SIST EN 15221-7:2014
(Main)Facility Management - Part 7: Guidelines for Performance Benchmarking
Facility Management - Part 7: Guidelines for Performance Benchmarking
This European Standard gives guidelines for performance benchmarking and contains clear terms and definitions as well as methods for benchmarking facility management products and services as well as facility management organisations and operations. This European Standard establishes a common basis for benchmarking facility management costs, floor areas and environmental impacts as well as service quality, satisfaction and productivity. This European Standard is applicable to Facility Management as defined in EN 15221-1 and detailed in EN 15221-4.
Facility Management - Teil 7: Leitlinien für das Leistungs-Benchmarking
Die Norm gilt für das Facility Management und umfasst das Benchmarking sowohl für bestehende eigene oder angemietete Gebäude als auch Gebäude in der Planungs- oder Entwicklungsphase.
Die vorliegende Norm bietet einen konstruktiven Rahmen für das Benchmarking und enthält eindeutige Begriffe und Definitionen sowie Verfahren für das Benchmarking von Facility-Management-Produkten und Dienstleistungen in Bezug auf Gebäude und/oder auf Teile von Gebäuden, abhängig von deren Funktion.
Diese Norm legt eine allgemeine Grundlage für das Benchmarking von Facility-Management-Kosten, Grundflächen und Umwelteinwirkungen sowie von Servicequalität, Zufriedenheit und Produktivität fest.
Facilities management - Partie 7: Étalonnage comparatif de performance
La présente norme s’applique au Facilities Management et traite de l’étalonnage comparatif pour les
bâtiments possédés ou loués à bail existants, ainsi que les bâtiments en cours de planification ou de
développement.
La présente norme présente un cadre constructif d’étalonnage comparatif et comporte par ailleurs des termes
et définitions explicites, ainsi que des méthodes d’étalonnage également comparatif des produits et services
de Facilities Management associés aux bâtiments et/ou parties de bâtiments, indépendamment de leur
fonction.
La présente norme établit une base commune d’étalonnage comparatif des coûts du Facilities Management,
des surfaces et de l’impact sur l’environnement, ainsi que de la qualité de service, de la satisfaction et de la
productivité.
Upravljanje objektov in storitev - 7. del: Smernice za učinke primerjalne analize
General Information
Standards Content (Sample)
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.Facility Management - Teil 7: Leitlinien für das Leistungs-BenchmarkingFacilities management - Partie 7: Étalonnage comparatif de performanceFacility Management - Part 7: Guidelines for Performance Benchmarking91.040.01Stavbe na splošnoBuildings in general03.080.99Druge storitveOther servicesICS:Ta slovenski standard je istoveten z:EN 15221-7:2012SIST EN 15221-7:2014en01-marec-2014SIST EN 15221-7:2014SLOVENSKI
STANDARD
SIST EN 15221-7:2014
EUROPEAN STANDARD NORME EUROPÉENNE EUROPÄISCHE NORM
EN 15221-7
October 2012 ICS 03.080.99; 91.140.01 English Version
Facility Management - Part 7: Guidelines for Performance Benchmarking
Facilities management - Partie 7: Étalonnage comparatif de performance
Facility Management - Teil 7: Leitlinien für das Leistungs-Benchmarking This European Standard was approved by CEN on 4 August 2012.
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, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION EUROPÄISCHES KOMITEE FÜR NORMUNG
Management Centre:
Avenue Marnix 17,
B-1000 Brussels © 2012 CEN All rights of exploitation in any form and by any means reserved worldwide for CEN national Members. Ref. No. EN 15221-7:2012: ESIST EN 15221-7:2014
EN 15221-7:2012 (E) 2 Contents Page Foreword .4Introduction .51Scope .72Normative references .73Terms, definitions and abbreviations .73.1Terms and definitions .73.2Abbreviations .84Benchmarking types .94.1General .94.2Benchmarking content . 104.2.1General . 104.2.2Strategic benchmarking . 104.2.3Process benchmarking . 104.2.4Performance benchmarking . 104.3Benchmarking measure . 114.3.1General . 114.3.2Quantitative benchmarking . 114.3.3Qualitative benchmarking . 114.3.4Combination benchmarking . 114.4Benchmarking comparator . 114.4.1General . 114.4.2Internal benchmarking . 124.4.3Competitor benchmarking (sector benchmarking) . 124.4.4Cross-sector benchmarking . 124.5Benchmarking domain . 124.5.1General . 124.5.2Local benchmarking . 124.5.3National benchmarking . 134.5.4International benchmarking . 134.6Benchmarking frequency . 134.6.1General . 134.6.2One-off benchmarking . 134.6.3Periodic benchmarking . 134.6.4Continuous benchmarking . 135Benchmarking outputs . 145.1General . 145.2Financial benchmarks . 145.2.1General . 145.2.2Primary financial ratios . 145.2.3Secondary financial ratios . 145.2.4Tertiary financial ratios . 145.3Spatial benchmarks . 155.3.1General . 155.3.2Primary spatial ratios . 155.3.3Secondary spatial ratios . 155.4Environmental benchmarks . 155.4.1General . 155.4.2Primary environmental ratios . 155.4.3Primary energy ratios . 155.4.4Primary water ratios . 15SIST EN 15221-7:2014
