EN 15221-8:2025
(Main)Facility Management - Part 8: Principles and processes
Facility Management - Part 8: Principles and processes
This document:
— specifies principle criteria and processes for FM and provides methods which enable the implementation and use of these processes within any FM organization;
— specifies criteria to support organizational decisions;
— gives guidance for developing and improving the FM processes to support and enable the function of the primary activities.
Facility Management - Teil 8 : Grundsätze und Prozesse
Dieses Dokument:
- legt Grundlagen, Prinzipien und Prozesse für das Facility Management fest und enthält Verfahren, die die Implementierung und Nutzung derselben innerhalb jeder Organisation ermöglichen;
- legt Kriterien zur Unterstützung organisatorischer Entscheidungen fest;
- bietet eine Anleitung für die Entwicklung und Verbesserung der FM-Prozesse, um die Funktion der Haupt
aktivitäten zu unterstützen und zu ermöglichen.
Dieses Dokument basiert auf und ersetzt EN15221-3, EN15221-4, EN15221-5 und EN15221-7.
Facility Management - Partie 8 : Principes et processus
Le présent document :
— spécifie les critères de principe et les processus pour le FM et fournit des méthodes permettant la mise en œuvre et l'utilisation de ces processus au sein de tout organisme de FM ;
— spécifie des critères à l'appui des décisions de l'organisme ;
— donne des recommandations pour le développement et l'amélioration des processus de FM afin de soutenir et de permettre la fonction des activités principales.
Upravljanje objektov in storitev - 8. del: Načela in procesi
General Information
Relations
Standards Content (Sample)
SLOVENSKI STANDARD
01-januar-2026
Upravljanje objektov in storitev - 8. del: Načela in procesi
Facility Management - Part 8: Principles and processes
Facility Management - Teil 8 : Grundsätze und Prozesse
Facility Management - Partie 8 : Principes et processus
Ta slovenski standard je istoveten z: EN 15221-8:2025
ICS:
03.080.10 Vzdrževalne storitve. Maintenance services.
Upravljanje objektov Facilities management
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
EN 15221-8
EUROPEAN STANDARD
NORME EUROPÉENNE
November 2025
EUROPÄISCHE NORM
ICS 03.080.10 Supersedes EN 15221-3:2011, EN 15221-4:2011, EN
15221-5:2011, EN 15221-7:2012
English Version
Facility Management - Part 8: Principles and processes
Facility Management - Partie 8 : Principes et processus Facility Management - Teil 8 : Grundsätze und Prozesse
This European Standard was approved by CEN on 8 September 2025.
CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this
European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references
concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN
member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by
translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management
Centre has the same status as the official versions.
CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway,
Poland, Portugal, Republic of North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Türkiye and
United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2025 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN 15221-8:2025 E
worldwide for CEN national Members.
Contents Page
European foreword . 4
Introduction . 5
1 Scope . 9
2 Normative references . 9
3 Terms, definitions and abbreviated terms . 9
3.1 Terms and definitions . 9
3.2 Abbreviated terms . 9
4 Organizational aspects of FM . 10
4.1 Fundamentals . 10
4.2 Key messages concerning organization . 11
4.3 The FM model . 11
4.4 Scope of FM . 13
4.5 FM from a top management’s perspective . 14
5 Translating needs into demand and requirements . 16
5.1 Key messages concerning need, demand, and requirements . 16
5.2 From needs to experiencing delivery . 17
5.3 Sustainability requirements . 17
5.3.1 The role of FM in achieving sustainability . 17
5.3.2 Resilience . 18
5.3.3 Greenhouse gas emission reduction . 19
6 FM roles and competences . 19
6.1 Key messages concerning roles and competences . 19
6.2 Role model . 20
6.3 Competences assignment matrix . 20
7 FM processes . 21
7.1 Key messages concerning FM processes . 21
7.2 FM processes on strategic, tactical, and operational level . 22
7.3 Horizontal (PDCA), vertical (top-down, bottom-up) and combined process chains . 24
7.4 Sourcing – criteria for in-house vs. outsourcing or out-tasking . 25
7.5 Sourcing and service delivery process chain . 25
7.6 Real estate delivery process . 25
8 Facility service processes . 26
