EN ISO 41012:2018

SLOVENSKI STANDARD
01-oktober-2018
1DGRPHãþD
SIST EN 15221-2:2007
Upravljanje objektov - Navodilo za strateško nabavo in pripravo dogovorov (ISO
41012:2017)
Facility management - Guidance on strategic sourcing and the development of
agreements (ISO 41012:2017)
Facility Management - Leitfaden zur strategischen Beschaffung und der Entwicklung von
Vereinbarungen (ISO 41012:2017)
Facility management - Directives sur le procédé d'approvisionnement stratégique et
d'élaboration des accords (ISO 41012:2017)
Ta slovenski standard je istoveten z: EN ISO 41012:2018
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 ISO 41012
EUROPEAN STANDARD
NORME EUROPÉENNE
June 2018
EUROPÄISCHE NORM
ICS 03.080.10 Supersedes EN 15221-2:2006
English Version
Facility management - Guidance on strategic sourcing and
the development of agreements (ISO 41012:2017)
Facility management - Directives sur le procédé Facility Management - Leitfaden zur strategischen
d'approvisionnement stratégique et d'élaboration des Beschaffung und der Entwicklung von Vereinbarungen
accords (ISO 41012:2017) (ISO 41012:2017)
This European Standard was approved by CEN on 6 April 2018.

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, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey 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
© 2018 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 41012:2018 E
worldwide for CEN national Members.

Contents Page
European foreword . 3

European foreword
The text of ISO 41012:2017 has been prepared by Technical Committee ISO/TC 267 “Facility
management” of the International Organization for Standardization (ISO) and has been taken over as
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 December 2018, and conflicting national standards
shall be withdrawn at the latest by December 2018.
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 15221-2:2006.
According to the CEN-CENELEC Internal Regulations, the national standards organizations 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, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and the United Kingdom.
Endorsement notice
The text of ISO 41012:2017 has been approved by CEN as EN ISO 41012:2018 without any modification.

INTERNATIONAL ISO
STANDARD 41012
First edition
2017-04
Facility management — Guidance
on strategic sourcing and the
development of agreements
Facility management — Directives sur le procédé
d’approvisionnement stratégique et d’élaboration des accords
Reference number
ISO 41012:2017(E)
©
ISO 2017
ISO 41012:2017(E)
© ISO 2017, Published in Switzerland
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form
or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior
written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of
the requester.
ISO copyright office
Ch. de Blandonnet 8 • CP 401
CH-1214 Vernier, Geneva, Switzerland
Tel. +41 22 749 01 11
Fax +41 22 749 09 47
copyright@iso.org
www.iso.org
ii © ISO 2017 – All rights reserved

ISO 41012:2017(E)
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Sourcing strategy and understanding the core business context . 1
4.1 Sourcing strategy . 1
4.2 Strategic, tactical and operational level . 3
4.2.1 General. 3
4.2.2 Strategic level . 3
4.2.3 Tactical level . . 3
4.2.4 Operational level . 4
5 Sourcing process in FM . 4
5.1 Process flow chart . 4
5.2 Identify and analyse current and future needs and expectations . 5
5.3 Translate needs into requirements . 7
5.4 Determine the service levels . 7
5.5 Identify service delivery options . 9
5.6 Business case development and analysis .10
5.6.1 General.10
5.6.2 Financial considerations .10
5.6.3 Investment strategy .10
5.6.4 Estimate costs and added value .11
5.6.5 Pricing strategy .11
5.6.6 Risk analysis .12
5.6.7 Different levels of agreement .13
5.6.8 Project strategy .13
5.6.9 Establish a business case for service options .13
5.7 Select preferred sourcing/service delivery option .14
6 Facility service provision .15
6.1 Principle options .15
6.2 Internal service provision .16
6.3 External service provision .16
7 Main characteristics of FM agreements .17
7.1 General .17
7.2 Essential components .18
7.2.1 Term .18
7.2.2 Subcontracting .18
7.2.3 Allocation of management responsibility and communication .18
7.2.4 Service levels agreements (SLAs) .19
7.2.5 Termination of contracts . .19
7.3 Agreement structure and content .19
8 Common considerations in agreements .19
8.1 Flexibility .19
8.2 Performance criteria .19
8.3 Information responsibilities.20
8.4 Reporting and auditing procedures .20
8.5 Continuous improvement, best practice and innovation .20
8.6 Asset replacement and project activity.20
8.7 Communication .20
8.8 Regulations .20
ISO 41012:2017(E)
8.9 Corporate standards.21
8.10 Termination of agreements .21
9 Preparation and development of an agreement .21
9.1 General .21
9.2 Preparation phase .22
9.3 Pre-qualification phase .22
9.4 Tender/negotiation phase .22
9.5 Agreement preparation phase .22
9.6 Signature phase .22
9.7 Implementation phase .22
9.7.1 Mobilization phase .22
9.7.2 Validation phase .23
9.7.3 Operational phase .23
9.7.4 Termination phase .23
10 Measure service provision performance .23
10.1 General .23
10.2 Measuring effectiveness .24
10.3 Outputs .24
Annex A (informative) Example of requirements for a service .25
Annex B (informative) Example of business case content .26
Annex C (informative) Structure of an agreement — General clauses .27
Annex D (informative) Service level agreements — Benefits, preparation and structure of
an agreement (SLA clauses) .40
Bibliography .52
iv © ISO 2017 – All rights reserved