EN 15221-7:2012 (E) 3 5.4.5Primary waste ratios . 165.4.6Other environmental scores . 165.5Service quality benchmarks . 165.5.1General . 165.5.2Primary service quality scores . 165.5.3Secondary service quality scores . 165.6Satisfaction benchmarks . 165.6.1General . 165.6.2Primary satisfaction scores . 175.6.3Secondary satisfaction scores . 175.7Productivity benchmarks . 175.7.1General . 175.7.2Primary productivity scores . 176Benchmarking process . 186.1General . 186.2Preparing phase . 196.2.1General . 196.2.2Set objectives (purpose and scope) . 196.2.3Define methodology (indicators and benchmarks) . 196.2.4Select partners (peers and code of conduct) . 196.3Comparing phase . 206.3.1General . 206.3.2Collect data (collect and validate) . 206.3.3Analyse data (determine and normalise) . 206.3.4Determine gaps (compare and explain) . 206.3.5Report findings (communicate and discuss) . 216.4Improving phase . 216.4.1General . 216.4.2Develop action plan (tasks and milestones) . 216.4.3Implement plan (change and monitor) . 216.4.4Process review (review and recalibrate) . 21Annex A (normative)
Performance data . 22Annex B (normative)
Collecting contextual data . 25Annex C (normative)
Collecting financial data . 26C.1General . 26C.2General accounting rules . 26C.3Rented versus owned buildings . 26Annex D (normative)
Collecting spatial data . 33D.1General . 33D.2General spatial rules . 33Annex E (normative)
Collecting environmental data . 35Annex F (normative)
Collecting service quality data . 48Annex G (normative)
Collecting satisfaction data . 55Annex H (informative)
Inherent complications and risks . 62Annex I (informative)
Benchmarking examples . 64Bibliography . 68 SIST EN 15221-7:2014
EN 15221-7:2012 (E) 4 Foreword This document (EN 15221-7:2012) has been prepared by Technical Committee CEN/TC 348 “Facility Management”, the secretariat of which is held by NEN. 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 April 2013, and conflicting national standards shall be withdrawn at the latest by April 2013. Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. CEN [and/or CENELEC] shall not be held responsible for identifying any or all such patent rights. The present standard is divided into the following parts: Part 1: Terms and definitions; Part 2: Guidance on how to prepare Facility Management agreements; Part 3: Guidance on quality in Facility Management; Part 4: Taxonomy, Classification and Structures in Facility Management; Part 5: Guidance on Facility Management processes; Part 6: Area and Space Measurement in Facility Management; Part 7: Guidelines for Performance Benchmarking (the present document). 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, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the United Kingdom.
SIST EN 15221-7:2014
EN 15221-7:2012 (E) 5 Introduction Effective delivery of Facility Management support is a critical component in the working of most organisations. It impacts on the organisations’ own ability to deliver consistent products and services, supports the core business and can be a component in achieving competitive advantage. However, effectiveness and efficiency in Facility Management have been notoriously difficult to assess because there have been no common methodology and no standard data collection methods. This standard on Performance Benchmarking, along with others in the EN 15221 series, is a major step forward in addressing those gaps. Benchmarking is part of a process which aims to establish the scope for, and benefits of, potential improvements in an organisation through systematic comparison of its performance with that of one or more other organisations. It is a tool in common use across industries worldwide, but has often been misused and misunderstood within Facility Management. Benchmarking is often associated with the term ’best practice’. Comparison with the best company or process within an industry is one of the most intelligent ways to improve one’s own performance. Best practice can refer to adequate outcomes at the lowest cost, but this is not always the case. It can also refer to the best possible outcome, or the speediest process, or the one with the least environmental impact. What is common to all these is that no judgement on where one’s organisation stands can be made without a valid comparison.
