Facilities Management Awards 2026 Best People Development Sponsored by Portobello Institute: ISS Facilities Services Ireland Placemaker's Pathway

As a leading provider of Facilities Management qualifications in Ireland for over a decade, Portobello Institute is proud to support the recognition of personal and professional development across the sector through the Facilities Management Awards 2026.

Returning on 11th March at the Royal Convention Centre Dublin, the awards bring together leaders from Ireland’s facilities and property management industry to celebrate excellence, innovation and achievement.

Since 2014, the event has recognised high-performing teams and organisations, with winners selected by a panel of senior industry leaders and academics.

Portobello Institute is delighted to sponsor the Best People Development in Facilities Management Award, which recognises organisations demonstrating an outstanding commitment to investing in their people and building strong, future-focused teams.

The shortlisted finalists in this award category are:

• Flexeir Facilities Services with 'Elevate'
• Apleona Ireland with 'Academy for Growth and Centre of Excellence'
• ISS Facilities Services Ireland with 'Placemaker's Pathway'
• Mitie Facilities Management Ltd. with 'The Menopause Awareness Programme'
• Sodexo Ireland with 'Promote from Within'

You can read more about all of the shortlisted projects here.

Supporting professional growth and wellbeing is central to the long-term success of the FM sector, and initiatives that prioritise people create more inclusive, resilient workplaces.

At Portobello Institute, we are proud to support professionals at every stage of their career through internationally recognised qualifications in Workplace and Facilities Management, from IWFM Level 4 and IWFM Level 5 Diploma through to BSc (Hons) Workplace & Facilities Management, Postgraduate Certificate and MSc Workplace & Facilities Management programmes awarded by London Metropolitan University.

These programmes enable FM professionals to deepen their expertise, progress into leadership roles and drive innovation across the industry.

Portobello Institute at the FM Awards in 2022.

As part of this year’s awards conversations, we spoke with ISS Facilities Services Ireland about their Placemaker’s Pathway initiative, a structured development programme designed to support employees from their first day through every stage of their career.

In this interview, the ISS team shares the thinking behind the programme, how it creates opportunities for growth across all roles, and the impact it is having on engagement, retention and service excellence across the organisation.

What strategic objectives led to the creation of the Placemaker’s Pathway initiative?

The story of the Placemaker Pathway begins with a simple truth at ISS: our people are our business. As the organisation continued to grow  across Ireland and globally, leaders recognised that while talent and commitment were abundant, colleagues’ early experiences varied greatly.

Some felt fully supported; others felt unsure where their development could take them. At ISS, a Placemaker is every colleague - regardless of role, function, or seniority who brings our purpose to life by creating places that work, think, and give.

With this shared identity, ISS saw an opportunity to honour its belief that “people make places” by creating a consistent, empowering experience for every new 'Placemaker'.

The Placemaker Pathway initiative was therefore developed to standardise training across ISS, to strengthen alignment with the company’s service values, and address retention challenges by giving employees clearer development and career opportunities within ISS.

Due to ISS operating in more than 30 countries, a unified and consistent development framework was also essential to maintain service quality and support operational excellence across global teams. The strategic intent was to offer a universal foundation, strengthen service culture, improve retention, and give every colleague a path to grow, no matter where they start.

How does the programme align with ISS’s broader workforce and leadership development strategy?

As ISS transformed its people strategy globally, one message kept rising to the surface: development should never be reserved for a few. It should be available to every colleague, at every stage of their journey. The programme aligns with ISS’s cultural ambition to be the Company of Belonging and reinforces our EVP: Be Who You Are, Become What You Want, Be Part of Something Bigger. 

Combined with tools like People@ISS, which enhances onboarding, recruitment, and user experience globally - the Pathway acts as the practical delivery arm of ISS’s strategy, ensuring every colleague has the opportunity to grow their skills and leadership potential.

It is backed by board-level commitment and built into global KPI’s, ensuring that development remains a core organisational priority and that internal progression continues to be a central part of ISS’s talent approach.

What does structured development look like in practice within the Placemaker’s Pathway?

