Technology trends that are dominating facilities management in 2022


As we move towards the midyear point, the upheaval of the pandemic has started to abate and our built environment is once again finding itself more occupied. For the construction and real estate industry, demand is increasing and ongoing supply chain issues must be carefully navigated.

Looking ahead, we can see the early stages of emerging trends in proptech, facilities management and construction that will pave the way to safer, purposeful, and more sustainable projects. While the past two years have forecasting difficult, the contributors and editors at Facilitiesnet have their own ideas on where things are heading – you can read the full feature here:–19496)


Top FM tech trends 

1. Increased focus on indoor air quality

One key fact that has emerged from the COVID-19 pandemic is that indoor air quality makes a big difference when it comes to fighting viruses. With a growing number of people returning to the workplaces like the office, they will be looking for measures in place to ensure the air they are breathing is clean and safe.

Research by the Center for Disease Control and Prevention ( has concluded that poor air management inside our buildings increases the risk of exposure to viruses. The CDC recommendation for facilities managers is to “consult experienced heating, ventilation, and air conditioning professionals” to ensure HVAC systems are rebalanced to increase total airflow and are operating properly.


2. Increased adoption of Healthy Building standards

Most recent studies have found that people spend an average of 90 percent of time indoors. With this in mind, the global Healthy Building standards promote physical, psychological, and social health in occupants. With employers and their workers keen to put well-being first, buildings are now being designed with optimum health and human experience in mind.

Certifications such as WELL from the International WELL Building Institute are increasingly recognised and sought out.Therefore, as prospective tenants look for measurably healthy homes and work environments, technology will be a key enabler.

FacilitiesNet suggests that in addition to making buildings attractive to tenants, the Healthy Building standards are also a way to increase the value of property portfolios, with people happy to pay a premium. In fact, a study by the Real Estate Innovation Lab at MIT found that Healthy Buildings will collect on average between 4.4 and 7.7 percent more in rent per square foot than nearby, uncertified properties. Simply put, adoption of these certified standards will therefore likely increase bottom lines.


3. Rise of the Master Systems Integrator

The integration of technologies such as IoT devices and sensors into our built environments is happening at an astonishing rate. And while these devices produce an enormous amount of useful data, sifting through and sorting it can be a challenge. As we move forward, we can expect an increased adoption for building owners to lean on advanced management software to transform this data into actionable data. This can then be used to inform building operations and give valuable insights and analytics on factors such as air quality and occupancy. Given the wide range of technologies and suppliers, integration will be key to successful operation.

In 2022, we can expect to see the rise of smart building professionals who can help facilities managers and building operators to integrate the right technology for their goals, such as the MSI experts within McKeon Group. You can read more about the role of the MSI here: 


4. Sustainability remains important

Keeping costs down and remaining sustainable is also still a priority for building owners and operators. Despite most office spaces remaining largely empty for most of 2020 and 2021, these properties did not really see any savings in energy usage and, therefore, their carbon footprint. This is because most lack intelligent systems to enter lower-usage states or “hibernate” based on occupancy. Learning from this, we can expect to see landlords integrating technologies that sense, report and minimize energy consumption and allow allocation of resources in proportion to the building’s capacity use.


5. Workplaces will become more purposeful

Lastly, FacilitiesNet believes since the future of work will likely follow a hybrid model, visiting the office will become a more purposeful affair, with workplaces becoming more meaningful.

With many workplaces experiencing the effects of the Great Resignation, ensuring the physical and mental wellbeing of employees is now a top priority. Part of this will mean ensuring workplaces provide spaces for specific uses and allow collaboration with those working remotely. For future team members, attending the office will mean an opportunity for meaningful and purposeful interactions. This, again, will mean an integration of technology on a fundamental level within these workplaces to help with occupancy challenges and maintain sustainability targets when not in use.

The team of innovators at Hereworks are leading the strategy roll out of smart building technologies that connect and inspire – you can learn more about the Hereworks mission here: 


About McKeon Group: Established in 1950 by Tom McKeon, McKeon Group remains a family business to this day. ISO certified for more than two decades, McKeon Group offers expert construction, fit out and building services. The Group delivers projects, services and maintenance across a range of sectors for State, local authority, FDI and private clients. For more information, contact


Executive Leadership Vital to Tech Implementation


Implementing changes to how a business is run is no small task, especially when it comes to construction technology. With many moving parts, ensuring everybody within an organization is on the same page is essential. Despite the disruption that introducing new tech can cause, successful adaptation helps keep up in the competitive construction industry and allows progessive, innovative firms like McKeon to lead.  