Before starting an FM Benchmarking operation, it is highly recommended to clearly position it regarding
to the four main aspects presented just below and then use the content of this standard to prepare and perform the benchmarking operation. This standard takes as a starting point the idea that Benchmarking can take very different forms depending on four aspects:
a) The perspective of the initiator performing the benchmarking process:
1) customer or consumer of FM services; 2) internal or provider of FM services; b) The objectives of the benchmarking process set by the initiator. These objectives are usually linked. They might include the following broad categories of objectives, which are set out in more detail in the standard: 1) find new ideas; 2) get data to prepare a main decision or to resolve disputes; 3) to reduce costs while maintaining a similar service level received or provided; 4) improve the service level received or provided while maintaining similar costs; 5) improve the use of resources; c) The point in time at which the organisation is considering performing an FM benchmarking operation; d) The benchmarking sample used for comparison, mostly: 1) Similar sector of primary activities, where comparisons are easier; 2) Other sectors of primary activities where the interest is mainly to find possible improvements. SIST EN 15221-7:2014
EN 15221-7:2012 (E) 6 Financial comparisons can be an appropriate basis for a benchmarking process as quantitative data are often more easy to reach and more easy to relate to than qualitative data. Historically most benchmarking in Facility Management has focused on this kind of “hard” data. However, what one can learn from quantitative data may be limited. This standard therefore tries to establish Performance Benchmarking as a data comparison method to support development and learning processes through some types of qualitative knowledge sharing.
This standard seeks to simplify a notoriously complex process. Until now, benchmarking projects have often been confused, over-ambitious, and lacking in effective data analysis. By establishing a coherent and comprehensive process for benchmarking, along with useable and logical comparators, and by clarifying the many pitfalls in the comparison process, this standard provides practising facility managers with a range of key indicators to identify areas in which there might be a need to improve the performance of their own team, their supply chain, or the entire organisation in which they work. It is this coherent approach within the EN 15221 series which supports the basis of the Benchmarking standard. It is hoped that this platform will, in a short time, lead to a demand for more commonality in reporting of a range of comparators – financial, quality, and so on – which will make the work of facility managers more easy, and more easily understood by the organisation for which they work. SIST EN 15221-7:2014
EN 15221-7:2012 (E) 7 1 Scope This European Standard gives guidelines for performance benchmarking and contains clear terms and definitions as well as methods for benchmarking facility management products and services as well as facility management organisations and operations. This European Standard establishes a common basis for benchmarking facility management costs, floor areas and environmental impacts as well as service quality, satisfaction and productivity. This European Standard is applicable to Facility Management as defined in EN 15221-1 and detailed in EN 15221-4. 2 Normative references The following documents, in whole or in part, are normatively referenced in this document and are indispensable for its application. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.
EN 15221-1:2006, Facility Management Part 1: Terms and definitions EN 15221-4:2011, Facility Management Part 4: Taxonomy, Classification and Structures in Facility Management EN 15221-6:2011, Facility Management Part 6: Area and Space Measurement in Facility Management 3 Terms, definitions and abbreviations 3.1 Terms and definitions For the purposes of this document, the terms and definitions given in EN 15221-1:2006, EN 15221-4:2011 and EN 15221-6:2011 and the following apply. 3.1.1 benchmarking process of comparing strategies, processes, performances and/or other entities against practices of the same nature, under the same circumstances and with similar measures Note 1 to entry: Typically the purpose of benchmarking is to improve strategies, processes, performances and/or other entities, but may also be used for different purposes such as accountability. Note 2 to entry: Measures can be quantitative or qualitative; comparators can be internal, competitors or cross-sector; domain can be local, national or international; frequency can be one-off, periodic or continuous. Note 3 to entry: It should be recognised that it might also be beneficial to compare entities to practices of a different nature, under different circumstances and/or with dissimilar measures. Note 4 to entry: This definition differs from EN 15221-1:2006. 3.1.2 entity concrete or abstract thing that exists, did exist, or might exist, including associations among these things 3.1.3 benchmark reference point or metric against which a strategy, process, performance and/or other entity can be measured SIST EN 15221-7:2014
EN 15221-7:2012 (E) 8 3.1.4 reference point measure of extremes, central tendency or dispersion 3.1.5 measure of extremes measure that provides an indication of the extreme score in a data set Note 1 to entry: Typical measures of extremes are: minimum – the smallest number of the sample, and maximum – the largest number of the sample. 3.1.6 measure of central tendency measure that provides an indication of the typical score in a data set Note 1 to entry: Typical measures of central tendency are: mean – the average of all scores in the sample (calculated from scores), median – the score that lies in the middle of the sample (calculated from ranks), and mode – the most frequently occurring score (calculated from frequencies). 3.1.7 measure of dispersion measure that provides an indication of the typical bandwidths in a data set Note 1 to entry: A typical measure of dispersion is: quartiles – any of the three values which divide the sorted data set into four equal parts, so that each part represents one fourth of the sampled population: first quartile (or lower quartile) cuts off lowest 25 % of data (25th percentile), second quartile (or median) cuts data in half (50th percentile), and third quartile (or upper quartile) cuts off highest 25 % of data (75th percentile). 3.1.8 outlier extreme score in a data set, having a disproportionate influence on determining reference points 3.1.9 unit of measurement definite magnitude of a physical quantity, defined and adopted by convention and/or by law, that is used as a standard for measurement of the same physical quantity Note 1 to entry: Typical units of measurement within facility management are workstation, FTE and NFA. 3.1.10 workstation physical station - including a desk and a chair - that is specifically designed or suitable for work-related activities, such as reading, writing, telephoning and PC work, which meets legal requirements and that is adequate for permanent use 3.1.11 FTE Full Time Equivalent that can be determined by dividing the total number of hours worked by the number of regular working hours in a working week (e.g. working 32 hours when a regular working week consists of 40 hours equals 0,8 FTE) 3.1.12 NFA Net Floor Area as defined in EN 15221-6 3.2 Abbreviations FTE
Full Time Equivalent NFA
Net Floor Area
SIST EN 15221-7:2014
EN 15221-7:2012 (E) 9 BREEAM Building Research Establishment Environmental Assessment Method 4 Benchmarking types 4.1 General There are multiple aspects which affect the scope of a benchmarking exercise and impact on the selection of data. Figure 1 shows a categorisation of the major aspects classified into five main types. The purpose of this classification is to assist facility managers in understanding the different character of each element and therefore to provide a guide to selecting the most appropriate type and methodology for the benchmarking exercise when planning the process set out later in this standard.