ISO 41012:2017(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/ patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation on the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO’s adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following
URL: w w w . i s o .org/ iso/ foreword .html.
This document was prepared by Technical Committee ISO/TC 267, Facility management.
ISO 41012:2017(E)
Introduction
The International Standards on facility management (FM) developed by ISO/TC 267 describe the
characteristics of facility management and are intended for use in both the private and public sectors.
NOTE The terms “facility management” and “facilities management” can be used interchangeably.
International cooperation in the preparation of these International Standards has identified common
practices that can be applied across a wide variety of market sectors, organizational types, process
activities and geographies, and their implementation will help to:
— improve quality, productivity and financial performance;
— enhance sustainability and reduce negative environmental impact;
— develop functional and motivating work environments;
— maintain regulatory compliance and provide safe workplaces;
— optimize life cycle performance and costs;
— improve resilience and relevance;
— project an organization’s identity and image more successfully.
FM and related goods and services support the achievement of core organizational activities and
objectives. The purpose of this document is to enable organizations identify and select the most
appropriate options for the design, sourcing and delivery of FM. This document provides step-by-step
guidance on the overall strategic sourcing process and on how to prepare and implement adequate
internal or external FM agreements.
This document also provides guidance on:
— types of agreements;
— development, structure and contents of agreements;
— clarification of definitions, where appropriate.
This document promotes a methodology from a strategic level to an operational level, with examples
and check lists. The application of this sourcing approach is intended to contribute significantly to
adding value and optimizing costs of operations for FM professionals and procurement, finance and
senior management teams.
Annexes A and B give examples of requirements for typical services and of a business case. Annexes C
and D provide general and specific clauses and structured checklists for typical agreements. These
annexes facilitate the selection of important clauses and preferences in the development of agreements,
which allow for differences in origin, purpose and national rules and regulations, and are based on a
generic platform.
This document is primarily written for complex in-house or externally procured services, and might
need to be scaled down if used for smaller projects. Not all information in this document will be
applicable to every FM process or agreement.
In this document, references to “agreement”, “service” or “service provider” are specific to FM and
facility services agreement, facility service or facility service provider (internal or external). Any
reference to a single service can also include multiple services.
vi © ISO 2017 – All rights reserved