With the Irish construction industry requiring all the innovation and tech solutions it can get to solve the housing crisis, the pace of change is set to be rapid. Utility Magazine explains in the following article how executive leadership can help ease such tech transitions, making sure technology, people, and business processes work together for success: 



As reiterated in the Utility article, technology should work for your business, not against it – this might sound obvious, but it is not always so clear. With so many tech solutions out there, the process of selecting the right one can often be a team effort. For this reason, it is advised to form an innovation team to evaluate construction technology and decide which should be implemented. As well as those from IT departments, those in the business who would actually use the tech on a day-to-day basis should be on the innovation team.


The team should establish whether the tech helps the business meet its goals and, if so, does it benefit the company more than other available solutions? It is critical to establish a clear set of business requirements, distinguishing between necessities and niceties, thus aiding discussion.


In this process, executive leadership’s role is to empower the innovation team to articulate the business’ vision for the future, keeping the focus on client-centred efficiencies and needs. An effective leader will keep the team’s focus tight, observing when nice-to-haves are being misconstrued as must-haves.


A well-informed team will look for the following:


– Standardisation across projects and divisions

– Look for ways to eliminate duplication of data

– Centralised reporting

– Implement technology to create a more data-driven organisation


With no tech ticking every box, executive leadership needs to be creative in marrying solutions, ensuring business goals are met.



Effective change management also comes under the purview of executive leadership. Tech or otherwise, making a transition period as easy and smooth as possible for people within an organization is the responsibility of leaders.


According to Prosci, the industry-standard framework for implementing change, modifications to the way business is done begins with awareness and desire. People need to be aware of why change needs to occur; otherwise, they may prove resistant. This should lead to a willingness to enact and accept the change, even supporting its implementation.


Executive leadership plays a key role here in effectively communicating the need for changes. Conveying support for change early and clearly helps managers implement solutions. Leaders can do this by focussing on the company’s long-term vision, explaining how these changes help move towards that.


Getting this message across to everyone within an organization is also the responsibility of executive leadership. It is widely understood that individuals understand the need for change better when the reasons are communicated directly from credible ‘leaders’ – this does not necessarily equate to management level..


Messaging should come in the form of an inclusive meeting, if possible, or a well-written email.


Whether a meeting in person or an email, the following should be addressed:


– How the changes align with the company’s vision

– Addressing problems and opportunities

– Why change now

– The risks


While the communication should be direct from executive leaders, managers can help assuage concerns and reinforce the positive message regarding the changes. Formation of a steering group is recommended for larger organisations, regularly meeting to discuss progress and solutions to areas of concern.


Resistance management techniques are therefore vital for executive leadership should there be push back from managers. While concerns should be listened to and addressed through one-on-ones,  it should be clear that the change itself is not optional. Everyone needs to pull together to implement key changes. Celebrating successes will help maintain momentum, encouraging the continued implementation of solutions.


Measuring the implementation of solutions will ensure change is happening at the desired pace. Using metrics such as adoption rates and other performance indicators will allow executive leaders to review progress.



Construction technology will only solve problems if employed with sound business processes. While construction tech allows a wealth of data in the form of reports and analytics, these insights are only possible if good practices are in place.


Executive leadership can help here by clearly defining processes linked to new tech solutions. These should be clearly defined through the formalised documentation of standard processes.

 Again, a steering group should assess milestones and implementation schedules, ensuring change is happening according to plan. Therefore, it is advised to introduce end-user training as this results in better productivity and a higher adoption rate of new tech.


Finally, the above article urges that executive leadership to be at the forefront of change, supporting and implementing change through example. Remaining resolute that the changes are worthwhile and will result in the achievement of long-term goals helps keep an organization positive and ensures the successful implementation of construction tech solutions.



About McKeon Group

Established in 1950 and ISO certified for more than two decades, McKeon Group offers expert construction, fitout and building services. The family-run Group delivers projects, services and maintenance across a range of sectors for State, local authority, FDI and private clients. For more information, contact: