Managing Reputation with Facilities Management as the Corporate Concierge

Corporate reputation is always on the line

As such, a lot can go wrong. Likewise, a lot can go right, but given ‘going right’ is what facilities management ultimately boils down to, it’s rarely noticed. Whether it’s maintaining a building, managing works or projects, resources or third-party services such as catering, cleaning, waste disposal and management, parking and a whole host of additional tasks, corporate reputation is on the line at each and every stage.

Furthermore, if FM is outsourced, two reputations and two brands are at stake; that of the FM provider, and the client. Both could face huge financial, economic and reputational damage, and potentially worse in life-critical situations, now exacerbated by social media not only spreading information, but also spreading targeted disinformation. And, in an industry built on trust, reputation isn’t just a reflection of past performance—it’s a promise of future reliability.

It hasn’t all been plain sailing for FM, particularly around the pay levels of contracted workers. Given much FM work is outsourced for services such as cleaning and security, unions have been vocal in recent years in support of the Real Living Wage.

An increasing threat upon FM which needs stringent management is cyber attacks, and FM giant Amey’s reputation was “dented” when it fell victim to a ransomware attack just before Christmas a couple of years ago.

But bosses acted quickly to identify which services had been attacked, and responded by notifying all key stakeholder groups, eventually avoiding entering ransomware negotiations or paying any demands, with CEO Amanda Fisher saying, “We weren’t going to fund crime”. We’ll delve further into managing crises to protect reputation, later.

Your trusted corporate concierge

First, let’s look at how FM has built and maintained a reputation. FM is the corporate concierge, it’s the glue that keeps people and places efficient and secure. Often, FM is the face of the company it is representing for suppliers and stakeholders. To many it’s the brand, and it’s the brand which needs protecting to maintain a healthy reputation.

Never underestimate the importance of trust, transparency, and its impact upon your internal, and outward reputation. A good reputation builds trust with clients, partners, and employees. It demonstrates reliability, professionalism, and competence – crucial in a sector where downtime or errors are not only heavily scrutinised, but can have significant financial and operational consequences.

Furthermore, a damaged reputation can deter potential clients, lead to contract terminations, and negatively affect employee morale. In a competitive sector such as FM, reputation serves as a differentiator and a company’s track record for integrity, environmental responsibility, and customer satisfaction can impact buying decisions.

Transparency maintains brand reputation

To maintain brand recognition, and a strong reputation, FM organisations continue to build trust and transparency through the delivery of consistent quality, ensuring clients see measurable results, and by prioritising communication with stakeholders by addressing concerns promptly and professionally.

Having employee wellbeing and development plans in place also adds to a company’s reputation, not just in the eyes of clients, but also in attracting talent. Likewise, embracing sustainable practices, and leveraging technology and innovation can help to bolster reputation, and stakeholder confidence.

Active community engagement and a strong understanding of public perception are essential for building and maintaining a positive reputation in the FM sector. Organisations that actively support social causes and contribute to their communities tend to earn greater respect from clients and stakeholders. Establishing a social responsibility policy and maintaining ongoing dialogue with stakeholders can significantly enhance corporate reputation over time, allowing FM organisations to refine strategies based on feedback rather than guesswork.

Managing reputation in a crisis

Crisis management in FM involves the strategies, plans, and actions implemented to address and resolve unexpected events effectively. These events may pose risks to the facility, its occupants, or its operations, and could range from natural disasters, such as heavy flooding, through to incidents like fires, security breaches, health emergencies or power and infrastructure compromises.

It’s not unusual for reactions to such events to be kneejerk, but any communications professional will tell you that preparation is key.

In today’s fast-paced and often remote environment, facility managers should adopt a proactive approach to crisis planning. This involves identifying potential risks, vulnerabilities, and critical points of failure within a facility. By addressing these factors in advance, facility managers can create robust crisis management strategies that minimise disruptions and ensure safety.

And, much of your corporate reputation hangs on how you respond to, and manage stakeholders during a crisis.

A ready-made crisis plan enables facilities managers and FM suppliers to effectively share information with key stakeholders, while also enhancing their reputation with the media by demonstrating transparency and a clear communication process. When the media requests statements, you have them prepared. When they expect a press briefing, a spokesperson is ready, well-informed, and aligned with the key messaging.

Rebuilding reputation starts with honest and clear communication, ensuring all stakeholders—including employees, partners, and others affected—are consistently updated throughout what may be a prolonged recovery process.

There exist many guidelines on how to respond to a crisis, but in its simplest form, you need to review (what’s happened, who is impacted, and is it our fault), respond (again, be transparent in your communications) and repair (work to rebuild confidence in your services, and your brand).

What’s equally important is that FM suppliers (or internal managers) really do take their communications efforts seriously, regardless of size, because a communications strategy supports business objectives, not least when tendering for contracts.

While a ready-made response strategy will help a CEO having to front up a crisis, it shouldn’t be the only weapon in the armoury. Should a major violation occur at a managed facility, the impact is doubled in that both client, and FM provider, are under the media spotlight.

Therefore, a strategic communications plan is critical, especially for an industry exposed to so much high risk, given the multi-facited nature of FM.

The need for fire drills

Crises can strike any organisation at any time. While they are often unpredictable, having robust communication processes in place can help mitigate or manage the fallout. Organisations operating in high-risk environments, such as FM, should establish dedicated crisis management teams, complete with clear protocols and trained spokespeople who can respond swiftly and effectively to any situation.

It’s also a good practice to conduct annual “fire drills.” These exercises simulate a major crisis at a venue, site, or company under their care, allowing teams to refine their response plans. Bringing in external experts, such as former journalists or PR agencies, can enhance these drills by testing media preparedness and providing valuable insights.

For FM companies, transparency is a cornerstone of successful operations. It builds trust not only with partners and clients but also with the wider public. Actively monitoring social media comments, online reviews, and public sentiment through polls and surveys can provide critical insights into how the company is perceived.

Finally, endorsing ethical behaviour and corporate responsibility are essential for building a positive reputation. Companies that commit to high standards of ethics and social responsibility benefit from stronger public perception. Businesses should not only align their practices with these values, but proactively communicate their commitment to them.

A company’s corporate reputation can be mirrored by its facilities management. And, if FM is the corporate concierge, from cleanliness through to thorough operations, it’s these activities that are seen and experienced by customers, employees and visitors to a facility. First impressions count, they say, but it’s the lasting impression that can have a positive or negative impact upon a reputation or brand.

If you’d like to know more about how Catalyst PR can help you build and maintain your corporate reputation, get in touch.