8.1 Key messages concerning facility service processes . 26
8.2 The facility services map . 27
8.3 Costs . 29
8.4 Income . 29
9 Quality . 29
9.1 Key messages concerning quality . 29
9.2 Importance of quality in FM . 30
9.3 Quality – criteria, background, elements and influences . 30
9.4 Type of characteristics . 31
9.4.1 General. 31
9.4.2 Objective (hard) characteristic . 31
9.4.3 Subjective (soft) characteristics . 31
9.5 Quality management processes. 32
9.6 Quality performance measuring . 33
9.7 Continuous improvement . 34
10 Benchmarking process . 35
10.1 Key messages concerning benchmarking process . 35
10.2 Benchmarking process description . 36
10.3 Benchmarking aspects, characteristics, and indicators . 37
10.4 Developing measurement metrics (hierarchy of indicators) . 38
11 Digitalisation and specific aspects thereof . 39
11.1 Key messages concerning digitalisation . 39
11.2 The six core areas of technology . 40
11.3 Information model(ing) . 42
Annex A (informative) Organization – guidance for use . 46
Annex B (informative) Description of tasks and processes on the three levels strategic, tactical
and operational . 49
Annex C (informative) Description of facility services. 51
Annex D (informative) Influence of ownership of RE on organization . 53
Annex E (informative) Role models . 54
Annex F (informative) Roles and competences assignment matrix . 58
Annex G (informative) Maturity of FM in an organization . 61
Annex H (informative) Sustainability of buildings . 62
Annex I (informative) Facility products/services – accounting / LCC . 66
Annex J (informative) Guidance on the development and improvement of processes . 67
Annex K (informative) Sourcing process chains . 71
Annex L (informative) Facility services/products map . 74
Annex M (informative) Measures and indicators . 83
Annex N (informative) Digitalisation – Guidance for use . 89
Annex O (informative) Structure of this document . 96
Bibliography . 97
European foreword
This document (EN 15221-8:2025) has been prepared by Technical Committee CEN/TC 348 “Facility
Management”, the secretariat of which is held by SN.
This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by May 2026, and conflicting national standards shall be
withdrawn at the latest by May 2026.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
This document supersedes EN 15221-3:2011 [2], EN 15221-4:2011 [3], EN 15221-5:2011 [4] and
EN 15221-7:2012 [6].
EN 15221-4:2011, EN 15221-5:2011 and EN 15221-7:2012:
— New content on sustainability (see 5.3 and Annex H), competences (see Clause 6 and Annex F) and
digitalisation and Building Information Modelling (BIM) (Clause 11) have been added.
Any feedback and questions on this document should be directed to the users’ national standards body.
A complete listing of these bodies can be found on the CEN website.
According to the CEN-CENELEC Internal Regulations, the national standards organisations of the
following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria, Croatia,
Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland, Ireland,
Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Republic of North
Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Türkiye and the United
Kingdom.
Introduction
0.1 Facility Management (FM) standards
Facility Management (FM) ensures the functionality, comfort, safety, performance and efficiency of the
built environment by integrating people, place, process, and technology. The European standards provide
a coherent framework for defining, implementing, and improving FM practices across various
organizational contexts, aligning with international best practices and evolving organizational or core
business needs.
Developed by the European Committee for Standardization (CEN), the EN 15221 series aligns closely
with the ISO 41000 series, ensuring consistency in terminology, processes, and methodologies. They are
designed to support organizations in optimizing resource use, enhancing support service quality, and
delivering value through effective FM. They reflect the collective expertise of professionals, industry
stakeholders, and national standardization bodies, ensuring that it is both practical and adaptable to the
dynamic nature of the FM sector.
The European standards on FM consist of two series:
— EN 15221
— EN ISO 41000
For an overview of published standards and ongoing work, see CEN Website:
https://www.cencenelec.eu/
These series address a wide range of FM topics, including terminology, management system, service
procurement, quality management, space planning and more.