INTERNATIONAL STANDARD ISO 41012:2017(E)
Facility management — Guidance on strategic sourcing and
the development of agreements
1 Scope
This document provides guidance on sourcing and development of agreements in facility management
(FM). It highlights:
— essential elements in FM sourcing processes;
— FM roles and responsibilities in sourcing processes;
— development processes and structures of typical agreement models.
This document is applicable to:
— strategic processes related to service and support functions for the core business;
— development of FM strategies;
— development of facility service provision agreements covering both public and private service
demand and internal and external production/delivery options;
— development of FM information systems;
— FM education and research;
— organization development and business re-engineering processes in major types of working
environments (e.g. industrial, commercial, administration, military, healthcare, accommodation).
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.
ISO 41011, Facility management — Vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 41011 apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at http:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
4 Sourcing strategy and understanding the core business context
4.1 Sourcing strategy
Aligning the structures and delivery of FM and support services provision with the demand
organization’s business strategy is critical to successfully achieving core business objectives. It is
ISO 41012:2017(E)
important that the FM organization analyses the demand organization’s strategy. An effective sourcing
process is important to achieve that objective.
Criteria that can have an impact on sourcing strategy include, but are not limited to:
— the competitive environment;
— value drivers (including cost/benefit analysis);
— the need for resource flexibility;
— business risk;
— reliability of supply chain / risk of over-reliance on single suppliers;
— operational interdependencies;
— availability of in-house FM expertise;
— the availability and capability of various supply options;
— corporate policies (e.g. environmental and corporate responsibility);
— regulatory compliance requirements and expected legal changes;
— organizational culture and management style;
— reporting requirements and management information systems;
— corporate targets on strategic and operative level;
— innovation;
— real estate and FM strategy;
— property portfolio.
As most organizations live in an environment of dynamic change, these sourcing processes should be
continuous and at all times be closely linked to the organization’s overall business strategy.
It is vital that adequate FM competence is available to support the sourcing process through internal
and/or external sources. These competences should include, but not be limited to:
— understand core business;
— analytic skills;
— management skills;
— communication skills;
— appropriate knowledge of FM;
— procurement skills;
— legal skills;
— environmental, social and cultural awareness;
— ability to evaluate services options and required outcomes.
2 © ISO 2017 – All rights reserved

ISO 41012:2017(E)
4.2 Strategic, tactical and operational level
4.2.1 General
In order to succeed and deliver required results, FM should be in close synchronization with the
mission, vision, objectives and domains of the core business. 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. FM acts on the main three levels:
— strategic;
— tactical;
— operational.
NOTE “Strategic level”, “tactical level” and “operational level” are defined in ISO 41011.
4.2.2 Strategic level
At the strategic level, the aim is to achieve the objectives of the organization in the long term by means of:
— defining the FM strategy in accordance with the organization’s strategy;
— policy-making, elaborating guidelines for space, assets, processes and services;
— active input and response;
— initiating risk analysis and mitigation and providing the direction to adapt to changes in the
organization;
— defining performance management policy and outcomes;
— assessing the impact of facility on the primary activities, external environment and community;
— maintaining relations with authorities and other stakeholders;
— approving business plans and budgets;
— providing advisory services to demand organization;
— defining re-procurement criteria;
— making procurement decisions.
4.2.3 Tactical level
At the tactical level, the aim is to implement the strategic objectives in the organization in the medium
term, e.g. through:
— administration;
— reporting (setting up and performing);
— recording (status and events);
— implementing and monitoring guidelines for strategies;
— developing business plans and budgets;
— translating FM objectives into operational level requirements;
— defining service level agreements (SLAs);
ISO 41012:2017(E)
— defining key performance indicators (KPIs);
— managing projects, processes and agreements;
— managing the FM teams;
— managing the services team;
— optimizing the use of resources;
— adapting to and reporting on changes and statuses;
— communicating with internal or external service providers on a tactical level.
4.2.4 Operational level
At the operational level, the aim is to create the required environment to the end users on a day-to-day
basis, e.g. through:
— delivering services in accordance with the SLA;
— monitoring and checking the service delivery processes;
— monitoring the service providers;
— receiving requests for service (e.g. via a help desk or service line);
— collecting data for performance evaluations, feedback and demands from end users;
— reporting to tactical level;
— communicating with internal or external service providers on an operational level.
5 Sourcing process in FM
5.1 Process flow chart
The sourcing process consists of the steps described in Clauses 5 to 10, as illustrated in Figure 1.
4 © ISO 2017 – All rights reserved

