1. FM as a Circular Orchestrator
Across every function (C-suite, Finance, IT, Marketing, Real Estate and Others), participants identified a need for stronger collaboration and role clarity in advancing circular economy goals. What emerged is that FM is uniquely positioned to connect these siloed efforts. FM teams have visibility into operations, asset performance, vendor engagement, space use and staff behavior, all of which are critical to enabling systemic circularity.
INSIGHT: FM should lead as a facilitator and translator, helping each function understand how circularity intersects with their goals, constraints and capabilities.
2. Circular Economy Framing Must Be Role-relevant
Each department interpreted circularity through its own lens: ROI and life cycle in Finance; behavior and engagement in HR; storytelling in Marketing; specification, design and deconstruction in CRE. This reinforces that there is no one-size-fits-all definition of CE.
INSIGHT: CE messaging and strategies must be tailored to the operational logic of each department. FM can act as the bridge that helps adapt and contextualize CE goals.
3. Data, Metrics and Dashboards Are Universally Needed
Every group emphasized the need for clear, reliable, role-specific metrics; but few had them. Quantification, through harnessing good data processes and systems, is key to making CE operational.
INSIGHT: FM can play a central role in working with IT and Finance to build CE dashboards, support procurement in tracking supplier alignment, and help Marketing and HR monitor engagement impact.
4. Culture, Behavior and Communication Will Determine Success
While technical systems matter, participants stressed that behavior change, storytelling and leadership buy-in are equally vital. Without internal alignment and cultural traction, even the best CE systems may stall.
INSIGHT: FM teams can collaborate with HR and Marketing to build engagement campaigns, co-create training programs and promote everyday wins that make CE real and relevant to employees.
5. Evolving Business Models Require Cross-departmental Alignment
The Real Estate and Finance discussions highlighted a critical shift: circularity may require new cost models, such as service-based leasing, total cost of ownership and divest-to-invest approaches. But these won’t gain traction unless CRE and Finance are aligned on budgeting logic and risk-sharing.
INSIGHT: FM can convene conversations between Finance, Real Estate and Procurement to explore new ownership structures and funding strategies that support long-term circular goals, while navigating short-term financial constraints.
Final Reflection:
The transition to a circular economy cannot be siloed. While each department holds a piece of the puzzle, FM is the only function with operational reach across assets, people and processes. This positions FM not just as an implementer, but as a circular orchestrator.
What is now even clearer from the updated insights on the role of circular FM, is that FM must also help facilitate a shift in business models: from asset ownership to service outcomes, from capital-heavy investment to life cycle-based value, and from departmental silos to cross-functional planning.
In doing so, FM can help bridge the operational and financial worlds, making circularity not only environmentally sound but commercially viable.
The future of circular economy success lies not just in systems, assets or materials, but in FM’s ability to connect the dots between strategy, people and process.
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.