Figure 1 — Classification of benchmarking types Depending on the purpose of a benchmarking exercise, the scope (i.e. content, measure, comparator, domain and frequency) will differ. A non-exhaustive list of purposes and their typical scope is provided in Table 1. Table 1 — Typical benchmarking purposes
contentmeasurecomparator domainfrequency quantitative / qualitativepurpose strategy process performance finance space environment service quality satisfaction productivity internal competitor cross-sector local national international one-off periodic continuous Identification of improvement options 999999 9 9999 9 9 9 9999Resource-allocation decisions 9
9
9
9 9
9 99
Prioritisation of problem areas
99999 9 999
9
9
Verification legal compliance
9
99
99
9 9
99 Identification of best practices 99 999 9 99 9 9
9 99
Budget review and planning 9
999
99
9 9
999Alignment with corporate objectives 9
999
99 9 9 9 999 Improvementof process effectiveness
9 999 9 9999
9 9
99 Assessment of property performance
9999 9 9999 9 9 9 9999- Assessment of cost effectiveness
99
99 9 9 9 9999- Evaluation of floor space usage
9 9
99
9 9
99 - Appraisal of environmental impacts
9
9
99
9 9
99 - Assessment of service quality shortfalls
9
9
99 9 9 9 9999- Evaluation of end-user satisfaction
9
9 99
9 9
99 - Appraisal of individual productivity
9
999
9 9
99 Content - Strategy
- Process
- Performance Measure - Quantitative
- … … - Qualitative
- … … Comparator- Internal
- Competitor
- Cross-sector Domain- Local
- National
- International Frequency- One-off
- Periodic
- Continuous SIST EN 15221-7:2014
EN 15221-7:2012 (E) 10 4.2 Benchmarking content 4.2.1 General The content of benchmark
...
SLOVENSKI STANDARD
oSIST prEN 15221-7:2011
01-september-2011
8SUDYOMDQMHREMHNWRYLQVWRULWHYGHO 8þLQNLSULPHUMDOQHDQDOL]H
Facility Management - Part 7: Performance Benchmarking
Facility Management - Teil 7: Leistungs-Benchmarking
Facilities management - Partie 7: Étalonnage comparatif de performance
Ta slovenski standard je istoveten z: prEN 15221-7
ICS:
03.080.99 Druge storitve Other services
91.040.01 Stavbe na splošno Buildings in general
oSIST prEN 15221-7:2011 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
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oSIST prEN 15221-7:2011
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oSIST prEN 15221-7:2011
EUROPEAN STANDARD
DRAFT
prEN 15221-7
NORME EUROPÉENNE
EUROPÄISCHE NORM
February 2011
ICS 35.240.99; 91.140.01
English Version
Facility Management - Part 7: Performance Benchmarking
Facility Management - Teil 7: Leistungs-Benchmarking
This draft European Standard is submitted to CEN members for enquiry. It has been drawn up by the Technical Committee CEN/TC 348.
If this draft becomes a European Standard, 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.
This draft European Standard was established by CEN 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, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland and United Kingdom.
Recipients of this draft are invited to submit, with their comments, notification of any relevant patent rights of which they are aware and to
provide supporting documentation.
Warning : This document is not a European Standard. It is distributed for review and comments. It is subject to change without notice and
shall not be referred to as a European Standard.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
Management Centre: Avenue Marnix 17, B-1000 Brussels
© 2011 CEN All rights of exploitation in any form and by any means reserved Ref. No. prEN 15221-7:2011: E
worldwide for CEN national Members.
