As sustainability moves beyond boardroom discussions and annual reports, the facilities management (FM) industry finds itself at a critical turning point. The true measure of ESG success now lies in everyday operational decisions — from reducing energy and water consumption to empowering frontline workers, optimising asset performance and harnessing technology to drive smarter, more sustainable operations. 

In this exclusive interview with Clean Middle East, Nadesh Gandhari, Head of ESG at Berkeley Services, explores how FM organisations can bridge the gap between sustainability ambitions and on-the-ground results. He discusses the metrics that truly matter, the transformative potential of AI and data-driven decision-making, and why embedding ESG into the very fabric of FM operations is essential to delivering lasting value for businesses, people and the environment. 

1. ESG is increasingly moving from a reporting requirement to an operational priority. From your experience, what does meaningful ESG look like on the ground in facilities management?  

For many years, ESG was largely viewed as a reporting and compliance exercise. Today, that is changing. Meaningful ESG in facilities management is about embedding sustainability into the  

decisions made every day across a portfolio.  

 This means integrating ESG into maintenance planning, procurement, energy management, water conservation, waste management, workforce wellbeing and contractor management, with environmental and social performance receiving the same level of attention as safety, quality and cost.  

An engineer optimising HVAC performance, a supervisor identifying a water leak before it results in significant losses, or a procurement team selecting more environmentally preferable products are all making ESG decisions. Individually, these actions may appear operational, but collectively they can create measurable environmental and business value.  

At Berkeley, this operational approach is increasingly important as clients and stakeholders expect FM organisations to demonstrate not only their ESG commitments, but how those commitments translate  

into everyday service delivery.  

Meaningful ESG also requires clear ownership and accountability. When sustainability becomes part of daily management routines rather than an annual reporting exercise, that is when real impact  

begins.

2. Many FM companies have sustainability targets, but translating those targets into measurable outcomes can be challenging. What are the key metrics that FM leaders should actually be tracking?

As ESG programmes become more data-driven, the focus should not be on measuring everything,  

but on identifying the indicators that genuinely reflect operational performance. From an environmental perspective, energy consumption and intensity, carbon emissions, water consumption and intensity, waste diversion and recycling rates, hazardous waste compliance and resource efficiency are important measures.  

However, ESG extends well beyond environmental performance. Social indicators such as health and safety, workforce training, employee wellbeing and engagement, diversity and inclusion, labour welfare and staff retention are equally important.  

From a governance perspective, organisations should also monitor ESG audit findings, supplier sustainability compliance, data quality, environmental incidents, corrective actions and progress against improvement plans.  

The real shift is from measuring activity to measuring outcomes. Instead of simply reporting how many sustainability initiatives were introduced, FM leaders should be asking how much energy was saved, how much waste was diverted, how employee wellbeing improved and whether operational resilience was strengthened.  

Ultimately, ESG metrics should help leaders make better decisions, rather than simply populate reports.  

3. Energy and water remain two of the biggest areas of environmental impact for buildings. Where do you see the biggest opportunities for FM teams to drive measurable improvements? 

Buildings consume significant amounts of energy and water, so these remain two of the most  important areas where FM teams can deliver measurable improvements. On energy, some of the greatest opportunities come from operational optimisation rather than major capital investment. HVAC systems are often among the largest energy consumers in commercial buildings. Improving controls, optimising schedules, maintaining equipment and making effective use of Building Management Systems can generate meaningful results.  

Preventive maintenance is also fundamental. Poorly maintained equipment can consume more energy, operate inefficiently and experience premature failure. A strong maintenance strategy therefore supports both sustainability and asset performance.  

Water presents similar opportunities. Continuous monitoring, proactive inspections and rapid leak response can reduce unnecessary water losses. Water-efficient fixtures, irrigation optimisation and consumption analytics can further improve performance.  

The next stage will increasingly involve combining technology with operational expertise. Data can identify an anomaly, but experienced FM professionals are essential to understand the issue and translate that insight into practical action.  

4. How can technology, data and AI help FM companies move from simply collecting ESG data to using it to make better operational decisions?  

The challenge for many organisations is no longer collecting data. It is turning that data into actionable intelligence.  

Connected systems can provide real-time visibility into energy consumption, water use, asset performance, maintenance requirements and occupant comfort. This enables FM teams to move from reactive management towards more predictive and proactive operations.  

AI can accelerate this transition by identifying consumption anomalies, predicting equipment failures, highlighting inefficiencies and recognising emerging trends. For example, an AI-enabled system could identify an unusual energy consumption pattern or flag an asset that may require attention before a failure occurs.  

This allows FM teams to prioritise interventions based on potential impact, rather than simply responding when an issue becomes visible.   

Technology can also strengthen ESG reporting. Automated data capture can improve accuracy,  reduce manual effort and provide greater confidence in reported information.  

However, technology alone is not the answer. Organisations need people who can interpret data, challenge assumptions and act on insights. The combination of technology, reliable data and operational leadership is what ultimately drives performance.  

5. ESG also has a strong people dimension. How can FM organisations ensure that sustainability strategies improve the experience and wellbeing of frontline workers rather than becoming another layer of compliance? 

People are at the heart of facilities management. Frontline employees interact with buildings, assets and occupants every day, which makes their knowledge and engagement critical to successful ESG  

implementation.  

Sustainability initiatives should not simply be introduced as another compliance requirement. FM organisations should involve employees in identifying opportunities for improvement because those closest to daily operations often have the clearest understanding of operational challenges and resource inefficiencies.  

Training is equally important. Employees need to understand not only what actions are required, but why those actions matter. When people can see the connection between their work and wider  

sustainability outcomes, participation becomes more meaningful.  

Wellbeing must also remain a priority. Sustainable workplaces should be safer, healthier and more supportive. This includes areas such as indoor environmental quality, safety practices, reducing exposure to hazardous materials and providing opportunities for professional development.  

The objective should be to empower people rather than burden them. When sustainability enables employees to work more safely, efficiently and effectively, it becomes part of organisational culture  

rather than an additional compliance obligation.  

6. Looking ahead, what do you think will separate FM companies that are genuinely embedding ESG into their operations from those that are simply responding to growing reporting and client requirements? 

The difference will be integration.  

Organisations that view ESG primarily as a reporting requirement will continue to focus on  

compliance, disclosures and responding to client requests. Those activities remain important, but they  

do not by themselves create meaningful value.  

The organisations that will stand out are those that integrate ESG into business strategy, operational  

decision-making and service delivery. They will use sustainability to improve asset performance,  

strengthen workforce engagement, build resilience and generate measurable business outcomes.  

Technology, predictive analytics and AI will increasingly support this transition, helping organisations  

make ESG a real-time management discipline rather than something reviewed once a year.  

Most importantly, FM companies will need to recognise that sustainability and operational excellence  

are not separate objectives. Efficient buildings consume fewer resources. Resilient assets require  

fewer interventions. Engaged employees contribute to better service delivery. Better data enables  

better decisions.  

For Berkeley Services, this is increasingly how ESG needs to be understood: not as an additional  

programme operating alongside FM, but as a framework for how high-performing FM organisations  

operate.  

The future will belong to organisations that can turn ESG commitments into everyday decisions,  

everyday decisions into measurable outcomes, and those outcomes into long-term value for clients,  

employees, communities and the environment.