Special thanks to:

1. Special thanks to: Glaxo Smith Kline Roche, Parma Site Services Munich Airport FH Kufstein Siemens Italy Jones Lang LaSalle Daimler-Chrysler Immobielien Nike Europe, Middle East & Africa FMC IFMA Deutschland Management Consulting Pilger Facility Management Citbank Waterworks of BudapestMOL Hungarian Oil and Gas Company Zone Villa FM Reality Consult Pirelli RE Facility Management Kerner Silicon Graphics Cisco eFM Clearstream International Academic Hospital Maastricht Sun Microsystems Facultà di Architettura Valle Giulia

2. Results Goal of research: “Discovering the profile of an international Facility manager” Research based on 32 Companies

3. Facility Management Departments

4. Strategy Facility Management

5. Unique Selling Points and Focus

6. Facility Manager

7. Facility Manager

8. The McKinsey 7S-Model strategy skills structure shared values style staff systems

9. The Netherlands Structure: The job responsibilities are expanding Systems: Quality and services are very important Staff: Dutch employees are very articulate Skills: Facility Management in the Netherlands has a high level of professionality

10. Belgium/ Luxemburg Structure: Operational activities are outsourced Systems: High quality and high level of technology Staff: The staff is multicultural Skills: Social skills are appreciated Strategy: International orientation

11. Germany Style: A shift from controling style to own responsibilities Skills: Focus on technical education and attitude Shared values: Established companies have a traditional and formal culture

12. Switzerland Systems: Processes are well organised Staff: Employees are extremely well rewarded Strategy: Facility Management is focused on Real Estate Shared values: Employees are very proud of their job and country

13. Austria Structure: People are especially focused on structure Staff: Employees are highly educated Strategy: Facility departments don’t have their own strategy

14. France Staff: There’s no specific education for Facility Management Skills: Good negotiation skills Shared values: Open culture and employees are competitive

15. Hungary Structure: Hierarchical structure Style: Bureaucratic Contradictions in management style Staff: Many differences in salary, education and motivation Shared values: Extremely good secundary working circumstances

16. Croatia Systems: Less structure or procedures Style: Employees have their own responsibilities and have to make sure their tasks are finished on time Skills: Ability to network in business, social skills are important Shared values: Family culture, work and private lives are highly connected

17. Italy Systems: Quality standards are important Staff: Highly educated employees Skills: Knowledge is essential for an organisation Strategy: The results are more important than the process Shared values: Open culture Note: The Facility Industry is increasing

18. Cultural differences are not decisive. What really matters is size and development stage of the organisation. Statement 1

19. What are the essential competencies for an international facility manager? Statement 2

20. Special thanks to: Glaxo Smith Kline Roche, Parma Site Services Munich Airport FH Kufstein Siemens Italy Jones Lang LaSalle Daimler-Chrysler Immobielien Nike Europe, Middle East & Africa FMC IFMA Deutschland Management Consulting Pilger Facility Management Citbank Waterworks of BudapestMOL Hungarian Oil and Gas Company Zone Villa FM Reality Consult Pirelli RE Facility Management Kerner Silicon Graphics Cisco eFM Clearstream International Academic Hospital Maastricht Sun Microsystems Facultà di Architettura Valle Giulia