter
With thanks to…
Adejumoke AkureAndrew MasonAnthony PizzitolaElena FabbroHelena Ohlsson Skjeld
Luis Gameiro, Marta ZukOlga KhorasanovaPetar TashevStephen BallestyZack Farrar
Page 17
IFMA – the Largest Global Professional Association for Facility Managers in the World
Why join IFMA-RICS and the UK Chapter?
As a member, you will receive the following benefits:
24,000 104M E M B E R S C O U N T R I E S
IFMA is the world’s largest and most widely recognised international association for facility management professionals, supporting
24,000 members in 104 countries.
Thanks to the IFMA-RICS collaboration, the UK Chapter will help you LEARN new skills with industry-leading FM training and credentials, CONNECT
with peers and build valuable professional relationships at industry events, and ADVANCE your career via a global FM network and access to thought
leadership and career resources.
A basic IFMA membership subscription is c.£154 and c.£95 for professionals under 35. There is an additional annual fee of c.£50 for IFMA members to belong to the UK Chapter. You can join IFMA and the UK Chapter here: https://www.ifma.org/membership/join-today. If you’re a RICS professional, you’re automatically an IFMA member – to join the Chapter, you just have to email [email protected].
• Direct access to 24,000 colleagues around the globe • Free quarterly networking events & discounted tickets
to global IFMA events such as World Workplace• Online access to IFMA’s award-winning magazine, FMJ• Day-to-day tools to help you manage your operation,
including access to IFMA’s Knowledge Library• Access to IFMA credentials and member discounts for
the CFM®, FMP® and SFP®
• Credible connections via IFMA’s online Buyer’s Guide • Member exclusive deals and discounts on FM solutions
and products• Access to IFMA’s Career Resource Centre
inside
W W W . I F M A . O R G / F M J | J U L Y / A U G U S T 2 0 1 8
Vigilant FM
Power to the People
Owning Your Operations
M A N A G I N G
2 1 S T C E N T U R Y
S P A C E S