Facility Management has significant potential to contribute to achieving sustainability goals, but there are several challenges to overcome. Firstly, there is a need for increased awareness within organizations regarding the role of FM in pursuing the SDGs and contributing to ESG and CSRD reporting. Additionally, implementing sustainable FM practices requires investments in technology and infrastructure, with organizations needing to recognize that this yields long-term benefits. Furthermore, continuous training and education are essential to provide FM professionals with the skills and knowledge necessary to effectively contribute to sustainability goals. Finally, collecting and analyzing relevant data is crucial for measuring the impact of FM initiatives. In conclusion, Facility Management is evolving from cost control to becoming a powerful player in achieving sustainability goals, as outlined in the SDGs and the ESG framework.

The transition to hybrid working underscores the importance of satisfied, motivated employees for organizational success. Hybrid working combines office and remote work, giving employees flexibility and the ability to improve their work-life balance. Facility management plays a crucial role in this transition to flexible workplaces, promoting the integration of technology, ergonomics, well-being, sustainability, safety, and security. Placing employees at the center of the work environment is essential, with diversity, equality, and inclusion being key pillars. Facility services can contribute to promoting these values by encouraging accessibility, respect, inclusive communication, training, and support for diverse work styles. Integrating diversity and inclusion into the facility strategy contributes to a culture of respect and collaboration, which fosters the success and growth of the organization.

The Facility Management sector faces challenging opportunities, such as the adoption of hybrid working and the implementation of sustainability standards like CSRD. Despite these possibilities, statistics show that FM is still trapped in an operational tunnel vision. Several hypotheses are proposed to explain this. Firstly, the lack of sufficient competencies and skills among FM professionals may play a role. Traditionally, education tends to focus more on operational knowledge rather than strategic aspects. Secondly, the overwhelming operational burden may hinder FM managers from developing strategically. In many cases, operational tasks are not adequately distributed to make room for strategic growth. Thirdly, networking opportunities within the FM field may be limited, potentially depriving FM professionals of the right support and inspiration. The missed potential of the facility manager appears to be caused by a combination of these factors. To make progress, continued investment in knowledge, skills, and networking opportunities is crucial for both current and future facility managers.