ISO 41012:2017(E)
Figure 1 — Sourcing process overview
5.2 Identify and analyse current and future needs and expectations
This step of the sourcing process is shown in Figure 2.
Figure 2 — Sourcing process: Identify and analyse current and future needs and expectations
The first step in the identification of needs is to understand the current conditions and establish a
baseline. It is imperative to have a good understanding of the current organizational structure and
capabilities, service delivery models, existing service contracts, and current performance measures.
The following additional elements of existing core business information are important in most sourcing
processes. As managing service supply may cover a very broad range of needs and demands of totally
different natures, FM related sourcing should acquire as a minimum the following information from the
demand organization:
— primary activities and core business, mission, vision, strategy and corporate values;
— key objectives of business/activities;
— geographical locations and areas of operation, building portfolio and space;
— strategic directions of the organization short/long term and its influence on, for example, building
portfolio, technical infrastructure, work force and competence;
— organizational culture, structure, governance and principles of decision making (local, regional,
global);
ISO 41012:2017(E)
— current and possible future (intended) corporate image and trademark;
— range and nature of core products/services and distribution (local, regional, global);
— strategic considerations related to sustainable environmental issues and social responsibilities;
— security, resilience and other risk concerns with decisive influence on strategic choices;
— customers, demand organizations and other stakeholders with decisive influence on strategic
choices;
— management of information for planning and controlling services;
— existing basis and arrangements for service provision and scope of services;
— the interface between the primary activities and support services;
— the “as is” situation: users’ expectations and satisfaction of present range and quality of services
provision;
— applicable statutory and legislative requirements.
It is essential that the organizational needs are clearly articulated and the ultimate objectives/goals are
documented before commencement of any FM sourcing activity.
It is also important to understand the critical opportunities and risks and to identify the consequences
current and future strategic decisions will have on the service and facility support demand of the core
business.
The FM organization should have information on:
— the top management’s impressions of the present FM-organization’s performance, service levels
and qualities;
— the strategic planning timeframe of the demand organization/business unit;
— changes in core strategies which, within their planning horizon, are expected to cause notable
impact on:
— stakeholders’ expectations;
— geographic representation;
— building portfolio/tenancies;
— sites and locations;
— workspace/workplace;
— products and distribution;
— technical infrastructures and other infrastructure assets;
— human resources and corporate culture and identity;
— security and operational risk issues;
— sustainability and environmental issues;
— social responsibilities;
— the most likely serious challenges and what impact they can have on needs and demand of service
and support;
— business objectives, main drivers and constraints;
6 © ISO 2017 – All rights reserved

ISO 41012:2017(E)
— split between core and non-core business;
— sustainability aspects;
— scope of services;
— innovation requirement;
— special service requirements and hazardous operations, where applicable;
— transitional arrangement;
— current service delivery model.
5.3 Translate needs into requirements
This step of the sourcing process is shown in Figure 3.
Figure 3 — Sourcing process: Translate needs into requirements
After an understanding of the needs of the core business is established, the scope of the facility service
or services to be provided needs to be defined. The translation of a need to a requirement is to identify
satisfaction criteria and corresponding service and/or goods.
See Annex A for examples of how to translate needs into requirements.
The scope of facility services may include a single service or a range of facility services.
All services supporting the primary activities should regularly be checked for relevance, adequate
performance and cost efficiency.
New service requirements can involve needs for knowledge and skills that have not been required
before, and it is important to include such resources early in the process. The following activities and
considerations should be carried out:
— check required and available data for assessment/estimation of service options to satisfy new
requirements;
— estimate volumes, specify preliminary service levels, quality and performance requirements for
new service provision and get verification/acceptance from top management;
— adjust volumes, service levels, quality and performance requirements on current service and
support in accordance with information from the primary activities;
— express performance requirements in measurable terms with corresponding/suggested
performance indicators, in order to compare agreed/decided performance requirements with
measured results;
— consider interdependencies between FM activities which are important for creating or retaining
synergies between them.
5.4 Determine the service levels
This step of the sourcing process is shown in Figure 4.
ISO 41012:2017(E)
Figure 4 — Sourcing process: Determine the service levels
After the demand requirements have been developed, the next step is to establish the level of service or
quality of performance to meet the requirements. The translation of requirements into specifications
will define the appropriate scope of work and required resources. Until the level of service is determined,
staffing levels or service provider provisions cannot be completely quantified.
The expected level of service needs to consider both qualitative and quantitative standards. There are
two key elements that are fundamental in creating effective service levels:
a) the expectations should be practical and achievable;
b) the expectations should acknowledge that the relationship between level of service and quantity of
resources needs to meet the level of service.
The service levels should relate to each requirement meeting a need of the core business. Performance
measures should be identified and clearly stated for all requirements. These performance measures
can be qualitative or quantitative, but should be sufficient to determine that needs and expectations
are being met or, if not, adequate to address gaps and requirements to improve performance.
A format and structure for service level requirements is included in Annex D.
The appropriate mix of service level performance measures defines the management metrics or KPIs
and can include some or all of the following:
— budget compliance/variance;
— response times (e.g. emergency, urgent and routine work);
— work completion rates;
— amount of proactive versus corrective (i.e. reactive) work;
— preventive maintenance compliance;
— safety inspection and testing compliance;
— staff/contractor utilization/productivity;
— level of cleanliness (internal and external);
— move and relocation management;
— project performance compliance;
— sustainability performance;
— system or equipment reliability;
— interruptions to operation;
— utilization of space or vacancy rates;
— energy conservation performance;
— life cycle performance of assets (i.e. meet expectations for useful life);
8 © ISO 2017 – All rights reserved