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oSIST prEN 15221-7:2011
prEN 15221-7: 2011 (E)
Contents Page
Introduction .4
1 Scope .5
2 Normative references .5
3 Terms and definitions .6
4 Benchmarking forms .7
4.1 Benchmarking content .8
4.2 Benchmarking measure .8
4.3 Benchmarking comparator .9
4.4 Benchmarking domain . 10
4.5 Benchmarking frequency . 10
5 Benchmarking outputs . 12
5.1 Financial benchmarks . 12
5.2 Spatial benchmarks . 13
5.3 Environmental benchmarks . 13
5.4 Service quality benchmarks . 14
5.5 Satisfaction benchmarks . 15
5.6 Productivity benchmarks . 15
6 Benchmarking process . 16
6.1 Preparing phase . 17
6.2 Comparing phase. 18
6.3 Improving phase . 19
Annex A (informative) Performance data . 20
Annex B (informative) Collecting contextual data . 23
Annex C (informative) Collecting financial data . 24
Annex D (informative) Collecting spatial data . 30
Annex E (informative) Collecting environmental data . 33
Annex F (informative) Collecting service quality data . 45
Annex G (informative) Collecting satisfaction data . 51
Annex H (informative) Collecting productivity data . 57
Annex I (informative) Inherent complications . 59
Bibliography . 61
2
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oSIST prEN 15221-7:2011
prEN 15221-7:2011 (E)
Foreword
This document (prEN 15221-7:2011) has been prepared by Technical Committee CEN/TC 348 “Facility
Management”, the secretariat of which is held by NEN.
This document is currently submitted to the CEN Enquiry.
3
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oSIST prEN 15221-7:2011
prEN 15221-7: 2011 (E)
Introduction
Effective delivery of Facility Management support is a critical component in the working of most organisations.
It impacts on organisations’ own ability to deliver consistent products and services, supports the core
business, and can be a component in achieving competitive advantage. However, effectiveness and efficiency
in Facility Management has been notoriously difficult to assess because there has been no common
methodology and no standard data collection methods. This standard on Performance Benchmarking, along
with others in the EN 15221 suite, is a major step forwards in addressing those gaps.
Benchmarking is part of a process which aims to establish the scope for, and benefits of, potential
improvements in an organisation through systematic comparison of its performance with that of one or more
other organisations. It is a tool in common use across industries worldwide, but has often been misused and
misunderstood within Facility Management.
Benchmarking is often associated with the term “best practice”. Comparison with the best company or process
within an industry is one of the most intelligent ways to improve one’s own performance. Best practice can
refer to adequate outcomes at the lowest cost, but this is not always the case. It can also refer to the best
possible outcome, or the speediest process, or the one with the least environmental impact. What is common
to all these is that no judgement on where one’s organisation stands can be made without a valid comparison.
Financial comparisons can be an appropriate basis for a benchmarking process, as quantitative data are often
more easy to reach and more easy to relate to than qualitative data. Historically most benchmarking in Facility
Management has focused on this kind of “hard” data. However, what one can learn from quantitative data may
be limited. This standard therefore tries to establish Performance Benchmarking as a data comparison
method to support development and learning processes through some types of qualitative knowledge sharing.
This standard seeks to simplify a notoriously complex process. Until now, benchmarking projects have often
been confused, over-ambitious, and lacking in effective data analysis. By establishing a coherent and
comprehensive process for benchmarking, along with useable and logical comparators, and by clarifying the
many pitfalls in the comparison process, this standard provides practising facility managers with a range of
key indicators to identify areas in which there may be a need to improve the performance of their own team,
their supply chain, or the entire organisation in which they work. It is this coherent approach within the
EN15221 standards which supports the basis of the Benchmarking standard.
It is hoped that this platform will, in a short time, lead to a demand for more commonality in reporting of a
range of comparators – financial, quality, and so on – which will make the work of facility managers more
easy, and more easily understood by the organisation for which they work.
4
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oSIST prEN 15221-7:2011
prEN 15221-7:2011 (E)
1 Scope
This Standard is applicable to Facility Management and covers benchmarking for existing owned or leased
buildings as well as buildings in state of planning or development.
This standard presents a constructive framework for benchmarking and contains clear terms and definitions
as well as methods for benchmarking facility management products and services related to buildings and/or
parts of buildings, independent of their function.
This standard establishes a common basis for benchmarking facility management costs, floor areas and
environmental impacts as well as service quality, satisfaction and productivity.
2 Normative references
The following referenced documents are indispensable for the application 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 15221-1, Facility Management – Terms and definitions
EN 15221-2, Facility Management – Guidance on how to prepare Facility Management agreements
EN 15221-3, Facility Management – Guidance on quality in Facility Management
EN 15221-4, Facility Management – Taxonomy, Classification and Structures in Facility Management
EN 15221-5, Facility Management – Guidance on Facility Management processes
EN 15221-6, Facility Management – Area and Space Measurement in Facility Management
ISO 32185, Assessments and benchmarking of terminological resources – General concepts, principles and
requirements
5
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prEN 15221-7: 2011 (E)
3 Terms and definitions
For the purposes of this document, the terms and definitions given in EN 15521-1 and the following apply.