Their purpose is to standardize practices and provide organizations with tools to align FM strategies with
their broader business objectives. By offering a structured approach, the series serves as a foundation for
organizations of all sizes to develop sustainable, resilient, and future-ready facilities that contribute to
organizational success, and thus achieve greater performance, efficiency, sustainability, and stakeholder
satisfaction.
0.2 FM standard on principles and processes
Every organization, be it private, commercial, public or non-profit, needs effective and efficient facilities
and support services (facility services or other support services) to enable its business to function. Every
organization is unique, and correspondingly, each implementation of FM is distinct. The responsibilities
of the FM organization (function) within each organization are also uniquely defined.
The aim of this European FM document is to provide principles (in form of key messages, descriptions,
graphics, examples, etc.) for FM organizations and to give guidance on the development and improvement
of their FM processes to support and enable the delivery of the primary activities. It fosters organizational
development, stimulates innovation, and encourages improvement, thereby laying a solid foundation for
the continued professional development of FM. It shows the relevant processes on strategic, tactical and
operational level to create the necessary outcomes (facility services) and to cope with permanent change.
This document is based on and replaces the European standards EN 15221-3:2011 [2], EN 15221-4:2011
[3], EN 15221-5:2011 [4] and EN 15221-7:2012 [6] (not EN 15221−6 about space measurement [5]) and
is based on the EN ISO 41000 series of FM standards (see Clause 2 and Bibliography [8] to [14]). Table 1
gives an overview of the main corresponding processes in this document compared to the
EN ISO 41000 series.
Table 1 — Overview of the main corresponding processes in this document compared to the
EN ISO 41000 series
Standard The main corresponding processes
in this document (i.e. EN 15221-8)
EN ISO 41001, Facility management — Management systems All processes
— Requirements with guidance for use (ISO 41001)
prEN ISO 41002, Facility management — Development of the Sourcing process chain described in
facility management organization (under development) Annex K
Strategic FM processes e.g. S1.1
Alignment and S3.2 Leading FM
organization in 7.2
EN ISO 41011, Facility management — Vocabulary General
(ISO 41011)
EN ISO 41012, Facility management — Guidance on strategic Process chain described in Annex K
sourcing and the development of agreements (ISO 41012)
CEN ISO/TR 41013, Facility management — Scope, key General
concepts and benefits (ISO/TR 41013)
EN ISO 41014, Facility management — Development of S4.1 Strategic planning and strategy
facility management strategy (ISO 41014) development
EN ISO 41015, Facility management — Influencing S1.2 Consulting of top management
organizational behaviours for improved facility outcomes
S2.2 Developing corporate FM
(ISO 41015)
standards
CEN ISO/TR 41016, Facility management — Overview of 9500 Innovation
available technologies (ISO/TR 41016)
EN ISO 41017, Facility management — Guidance on 2100 HSSE (Health, safety, security
emergency preparedness and management of an epidemic and environment)
(ISO 41017)
9300 Risk
EN ISO 41018, Facility management — Development of a T4.1 Tactical planning, policy
facility management policy (ISO 41018)
CEN ISO/TR 41019, Facility management’s role in 9100 Sustainability
sustainability, resilience and adaptability (ISO/TR 41019)
ISO 41020, Facility management — Measurement and S4.3 Strategic controlling
management of performance (planned/under development)
T2.3 Evaluation of performance
O2.1 Organizing of measuring
O2.3 Evaluation and documentation
CEN ISO/TR 41030, Facility management — Existing General
performance management in facility management
organizations — State of the industry (ISO/TR 41030)
0.3 Use and benefit of this document
The FM-standards are for use by management, practitioners, and consultants and is applicable to:
— FM in public and private/commercial organizations;
— demand organization and service provider relationships;
— internal and external service providers of facility services;
— professionals in the full range of facility services or facility products;
— educational professionals involved in teaching, learning and research in FM;
— all types of facilities and working environments (e.g. industrial, commercial, administration, military,
healthcare, housing).