Imagine a new colleague arriving on day one on site for the first time. The Placemaker’s Pathway guides them through a well‑crafted, human‑focused onboarding experience that teaches not just what they do, but why it matters. Their journey begins with an engaging onboarding workshop that introduces them to ISS’s purpose and values. 

As they settle into their role, the Pathway grows with them. Structured development within the Pathway is delivered through a clear, tiered approach that meets people at every stage of their career includes comprehensive onboarding, an extensive library of ongoing learning modules that let them choose what skills they want to build.

Leadership programmes that support supervisors and managers to lead with empathy, purpose, and clarity - something reinforced across ISS through real, on‑site leadership development sessions.

Monthly “Service Toolbox” sessions where colleagues from any role can explore new topics and share learning in a supportive space on topics such as safety awareness, inclusive service, and technical skills.

The impact of this structure is evident in examples, such as one of our Placemaker Pathway highlights, Peter Jordan.

Peter joined ISS through TUPE in 2008 as an Electrical Lead Technician and moved up the ranks 
to become Hard Services Manager. Peter has since been promoted twice to become a Key Account Manager (KAM) and has completed the Lean Six Sigma and Key Account Management training module, later applying these skills to successfully lead major accounts and improve performance outcomes.

As colleagues advance, the Pathway provides more specialised development options.

Key Account Management training is one of the senior modules of the Pathway which supports emerging and  established leaders in managing complex customer relationships, elevating service delivery, and strengthening commercial acumen.

This structured development is also supported by bi‑annual performance appraisals, which every ISS colleague receives.

These appraisals are a crucial part of the process, giving employees a  meaningful opportunity to discuss their progress, highlight career  ambitions, and identify the learning pathways that will help them grow. Together, structured pathways, advanced training modules and regular appraisals create a clear, supportive route for long-term career development and internal mobility across ISS.

How do you ensure inclusive career progression across different roles and levels within the organisation?

The story of inclusion at ISS is best told through the journeys of real Placemakers and individuals who began in frontline roles and grew into supervisors, managers, and key account leaders. They represent a culture where potential is recognised early and supported consistently.

ISS ensures inclusive career progression by designing the Placemaker’s Pathway to be accessible and relevant to all employees, regardless of their starting point within the business. Staff working in frontline roles, such as cleaning operatives or Catering assistants, have the same access to training and development as those in technical or managerial positions, allowing them to pursue leadership or specialised careers if they choose.

The organisation reinforces this by making all training, including monthly toolboxes and extended learning modules, available to everyone. In addition, the localisation of materials ensures that the programme is culturally and linguistically appropriate across all countries where ISS operates, removing barriers to access and understanding.

The numerous success stories throughout the business, such as employees who began in cleaning roles and became managers, auditors, or key account leaders, by promoting from within which serves as tangible evidence that progression is based on capability and ambition rather than the job title.

ISS further supports inclusivity through wider social sustainability initiatives, offering targeted development opportunities to underrepresented groups, such as refugees, care leavers and employees with disabilities, reinforcing that everyone is empowered to progress.

What measurable outcomes have you seen in terms of retention, engagement or performance since its implementation?

The Placemaker’s Pathway is driving meaningful, measurable improvement across ISS. Colleagues are engaging more actively in learning, with strong participation in onboarding, monthly training, and optional development modules.

Retention has improved, as colleagues feel more confident and supported. Engagement has risen, seen in the consistent uptake of training and the eagerness of teams to participate in ongoing development.

Specifically, our MyVoice Employee Survey results have shown year‑on‑year increases in engagement, with colleagues consistently reporting greater satisfaction, motivation, and belief in their development opportunities. These rising scores reinforce that the Pathway is helping build a more engaged, empowered workforce.

Feedback gathered through yearly reviews and engagement surveys highlights positive sentiment toward the initiative, with many employees reporting that the programme has contributed to their satisfaction and career motivation.

ISS has also observed meaningful improvements in operational performance, with staff who have been involved in the Placemaker’s Pathway, has seen increases in Net Promoter Scores and overall employee engagement levels,  demonstrating a clear link between development and service excellence.