3.1
benchmarking
the process of comparing strategies, processes, performances and/or other entities against practices of the
same nature, under the same circumstances and with similar measures
NOTE 1 Typically the purpose of benchmarking is to improve strategies, processes, performances and/or other
entities, but may also be used for different purposes such as accountability.
NOTE 2 Measures may be quantitative or qualitative; comparators may be internal, competitors or cross-sector;
domain may be local, national or international; frequency may be one-off, periodic or continuous.
NOTE 3 It should be recognised that it may also be beneficial to compare entities to practices of a different nature,
under different circumstances and/or with dissimilar measures.
3.2
entity
any concrete or abstract thing that exists, did exist, or might exist, including associations among these things
3.3
benchmark
a reference point or metric against which a strategy, process, performance and/or other entity can be
measured
3.4
reference point
a measure of extremes, central tendency or dispersion
3.5
measure of extremes
a measure that provides an indication of the extreme score in a data set
NOTE Typical measures of extremes are: minimum – the smallest number of the sample, and maximum – the largest
number of the sample.
3.6
measure of central tendency
a measure that provides an indication of the typical score in a data set
NOTE Typical measures of central tendency are: mean – the average of all scores in the sample (calculated from
scores), median – the score that lies in the middle of the sample (calculated from ranks), and mode – the most
frequently occurring score (calculated from frequencies).
3.7
measure of dispersion
a measure that provides an indication of the typical bandwidths in a data set
NOTE A typical measures of dispersion is: quartiles – any of the three values which divide the sorted data set into
four equal parts, so that each part represents one fourth of the sampled population: first quartile (or lower
th th
quartile) cuts off lowest 25% of data (25 percentile), second quartile (or median) cuts data in half (50
th
percentile), and third quartile (or upper quartile) cuts off highest 25% of data (75 percentile).
3.8
outlier
an extreme score in a data set, having a disproportionate influence on determining reference points
6
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prEN 15221-7:2011 (E)
4 Benchmarking forms
There are multiple aspects which affect the scope of a benchmarking exercise and impact on the selection of
data. Figure 1 shows a categorisation of the major aspects classified into five main forms. The purpose of this
classification is to assist facility managers in understanding the different character of each element and
therefore to provide a guide to selecting the most appropriate form and methodology for the benchmarking
exercise when planning the process set out later in this standard.
Figure 1 — Classification of benchmarking forms
Content Measure Comparator Domain Frequency
- Strategy - Quantitative - Internal - Local - One-off
- … …
- Process - Competitor - National - Periodic
- Qualitative
- … …
- Performance - Cross-sector - International - Continuous
Depending on the purpose of a benchmarking exercise, the scope (i.e. content, measure, comparator, domain
and frequency) will differ. A non-exhaustive list of purposes and their typical scope is provided in Table 1.
content measure comparator domain frequency
quantitative qualitative
purpose
Identification of improvement options 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9
Resource-allocation decisions 9 9 9 9 9 9 9 9
Prioritisation of problem areas 9 9 9 9 9 9 9 9 9 9 9
Verification legal compliance 9 9 9 9 9 9 9 9 9
Identification of best practices 9 9 9 9 9 9 9 9 9 9 9 9 9
Budget review and planning 9 9 9 9 9 9 9 9 9 9 9
Alignment with corporate objectives 9 9 9 9 9 9 9 9 9 9 9 9
Verification of process effectiveness 9 9 9 9 9 9 9 9 9 9 9 9 9
9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9
Assessment of property performance
- Assessment of cost effectiveness 9 9 9 9 9 9 9 9 9 9 9
9 9 9 9 9 9 9 9
- Evaluation of floor space usage
- Appraisal of environmental impacts 9 9 9 9 9 9 9 9
- Assessment of service quality shortfalls 9 9 9 9 9 9 9 9 9 9 9
- Evaluation of employee satisfaction 9 9 9 9 9 9 9 9
- Appraisal of individual productivity 9 9 9 9 9 9 9 9
Table 1 — Typical benchmarking purposes
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strategy
process
performance
finance
space
environment
service quality
satisfaction
productivity
internal
competitor
cross-sector
local
national
international
one-off
periodic
continuous
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4.1 Benchmarking content
With reference to this document, the content of benchmarking can be: strategic, process, performance, etc.
4.1.1 Strategic benchmarking
Strategic benchmarking involves the assessment of strategic rather than operational matters. Typically
focussing on the effectiveness of resource usage in the light of corporate objectives, strategic benchmarking
may be used to establish a baseline for organisational review and to inform strategic decision-making.
