Rajib Roy

The major challenge facility management faces is the issue of controlling costs. In a lot of cases, facility managers are constantly asked to save money and help increase revenue. Increasing the life span of equipments and properly tracking inventory and assets are two ways to achieve this goal. Another, often overlooked, way is through energy conservation. As machines get older, they become energy hogs, if not properly cared for.

Facility managers – leaders at mid- and senior-management levels – are unable to free themselves from the operational churn to be distinguished as strategic contributors towards the core business objective. To beat this limitation, transformation has to be embedded obligatorily as an independent, yet connected, sub-function within the department. The engagement at all levels gets redesigned to propel exponential transformation in delivering operations and vice-versa, which helps managers deliver towards the needs of ever-evolving businesses.

Roy believes that the functioning of the department of facility management is not directly proportional to the profitability of the company. But the operational support plays a pivotal back-end role by acting as the cradle to hold the technical team and the management together. This allows staff members to concentrate on their core technical expertise and competence. “For our department, employees are our customers and their satisfaction is the source of our sustenance,” concludes Roy.