EN ISO 41011 defines FM as an “organizational function which integrates people, place and process
within the built environment with the purpose of improving the quality of life of people and the
productivity of the core business”.
From a European perspective, this definition contains the following aspects:
— An ‘organizational function’ means, the FM organization has a responsibility within the organization
to actively contribute to and be partly accountable for reaching its goals (e.g. productivity of the core
business);
— The parts integration of ‘people, place and process’ and ‘improving the quality of life of people’
require that FM has a responsibility in the definition of the demand of the core business for space
and other resources to optimize costs, efficiency, safety, quality, and functionality. The demand from
the core business is constantly changing which is why FM is also a discipline of change management;
— The term ’process' points to a process-based understanding of FM which aims at creating results in
line with the demands of the organization and with clear interfaces to the primary processes and
controlled commissioning of external providers;
— The term ‘improving the quality of life of people’ consequently points to the fact that facilities and
facility services are provided with a focus on people’s needs. Therefore, FM is a service-orientated
function. It also points to the responsibility in the field of sustainability and the European
commitment to combat climate change and to accelerate the sustainable transition in general.
Aimed for benefits or effects and outcome of a mature FM organization are:
— Effectively operating primary processes;
— Satisfied, motivated and creative employees and external users;
— Safe and functional working/built environment according to user’s needs;
— Improved quality of support functions;
— Optimized use of resources within budgetary restrictions;
— Well-utilized space and infrastructure;
— Sustainable and future-proof space and infrastructure;
— Compliance with laws and regulations.
The clauses of this document follow the process approach methodology known as “Plan-Do-Check-Act”
(PDCA) used in all Management System Standards, including EN ISO 41001 [14].
Under this overarching structure, this document defines inter-related structures (see Figure O.1). It
integrates the organizational background (Clause 4), the demand definition and the three-level model
(Clause 5), the roles (Clause 6), the generic FM processes (Clause 7), the product or facility services
map (output, Clause 8), the associated agreement defining quality (Clause 9), and the
controlling/reporting/continuous improvement (benchmarking,) structures (Clause 10). These clauses
are followed by a new Clause 11 about digitalisation (see Annex O).
This document provides additional guidance for the implementation of the EN ISO standards and how to
organize FM in a European context.:
— It provides principles in the form of key messages, descriptions, and structures for the processes to
be used in FM organizations;
— It specifies criteria to support organizational decisions and shows success critical elements of FM;
— It gives guidance to identify FM processes on strategic, tactical, and operational levels as well as
operational facility services processes and shows outcomes of these processes;
— It offers elements for quality assurance in FM.
It also points to the responsibilities and accountabilities of FM as an organizational function that enables
the primary processes. It helps to demonstrate the benefits of FM to the organization and create
maximum value by enabling the organization to function in an optimal way.
1 Scope
This document:
— specifies principle criteria and processes for FM and provides methods which enable the
implementation and use of these processes within any FM organization;
— specifies criteria to support organizational decisions;
— gives guidance for developing and improving the FM processes to support and enable the function of
the primary activities.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
EN ISO 41011, Facility management — Vocabulary (ISO 41011)
3 Terms, definitions and abbreviated terms
For the purposes of this document, the terms and definitions given in EN ISO 41011 and the following
apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at https://www.electropedia.org/
3.1 Terms and definitions
3.1.1
facility manager
individual responsible for the FM organization
Note 1 to entry: Depending e.g. on the size, type, complexity or culture of the organization, the role of the facility
manager could be defined differently. It could be limited to strategic procurement (managing demands) and/or
integration of facility services (managing provision) or could include responsibility for tactical and operational
tasks.
3.2 Abbreviated terms
For the purposes of this document, the following abbreviated terms apply.