Strategic benchmarking may be used for:
Alignment with corporate objectives
Resource allocation decisions
Budget review and planning
4.1.2 Process benchmarking
Process benchmarking pertains to discrete work processes and/or operating systems. Typically focussing on
establishing ways of improving processes within a delivery system, process benchmarking may be used to
improve service delivery, reduce corporate risk, streamline processes and systems, etc. Process
benchmarking may be used for:
Verification of process effectiveness
Verification of legal compliance
Prioritisation of problem areas
4.1.3 Performance benchmarking
Performance benchmarking concerns quantitative or qualitative inputs (such as costs, square metreage and
energy usage) and outputs (such as service quality, employee satisfaction and productivity); or a combination
of inputs and outputs which are understood to be correlated. Performance benchmarking may be used for:
Assessment of property performance:
Assessment of cost effectiveness
Evaluation of floor space usage
Appraisal of environmental impacts
Assessment of service quality shortfalls
Evaluation of employee satisfaction
Appraisal of individual productivity
NOTE With reference to this document, the focus is on performance benchmarking.
4.2 Benchmarking measure
With reference to this document, the measure of benchmarking can be: quantitative, qualitative, a
combination, etc.
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4.2.1 Quantitative benchmarking
Quantitative benchmarking concerns entities that can be distinguished as tangible. Data is measured
objectively and typically captured by common processes through routine systems (such as management
information systems). Quantitative benchmarking may be used for:
Assessment of financial expenditure (such as operating costs or capital costs)
Assessment of floor space usage (such as space per FTE or linear metres storage)
Assessment of environmental impacts (such as energy consumption or waste production)
NOTE With reference to this document, a quantitative measure can be: financial, spatial, environmental, etc.
4.2.2 Qualitative benchmarking
Qualitative benchmarking concerns entities that can be distinguished as intangible. Data is described
subjectively and typically captured by specific processes through routine systems (such as focus groups and
surveys). Qualitative benchmarking may be used for:
Assessment of service quality (such as reliability or responsiveness)
Assessment of satisfaction (such as employee of customer satisfaction)
Assessment of productivity (such as repeat business or employee retention)
NOTE 1 With reference to this document, a qualitative measure can be: perceived quality, employee satisfaction, etc.
NOTE 2 For benchmarking purposes qualitative data is best captured or transformed into quantitative scores (1 =
extremely poor / strongly disagree / very unimportant, 2 = poor / disagree / unimportant, 3 = insufficient/ mildly
disagree / somewhat unimportant, 4 = fair / neutral / average, 5 = sufficient / mildly agree / somewhat
important, 6 = good / agree / important, 7 = extremely good / strongly agree / very important)
4.3 Benchmarking comparator
With reference to this document, the comparator of benchmarking can be: internal, competitor, industry, etc.
4.3.1 Internal benchmarking
Internal benchmarking pertains to comparison against internal practices and is typically used to evaluate
performance between business units within an organisation. Internal benchmarking may be used for:
Identification of best practices
Assessment of (re)location decisions
Assessment of supplier performance
4.3.2 Competitor benchmarking
Competitor benchmarking pertains to comparison against competitor practices and is typically used to
evaluate performance against peers within a market sector. Competitor benchmarking may be used for:
Identification of competitive advantages
Assessment of financial expenditure
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Assessment of service quality
4.3.3 Cross-sector benchmarking
Cross-sector benchmarking pertains to comparison against industry practices and is typically used to evaluate
performance against organisations across borders. Cross-sector benchmarking may be used for:
Identification of co-operation opportunities
Assessment of environmental impacts
Assessment of productivity
4.4 Benchmarking domain
With reference to this document, the domain of benchmarking can be: local, national, international, etc.
4.4.1 Local benchmarking
Local benchmarking involves comparison at a local level and may be used for:
Assessment of local performance variations
Verification of cost rates
4.4.2 National benchmarking
National benchmarking involves comparison at a national level and may be used for:
Assessment of regional performance variations
Verification of labour rates
4.4.3 International benchmarking
International benchmarking involves comparison at an international level and may be used for:
Assessment of national performance variations
Verification of productivity rates
4.5 Benchmarking frequency
With reference to this document, the frequency of benchmarking can be: one-off, periodical, continuous, etc.
