Participants consistently described facility management as uniquely positioned to act as a connector across organizational functions, enabling circular economy principles to move from concept to operational reality. Rather than viewing circular FM as the responsibility of a single department, discussions emphasized the importance of structured collaboration across leadership, finance, procurement, IT, HR and real estate.
Strategic Alignment at the C-suite Level
Participants highlighted the importance of C-suite engagement in legitimizing and scaling circular FM initiatives. Facility management was seen as having a role in linking circular practices to strategic business priorities, including balance sheet performance, ESG commitments and long-term asset value.
Discussions emphasized that framing circular FM in terms of:
- Return on investment
- Cost benefit and life cycle cost analysis
- Risk reduction and liability management
- Long- term asset appreciation
can support more informed decision making at the executive level. When circular initiatives are articulated through financial and strategic lenses, they are more likely to be embedded within corporate vision rather than treated as isolated sustainability projects.
Finance & Procurement as Enablers of Circular Models
Participants identified finance and procurement functions as critical enablers of circular outcomes. Collaboration between FM, finance and procurement was viewed as essential for developing business cases that justify circular investments and for embedding circular principles into purchasing decisions.
Key areas of collaboration included:
- Evaluating leased versus purchased assets
- Designing procurement strategies that prioritize life cycle performance
- Prequalifying vendors based on circular economy criteria
Through these mechanisms, procurement was positioned as a lever for shifting markets and influencing supplier behavior, while finance provided the analytical rigor needed to assess long- term value.
The Role of IT & Digital Infrastructure
Digital capability emerged as an important facilitator of circular FM collaboration. Participants highlighted the role of IT in enabling data-driven decision making through asset tracking, performance monitoring and system integration.
Examples discussed included:
- Software-as-a-Service (SaaS) platforms
- Digital transformation initiatives
- Data systems that support life cycle analysis and reporting
Participants noted that without reliable data and digital tools, it becomes difficult to measure circular performance, communicate value or scale successful initiatives across portfolios.
HR & Cultural Enablement
Human resources was seen as playing a critical role in embedding circularity into organizational culture. Participants discussed the importance of aligning incentives, performance management, and training with circular objectives.
Specific areas of HR collaboration included:
- Defining clear KRAs and KPIs aligned to circular outcomes
- Incentive programs that reinforce desired behaviors
- Training and upskilling programs
- Cross- functional workshops and awareness campaigns
Participants emphasized that circular FM requires both technical competence and cultural acceptance, making HR a key partner in long term change.
Cross-functional Communication & Reporting
Effective communication across functions was repeatedly highlighted as a prerequisite for collaboration. Participants noted that FM must engage in both internal and external communication, building relationships across departments and ensuring transparency around goals, performance and outcomes.
Structured reporting, shared metrics and consistent messaging were seen as ways to align stakeholders and maintain momentum. Participants also highlighted the importance of influencing early stages of concept development and design, where cross-functional decisions can lock in or limit circular outcomes.
FM as a Strategic Connector
Across discussions, facility management was positioned not just as an operational function but as a strategic integrator. By connecting leadership vision with operational execution, and by translating circular principles into actionable practices, FM can help bridge organizational silos.
Participants suggested that when FM is empowered to collaborate across functions, supported by leadership and enabled by data and policy, it can play a pivotal role in advancing circular economy objectives across the organization.
International Facility Management Association (IFMA) supports over 25,000 members in 140 countries. Since 1980, IFMA has worked to advance the FM profession through education, events, credentialing, research, networking and knowledge-sharing.