AI Artificial Intelligence
AIR/AIM Asset Information Requirements/Model
BIM Building Information Modelling
BIMC BIM Implementation Maturity Checklist
BMS Building Management System
CAFM Computer Aided FM
CAPEX Capital Expenditure
CEO Chief Executive Officer
CDE Common Data Environment
COO Chief Operating Officer
CFMO Chief FM Officer
CSO Chief Services Officer
CSRD Corporate Sustainability Reporting Directive
ERP Enterprise Resource Planning
ESG Environment Social Governance
FM Facility Management
FMP Facility Management Processes
FS Facility Service(s)
HR Human Resources
HSSE Health, Safety, Security and Environment
ICT Information and Communication Technology
IM Information Model(ling)
IMAC Install, Move, Add, Change (and Delete)
KPI Key Performance Indicator
LCC Life Cycle Costing
OIR Organizational Information Requirements
OPEX Operational Expenditure
PDCA Plan, Do, Check, Act
PIR/PIM Project Information Requirements/ Project Information Model
QM Quality Management
REM Real Estate Management
SDG United Nations Sustainable Development Goals
SLA Service Level Agreement
WLC Whole Life Cycle
4 Organizational aspects of FM
4.1 Fundamentals
To execute its primary processes every organization needs various support functions like human
resources, accounting, controlling, customer relations, and ICT. The primary processes also need space,
infrastructure, equipment, and other assets. All primary processes and support functions have in
common their need for functional, motivating and creativity-supporting facilities that enable their
primary processes and offer the users an efficient, comfortable, and safe well-being.
FM is the organizational function that takes responsibility to fulfil these support needs in an optimal way
and thus enables the core business to function effectively. The following presents the generic FM model
that can be adapted to the specific organizational context.
4.2 Key messages concerning organization
This clause describes in concentrated form the main messages concerning the embedding of an FM
organization in an organization (see Annex A and Annex D).
1) This document builds on an organizational model that differentiates between the head of the
organization (executive level, top or senior management), the core business (primary processes, also
applicable for public or non-profit organizations), and the supporting FM organization. Individual
organizations (FM implementations) can be derived from this generic model;
2) In the FM model, there is a demand-supply situation between the demand organization (representing
the organization and its core business) and the FM organization;
3) The split between core business (demand) and support function or FM (supply) is organization
specific, depends on different criteria (e.g. ownership and use of real estate can influence the
individual FM implementation), and needs to be continuously adjusted;
4) The priority and quality criteria for the outcomes of the FM processes are determined by specific
characters of the organization and should be adapted to changes permanently. Impacting factors are
e.g. the size of the organization, products, product cycles, risks to be mastered, or obligations to be
fulfilled;
5) The interfaces between the demand side and the supply side should be defined, agreed upon,
communicated and practiced. The elements to be used are FM strategy, FM agreement, service level
agreements, functions and competences, processes, defined outcomes, quality cycles, etc.;
6) There is a contradiction of sorts if all support functions/processes/services belong to FM. The
document acknowledges the possibility of independent support units (called other support
management) in an organization. A maximal inclusion of support functions under one umbrella
reduces organizational frictions and therefore achieves better results;
7) FM as the responsible function controls the use of required resources and agreed outcomes of the
FM processes by specific measures and controls.
4.3 The FM model
To understand FM, an understanding of the common business process model, that categorizes
organizational processes within an organization into primary or core processes (primary activities, core
business) and into support processes (support services), is essential.
The primary processes are the core processes of an organization. They create the results and contribute
directly to the added value of the organization. Furthermore, every organization or business has support
processes that interact in many ways with its primary processes. The definition of its core processes and
the additional support processes should be decided by every organization individually and is likely to
change over time.
To succeed and deliver the required results, FM should be in close synchronization with the mission,
vision, objectives and domains of the core business. Further, it is the role of FM to provide strategic
guidance to the core business, interpreting needs and translating them into explicit service demand and
requirements. This requires a carefully defined interface between the demand side and the supply side
and a representation of FM at a high level of the organization.
The specific characteristic of the FM model is that support processes are integrated and optimized and
that the output is delivered in the form of coordinated facility services to the organization. This requires
specific competences, a holistic approach and distinguishes FM from the isolated provision of one or more
services.
FM aligns with goals strategies of the organization, but it also translates this alignment into day-to-day
service for individual people, their well-being, their productivity, and their quality of life. FM also
supports organizational units, such as business areas, units, sites or departments, in achieving their
business results. The FM organization acts on the main three levels: strategic, tactical, and operational
(see Annex B).