Beyond the metrics, the remarkable career journeys emerging across ISS from frontline operatives progressing into supervisory, management, and specialist roles serve as living proof that the Pathway works and demonstrate how the Pathway is building not just skills, but long‑term growth, belonging, and pride across the organisation.

Many have gone beyond mandatory learning to pursue optional modules and advanced certifications, deepening their technical expertise and elevating overall service quality across the organisation, which indicates an ongoing appetite for growth.

Perhaps most significantly, we’ve documented numerous real‑life examples of internal mobility and long‑term career progression. These stories speak to what the Pathway truly delivers: growth, belonging, pride, and opportunity for every Placemaker. Together, these outcomes confirm that the Pathway is delivering both cultural and performance benefits.

What has been the most significant insight or learning from delivering this initiative?

One of the most significant insights from the implementation of the Placemaker’s Pathway is the clear evidence that investing consistently in people generates long term cultural and operational benefits. 

Employees thrive when they understand the “why” behind their role and feel part of something purposeful. ISS has learned that structured development, when embedded into the organisations identity rather than treated as standalone training, creates more engaged, confident, and motivated employees who are committed to delivering high-quality service.

The programme has also reinforced the value of promoting from within, as real success stories often resonate more deeply with staff than metrics alone. 

ISS discovered that global consistency gives colleagues clarity, but local relevance gives the programme meaning. By adapting materials, examples, and delivery to local cultures and contexts, ISS ensured the Pathway resonated with every placemaker.

Colleagues are inspired by seeing people like them succeed, people who started small, grew steadily, and now lead teams or manage entire sites. This realisation has helped ISS shape a development programme that feels not like a requirement, but a shared journey.

What advice would you give to other organisations in the facilities management sector looking to invest more effectively in their people?

The most powerful investment any facilities management organisation can make is in its people.

A great place to start is with thoughtful onboarding that helps new colleagues understand both their responsibilities and the real purpose behind their work.

When people feel welcomed and supported from day one, they are far more likely to stay, grow and thrive.

From there, learning should be easy to access and woven into everyday life. Short, practical training options that people can complete at their own pace make development feel natural rather than overwhelming.

It is also important to equip managers with the  skills to guide, encourage and genuinely support their teams, because the quality of leadership shapes how people feel about coming to work.

Sharing real stories of colleagues who have progressed in their careers is another powerful way to build belief and motivation. These examples show that growth is possible and help create a culture where everyone feels they can achieve more.

In a sector built on human connection, organisations that prioritise development in this way enjoy stronger service, higher loyalty and teams who take pride in the work they deliver. 

What does being shortlisted for this award mean to your team?

For ISS, being shortlisted for Best People Development is an honour - but more importantly, it is a celebration of its colleagues.

It recognises the Placemakers who show up every day with dedication, professionalism, humanity, and pride. It acknowledges the leaders who champion growth and creates safe, supportive environments. 

And it validates the organisation’s belief that when people thrive, customers thrive - and workplaces become places people genuinely want to be.

As ISS celebrates this nomination, the team does so with gratitude and determination. Gratitude for the people who brought the Placemaker Pathway to life and determination to keep investing, keep evolving, and keep unlocking potential across every corner of the organisation.

Above all, it is a celebration of the Pathway itself: a journey built by people, for people, and powered by the shared purpose that unites every Placemaker across ISS.

A Powerful People Development Programme

The Placemaker’s Pathway demonstrates how a clear commitment to people development can strengthen both organisational culture and service delivery within the facilities management sector.

By creating structured, accessible development opportunities and supporting colleagues at every stage of their career, ISS has built a programme that empowers individuals while reinforcing a shared sense of purpose across the organisation.

The initiative highlights the value of investing consistently in people, showing how inclusive development pathways can foster engagement, strengthen retention, and unlock long-term potential.

As the industry continues to evolve, programmes like the Placemaker’s Pathway illustrate how organisations can build resilient teams and create workplaces where every individual has the opportunity to grow and thrive. 

Portobello Institute is proud to sponsor the Best People Development Award at the Facilities Management Awards 2026, recognising and celebrating initiatives like the Placemaker’s Pathway that place people development at the heart of organisational success.

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