4.5.1 One-off benchmarking
One-off benchmarking pertains to exploring a status at one moment in time and is typically a response to a
threat or an opportunity. One-off benchmarking may be used for:
Identification of best practice examples
Identification of improvement options
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4.5.2 Periodic benchmarking
Periodic benchmarking pertains to verifying a status at set intervals and is typically a routine process, often
undertaken annually. Periodic benchmarking may be used for:
Evaluation against performance against others
Evaluation against previous performance
4.5.3 Continuous benchmarking
Continuous benchmarking pertains to monitoring a status constantly and is typically used to assess trends
and developments. Continuous benchmarking may be used for:
Assessment of market trends and changes
Assessment of causes and effects
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5 Benchmarking outputs
Because of the complexity of Facility Management and the vast range of activities covered by the discipline, it
is impossible to set out all the possible comparisons which might be made. What follows therefore is
considered to be an indicative list of some of the key ratio comparators which facility managers may wish to
assess in understanding how effective their organisation’s service are.
The six types of ratio set out are those against which facility managers and the supply chain may be
measured. As there is no absolute baseline figure against which performance can be assessed (no “absolute
zero degrees Kelvin”), the standard process assumes that these ratios are compared with appropriate peer
buildings, organisations or operations; and that they be maintained and reported over time to allow an
understanding of how the benchmarked organisation is progressing.
5.1 Financial benchmarks
In line with EN 15221-4, Facility Management – Part 4; Taxonomy, Classification and Structures in Facility
Management, this section provides an overview of key financial benchmarks that may be used in Facility
Management. For more details see Annex C – Collecting financial data.
5.1.1 Primary financial ratios
Facility Management Costs per FTE (currency per annum)
Facility Management Costs per workstation (currency per annum)
Facility Management Costs per square metre NFA (currency per annum)
5.1.2 Secondary financial ratios
Space & Infrastructure Costs per FTE (or workstation or m2 NFA)
People & Organisation Costs per FTE (or workstation or m2 NFA)
5.1.3 Tertiary financial ratios
Space Costs per FTE (or workstation or m2 NFA)
Outdoors Costs per FTE (or workstation or m2 NFA)
Cleaning Costs per FTE (or workstation or m2 NFA)
Workplace Costs per FTE (or workstation or m2 NFA)
Utilites Costs per FTE (or workstation or m2 NFA)
Primary activities specific Costs per FTE (or workstation or m2 NFA)
HSSE Costs per FTE (or workstation or m2 NFA)
Hospitality Costs per FTE (or workstation or m2 NFA)
ICT Costs per FTE (or workstation or m2 NFA)
Logistics Costs per FTE (or workstation or m2 NFA)
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Business support Costs per FTE (or workstation or m2 NFA)
Organisation specific Costs per FTE (or workstation or m2 NFA)
NOTE 1 FTE refers to Full Time Equivalent and can be determined by dividing the total number of hour worked by the
number of regular working hours in a working week (e.g. working 32 hours when a regular working week
consists of 40 hours equals 0.8 FTE).
NOTE 2 Workstation refers to a physical station - including a desk and a chair - that is specifically designed or suitable
for work-related activities, such as reading, writing, telephoning and PC work, which meets legal requirements
and that is adequate for permanent use.
NOTE 3 NFA refers to Net Floor Area as defined in EN 15221-6, Facility Management – Area and space
measurement in Facility Management.
5.2 Spatial benchmarks
In line with EN 15221-6, Facility Management – Part 6: Area and Space Measurement in Facility
Management, this section provides an overview of key spatial benchmarks that may be used in Facility
Management. For more details see Annex D – Collecting spatial data.
5.2.1 Primary spatial ratios
Net Floor Area per FTE (m2 NFA)
Net Floor Area per person (m2 NFA)
Net Floor Area per workstation (m2 NFA)
5.2.2 Secondary spatial ratios
Net Floor Area / Total Level Area (%)
Internal Area / Total Level Area (%)
Gross Floor Area / Total Level Area (%)
5.3 Environmental benchmarks
In line with “IPD Environment Code - Measuring the Environmental Performance of Buildings”, this section
provides an overview of key environmental benchmarks that may be used in Facility Management. For more
details see Annex E – Collecting environmental data.
5.3.1 Primary environmental ratios
Total CO2 emissions (tonnes per annum)
CO2 emissions per FTE (tonnes per annum)
CO2 emissions per m2 NFA (tonnes per annum)
5.3.2 Primary energy ratios
Total energy consumption (kWh per annum)
Energy consumption per FTE (kWh per annum)
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Energy consumption per m2 NFA (kWh per annum)
5.3.3 Primary water ratios
Total water usage (m3 per annum)
Water usage per FTE (m3 per annum)
Water usage per m2 NFA (m3 per annum)
5.3.4 Primary waste ratios
Total waste production (tonnes per annum)
Waste production per FTE (tonnes per annum)
Waste production per m2 NFA (tonnes per annum)
5.3.5 Other environmental scores
Space and Environment
Outdoors and Environment
Workplace and Environment
Utilities and Environment
Health & Safety and Environment
Mobility and Environment
Procurement and Environment
BREEAM-is-use indication
5.4 Service quality benchmarks
In line with EN 15221-3, Facility Management – Part 3: Gu
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