NOTE Smaller organizations might not have an explicit tactical level.
The FM model, see Figure 1, provides a framework describing how FM supports the primary activities of
an organization in an optimal way. It deals with the demand-supply relationship and presents the
different levels of possible FM interaction. The FM model derives and aligns workplace and facility related
support processes from and with the organization’s mission, purpose, values, goals, culture, and
strategies. This integrative approach is the core of FM and the source of its added value.
Figure 1 — FM-model - the three levels of interaction between demand and supply
The FM model is useful e.g. for communicative purposes to
— highlight the different levels of interaction between demand and FM organization,
— discuss the interaction on a strategic level,
— explain the demand-supply situation,
— explain in-/outsourcing,
— explain the fundamentals of the FM organization,
— show the relationship between FM related terminology.
An organization usually consists of a representative (executive or top management) on a strategic level,
one or more representatives (head of a unit or department) on a tactical level and (end-) users (e.g.
employees, customers, visitors, students, patients) on mainly an operational level. It is the responsibility
of the representative on a strategic level, to procure the required facility services (FM agreement),
whereas the representative on a tactical level specifies and orders the delivery of these services with SLAs
within the conditions of the FM agreement. On an operational level the end users receive these support
services where appropriate. The interface between the demand organization and FM is governed by the
FM agreement. It translates the needs of the demand organization into requirements and deliverables
called facility services. The facility services provided by the corresponding facility processes are specified
in an SLA. The use of well stated SLAs and KPIs is essential for measuring performance against targets
and goals.
Some of the main needs, actions and restrictions of the demand side, as well as answers and effects of FM
are given in Table 2.
Table 2 — Main needs, actions and restrictions of the demand side and effects of FM
Top management demand side FM organization supply side
Defines and states the need for an enabled and Provides a safe, effective, and motivating work
effective core business and built environment
Makes projections, initiates projects, identifies Uses competences to find solutions for
changes adaptations
Sets financial and other restrictions and delegates Reports on its accountability and executes
responsibilities continuous improvement
A description of tasks on the three levels, strategic, tactical, and operational is given in Annex B.
4.4 Scope of FM
When defining the scope of FM in an organization, there is likely to be a dilemma regarding the inclusion
or exclusion of various support functions. See also CEN ISO/TR 41013 [16] on scope, key concepts and
benefits. The question is whether all support functions belong to FM or is FM restricted to certain
functions. Instead of trying to define these functions which would not suit all implementations of FM in
practice, this document acknowledges the possibility of independent support management in an
organization but recommends a comprehensive inclusion of support functions under one umbrella (FM)
in order to achieve best results and to avoid interfaces and organizational frictions.
Figure 2 illustrates the division of FM and other support services in a simplified graphic using the main
terms. See EN ISO 41011 for additional terms and definitions used in FM.
Figure 2 — Scope and relation of main FM terms
FM is not only an organizational function but also a discipline taught at competence centres, educational
institutions, and universities, with a range of competences and knowledge delivered at different levels.
To support education and the development of the associated profession, research activities are carried
out on a regular basis, and key results of the findings are published in various formats to the relevant
interest groups.
4.5 FM from a top management’s perspective
EN ISO 41001 [14] requires that the top management of the organization takes certain decisions on how
to organize itself. This includes the following:
— decision about the relation between core business and FM;
— definition of organizational roles, responsibilities, authorities, and requirements;
— setting objectives.
There are at least three desired main effects or added values on the bottom line of the demand
organization if FM is delivered effectively:
— higher efficacy of the primary processes due to concentration on primary activities and due to
integration, coordination, optimization (intensity of usage) and adaptation to change of enabling
support processes;
— higher productivity of workforce due to safe, more attractive and motivating facilities, built and work
environments;
— future-able (flexible, adaptable) and well utilized assets require fewer resources (space, materials,
heating, cooling etc.) and are therefore more environmentally sustainable.
