The latest guidance from the Institute of Workplace and Facilities Management positions information not as a supporting function, but as critical infrastructure. For the facilities management profession, this represents a significant shift in both responsibility and opportunity. 

The core message is clear. Information now underpins compliance, operational performance, ESG outcomes and organisational resilience. It is no longer sufficient for FM to manage buildings and services. It must also manage the quality, structure and flow of information that enables those services to perform effectively.

This has important implications for the profession.

First, it elevates the role of FM from operational delivery to strategic leadership. The guide highlights a persistent value gap between the information organisations hold and what stakeholders actually need. Facilities management sits at the centre of this challenge. By improving how information is captured, structured and used, FM can move from reactive service delivery to proactive and insight driven decision making.

Second, it reinforces accountability across the full asset lifecycle. A critical insight from the guidance is that information created early in the lifecycle often defines performance for decades. Poor quality or fragmented data leads to inefficiency, risk and increased cost over time. For FM professionals, this means greater involvement earlier in design, construction and handover processes to ensure that information is fit for purpose from day one.

Third, it places collaboration at the heart of effective FM. The guide is explicit that information management is a whole business activity. Facilities teams are positioned as the hub, connecting people, processes, data and technology across organisational silos. This creates a continuous thread of value that links operational activity with strategic outcomes such as net zero, compliance and workplace experience.

Importantly, the guidance is not theoretical. It introduces a practical framework through a five layer model built around people, process, data, technology and organisational context. When aligned, these elements enable information to become a driver of performance rather than a by product of activity.

For FM leaders, the response should be both positive and practical.

Start by recognising information as an asset. Treat it with the same discipline as physical infrastructure, with clear ownership, defined standards and regular quality checks. This creates trust in data and confidence in decision making.

Next, focus on governance and consistency. Establish structured processes for data capture, validation and handover. Too often, FM inherits information that is incomplete or unreliable. Setting expectations with supply chain partners and project teams will improve outcomes significantly.

Investment in capability is also essential. Equip FM teams with the skills to interpret and use information effectively. This includes not only technical systems, but also the ability to translate data into insight that supports business decisions.

Technology should then be aligned to support, not constrain. Systems must enable interoperability and accessibility so that information flows across the organisation rather than remaining siloed.

Finally, connect information to outcomes. Whether it is energy performance, safety compliance or workplace experience, data should provide clear evidence of impact. This strengthens FM’s position as a strategic partner and demonstrates value in measurable terms.

The direction of travel is clear. As expectations increase around resilience, sustainability and accountability, information will become the foundation upon which effective facilities management is built. The profession is uniquely placed to lead this transition.

By embracing structured and outcome focused information practices, FM can enhance performance, reduce risk and unlock greater value for organisations. In doing so, it moves beyond managing assets to shaping the intelligence that drives them.