The future of Facility Management (FM) came into sharp focus at the Sustainable Industrial Cleaning Conference organised recently by Clean India Journal. The panel discussion — moderated by Ralph Sunil, Senior Vice President-Administration, JSW Steel along with Amber Chandratre, Director-Global Integrated Services-Facilities, Cummins India Region; Nilesh Gokhale, Regional FM-Lead-Central AEMA, Mondelez India Foods Pvt. Ltd and Vishal Mhatre, Head-Admin and Facilities, Serum Institute of India Pvt Ltd, as panel members.
What changes do you wish to see in the FM industry five years from now? The answers echoed by the delegates included
• Developing a growth mindset within FM
• Eliminating manual work through automation
• Empowering the workforce with advanced skills
• Deeper understanding of FM roles on the ground level
• Shift in view of FM from an operational expense to a strategic investment
From the manufacturer’s perspective, there is need to reframe the FM-client dynamic. FM must evolve from being a transactional service to a strategic partnership. Citing both Indian and Sri Lankan experiences, one of the delegates pointed out that unless this change in mindset occurs, hesitation around FM investments will persist.
Cleaning is now a science—but we only remember it when disaster strikes. FM deserves continuous investment, not momentary applause.”
Amber Chandratre
Perception, Upskilling & Business Acumen
Amber Chandratre, Director-Global Integrated Services-Facilities, Cummins India Region, supported the call for change. FM professionals deserve more recognition. “FM departments are noticed only when something goes wrong. But the truth is, cleaning is a science. Many technological partners are investing in it. We recognised its value during COVID — but those memories are fading. We must continue to invest in FM.”
He also emphasised the need to embed business thinking into FM. “You are part of the business. To justify investments, you must show returns — not only financially, but also through improved hygiene, staff morale and operational efficiency. FM professionals will become increasingly vital as workplaces embrace technology.”
Chandratre advocated for smarter, more adaptable tools. “Why can we not have machines that do multiple tasks with interchangeable tools — just like other industries?”
We turned wasted steam into clean energy — saving costs, reducing boilers and earning a 5-star rating. That is FM with business intelligence.”
Nilesh Gokhale
Need for Formal Education
Nilesh Gokhale, Regional FM Lead-Central AEMA, Mondelez India Foods Pvt. Ltd, reflected on the industry’s gaps. “We have adapted and grown, but formal education in FM remains insufficient. Around 70% of stakeholders still think FM jobs are meant for those unfit for anything else. That is not true. FM is a specialised domain. FM is not only cleaning, the future is bright with the dashboards and AI tools, sensors and robotics.”
Looking ahead to 2035, he envisioned a workplace shaped by predictive AI and human-centric automation. “Imagine walking into your office where the air quality is adjusted, your desk is booked and your coffee is ready — all before you arrive. FM is no longer about just machines; it is about people. FM will be a strategic pillar in every organisation.”
We hired 32 differently-abled janitors — not out of sympathy but strategy. Their performance exceeded expectations; no special training needed.”
Vishal Mhatre
Upskilling and ESG Leadership
Vishal Mhatre, Head (Administration and Facilities), Serum Institute of India Pvt. Ltd, spoke of the critical role upskilling plays. “You need to invest money, time and effort into developing people. I did this personally and encouraged my team to go for certifications.”
He pointed to ESG (Environmental, Social and Governance) as the new benchmark. “We do not want to merely comply — we want to lead. At Serum, it was the FM team that initiated our ESG certification. Now, safety and engineering teams report to FM on ESG-related matters. FM can and must take the lead.”
Mhatre shared how FM is also pushing the boundaries of indoor air quality. “We are exploring the integration of HEPA filtration into centralised HVAC systems, beyond cleanroom areas, to create hygiene-cleaned office spaces. This could redefine workplace hygiene norms.”
Let us make FM MAD: Mechanised, Automated, Digitalised. It is not a slogan, it is a mission — and we are already on the path.”
Ralph Sunil
Merging Skill with Technology
Returning to the theme of upskilling, Ralph Sunil, Senior Vice President-Administration, JSW Steel introduced their approach, known as MAD: Mechanisation, Automation and Digitalisation. “Let us do everything the MAD way,” he quipped. “We are also working with cleaning industry stakeholders to create a university model offering FM courses — both online and offline — with industrial visits and in-line training.”
He added, “I personally teach FM at four institutions. If you want your people to grow, connect with these learning centres.” He acknowledged that two critical challenges remain: cost and communication. “Everyone faces cost constraints. But if you are spending ₹1 crore, ask how many lives it will impact. Cost need not always mean Capex — it can be lease-based or a rental model.”
Regarding communication, he observed: “FM professionals often struggle to convey the value of their work to the Board. Training will help, not only in delivery, but in building confidence. There are 42 verticals in FM — it is a vast and complex world.”
Reviving a Facility with Shot Blasting
Amber Chandratre shared a compelling case of rejuvenating a decades-old Cummins plant. “The facility had years of smoke and dust buildup. We initially considered chemicals and scrubbing, but our partners suggested shot blasting. It removed old paint and prepared surfaces for repainting. Though not inherently safe, we made it viable through protective measures and shot recovery.”
The problem is not just about training. Today’s janitors — many of them — I call them demolition squads,” said one participant candidly. “Machines are in excellent condition in Sri Lanka even after months of use, but in India, they often look unrecognisable within six months.”
Steam Recycling for Sustainable Manufacturing
Nilesh Gokhale described an innovative collaboration at Mondelez. “We had a factory using a lot of steel, which is common in manufacturing boilers. There was a thermal plant in the next plot, with steam coming out and getting blown away into thin air. We teamed up with a company which helped us work on the temperature of the steam from the thermal plant, transmitting it to our factory. I can proudly talk about the thermal plant steam that is used in our manufacturing process, replacing all our boilers and post-production distilled water that is available for any production purpose. This replaced our boilers, produced distilled water for production and earned us a 5-star government rating. The cost was lower than the scrap value of the old boilers. FM is not just about automation but observing and using automation wherever we can.”
Vishal Mhatre added: “In pharma terms, this is called Water For Injection (WFI) generated out of steam. Just for information in Grade A, B, C area WFI is used to clean the surface, so that molecular or bio-molecular contamination does not happen by accident. I would like to share what we implemented without taking credit for it.”
Inclusion as a Game-Changer
Speaking of a powerful, human-centred initiative, Vishal said, “We have employed 32 differently abled janitors in our offices. The results have been remarkable. They did not need additional training — not even for safety or evacuation. It is a simple, scalable example of how inclusion can elevate FM.”
FM as the Heart of Organisations
Bringing the conversation full circle, Ralph Sunil offered a heartfelt analogy: “HR and FM are like the parents of an organisation. HR is the father — making decisions and managing finances. FM is the mother — providing care, welfare and cleanliness. Technology is crucial, yes — but it will never replace the human touch.”