The FM organization is the enabling partner for all of this and can, in general, create added value with the
following activities and their effects:
— proactive communication, customised reporting and consulting resulting in informed, reliable, and
timely decisions;
— anticipatory behaviour and active management of resources resulting in optimal adaptation to
changes;
— translation of core business strategy into FM strategy resulting in better strategy alignment;
— systematic evaluation of needs resulting in provision of only the required support reduces costs;
— potentially all required support managed and integrated by one function resulting in increased
responsibility, direct control avoids internal conflicts;
— defined responsibilities and accountability resulting in direct leadership and control on target
achievement;
— provision of professional competences ensures the required level of competences resulting in lower
risks and sustainable solutions;
— result-based processes resulting in high level of satisfaction of employees, safe and motivating work
opportunities;
— mastered risks resulting in steady and robust primary process support and compliance with laws
and regulations;
— providing KPIs and continuous improvement resulting in effective control and optimization of
resources.
FM requires a range of competences, which are based on a broad set of qualifications and on multiple
disciplines. It is the responsibility of the top management to ensure, that these competences are
organized effectively. The task of defining the needs of the organization is where FM starts and is
determined. This task is therefore fundamental for a successful relationship between the core business
and the FM organization. The needs of the organization should be explicitly defined in a statement as the
top management should commit itself to paying for the resulting service provision. There are four main
ways to define and state these needs:
1) The top management performs this task itself (preferable for small organizations);
2) The top management seeks external support (e.g. from FM consultants, this creates external
dependencies);
3) The top management is supported by the internal FM organization (drawing from internal know-
how);
4) FM is directly represented in the top management of the organization and is responsible for this task.
The completely outsourcing of this fundamental task could lead to a lack of competency to control service
provision. To reduce this risk, FM organizations can analyse and describe the primary processes and
evaluate and derivate need, requirement and demand for space/assets and services thereof (e.g. by
assigning usage types or applying service-specific criteria). The size of the organization is usually a major
driver in this task (see Clause 7 and EN ISO 41012 [15]).
FM is responsible for facilities and services, and based on the operational, tactical and strategic policies,
FM can provide adequate solutions using the FM processes and adapting them to permanent changes and
so achieves the required outcomes. However, a clear assignment of delegated responsibilities by top
management is essential:
— Responsibility means giving the function the required resources to fulfil the agreed targets and to
deliver the agreed outcomes and effects;
— The FM function requires an adequate set of competences, manages the required resources, adapts
to constant changes and creates a motivating and creative work environment for the core business
at the agreed place to the agreed amount, in the agreed quality at the agreed time to the agreed cost;
— FM manages the use of its resources to minimize the amount used. This will lead to a potentially
strong contribution to the organizations sustainability impact;
— It is the responsibility of FM to link the FM strategy to the core business strategy.
The delegation of responsibilities is linked to accountability. FM is accountable, e.g. via an agreed FM-
strategy and policies, FM agreement, SLAs, KPIs, evaluations, and benchmarking.
For a maturity checklist of FM implementation in an organization see Annex G.
5 Translating needs into demand and requirements
5.1 Key messages concerning need, demand, and requirements
To clarify the organization’s needs, demands, and requirements, FM, as a systematic approach, starts by
exploring, analysing, and defining the organization’s needs, continues by shaping these into defined
requirements in the form of specifications, assesses delivery options, acquires and organizes these
options, ensures measurement of outcomes, accountability, and continuous improvement which could
act as a trigger to start a new cycle of these activities.
This is also known and defined in EN ISO 41001 [14] as the “Plan, Do, Check, Act” (PDCA) process
approach methodology or controlling cycle, which is a continuous quality improvement model consisting
of a logical sequence of four repetitive steps for continual improvement:
1) FM should always be in close synchronization with the mission, vision, purpose, strategies, objectives
and needs of the core business.
2) FM is integrated into the strategic decision-making process and, in this function, actively provides
strategic consulting and feedback to the core business to convey how FM can contribute to advancing
the core business and ensure that the core business gets the most out of the services.
3) FM is inter
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