Energy performance contracting is not common in Asia, where fast economic growth in many parts of the region during the last two decades has taken precedence over people's concern for energy saving. Explores how one particular group of facility managers introduced the concept of energy performance contracting in a context where bureaucratic tradition had always rewarded control rather than relationship development. The paper considers the roles and expectations of key players, including the in –house energy savings champion, the energy management contractor / consultant, the facility management team and finally the traditional maintenance staff working on the project. Discusses the issues that nearly derailed the project and how these were eventually overcome. Suggests there is a need for ongoing communication between all partners involved in energy performance contracting, both to overcome barriers to traditional ways of working and also to develop an appreciation for the differing objectives of each partner involved in the contract.