“Think globally, act locally”

In an interview with Dr Christian Schlicht, Angelika Dankert, Key Account Director at Apleona, explains how international facility management (FM) works for cross-border property portfolios. The focus is on a model that combines centralised governance, uniform quality targets and comparable data with local accountability. The key is not to execute processes identically everywhere, but to ensure reliable results, transparency and a consistent user experience across national borders.

Global guidelines, local implementation: Master Service Agreements and local agreements govern responsibilities, governance, quality standards, KPIs and reporting. Local laws, market conditions, culture and operational requirements continue to be taken into account on the ground.
Clear international management: Apleona organises international clients within the International Corporate Clients division into sector clusters. A Key Account Director acts as the central strategic point of contact and coordinates central teams, national subsidiaries and operational units within a matrix structure.
Added value for clients: This consolidation reduces contractual and interface complexity, establishes uniform key performance indicators and comparability, and eases the burden on the client’s organisation. The key benefit lies not only in the procurement of FM services across multiple countries, but in the ability to manage these services across borders.
A willingness to embrace change is essential: An international model is not automatically suitable for every client. It requires change management, intensive internal communication and a shared understanding of the objectives and benefits.
FM is focused on value creation: Priorities vary depending on location and building type. In manufacturing, the pharmaceutical sector and healthcare, breakdowns of critical equipment, inadequate air or temperature quality, and poor cleaning standards can have significant consequences for operations, users and the brand.
Quality is made measurable: Standardised requirements, systems, KPIs and governance enable centralised transparency. Local teams, however, retain the flexibility to achieve the agreed outcomes in line with local conditions. A high proportion of in-house delivery reduces additional interfaces; partner sites require particularly clear controls.
Intercultural competence is critical to success: trust, decision-making processes and business practices differ from country to country. Successful international FM requires self-reflection, openness and the ability to recognise different behaviours as distinct but equally valid.
Data before digitalisation: International reporting first requires a clean data model, clear terminology, defined responsibilities and quality requirements. Only on this basis can automation and AI deliver reliable results and economic benefits.
FM becomes a partner in resilience: In the face of cyber risks, extreme weather, supply chain issues and regulatory differences, FM increasingly supports the client’s operational capability. What is required is proactive planning, critical spare parts, regional operational capability and collaborative partnerships.
People remain central: Professional associations, studies and publications are important, but direct exchange with experienced people on the ground often provides the most valuable insights. At the same time, Dankert is campaigning on the GEFMA Ladies Board for greater visibility of women in strategic and senior FM roles.