ISO 41012:2017(E)
— benchmarks;
— total costs of ownership.
The determination of performance indicators or management metrics should be established
independent of the method of service delivery discussed in 5.5.
At this point in the process, conclude and develop preferred service option(s) based on these
requirements.
NOTE For more guidance on quality in FM, see EN 15221-3.
5.5 Identify service delivery options
This step of the sourcing process is shown in Figure 5.
Figure 5 — Sourcing process: Identify service delivery options
There are three main options for service provision:
a) all services provided and distributed by an in-house FM organization;
b) all services outsourced on agreement(s) with one or more external service providers;
c) some services provided by an in-house FM organization and some by external service providers.
Even when all services are outsourced or out-tasked there should be an FM competence available within
the demand organization.
There are a number of important issues that need to be closely analysed before finally deciding whether
a service should be sourced by in-house staff or procured from an external provider, including the
following:
— Does the organization have the staff levels, capabilities, skills, knowledge, organizational and
supervisory structure, and supporting facility and tools to meet internal service provision
requirements?
— Does the market offer the total range of services with the quality specifications which are required
by the primary activities, or only partly?
— Will the organization be operating in regions where there is no qualified market offers for the
required services?
— Is the value of demand for the required service(s) large enough to keep an economical viable
competence level and an in-house organized production capacity compared with what the market
offers for similar services?
— Are there special considerations to secure business continuity or specific security measures which
only can be satisfied by keeping the appropriate service(s) produced by in-house resources?
— Are there principal strategic decisions or considerations of political, cultural or other social aspects
which are mandatory and/or override conclusions on one or more of the questions above?
ISO 41012:2017(E)
5.6 Business case development and analysis
5.6.1 General
This step of the sourcing process is shown in Figure 6.
Figure 6 — Sourcing process: Business case development and analysis
The next step in the sourcing process includes the development of a business case which summarizes
the scope, benefits, value, financial implications and risks of a proposed solution to a business need.
5.6.2 Financial considerations
There are a number of important financial considerations to be closely analysed before finally deciding
whether a service should be sourced by internal production or alternatively purchased from an external
provider, including the following:
— Is there sufficient demand/scope (“critical mass”) to organize and produce services with internal
resources, or alternatively create sufficient competitive interest in the market for external provision?
— Is internal production cost (covering both direct and indirect cost/overhead) adequately understood
and documented?
— Does business case and or financial analysis deliver a positive advantage or added value?
— For an extended or amended service, can the historic costs be accurately extrapolated to provide a
clear projection of future costs?
— Are there strategic decisions/policies that affect the acceptable level of cost?
— Are there other related investments that will affect the cost assessments?
5.6.3 Investment strategy
The demand organization should determine the required facility operating model to meet their
asset/equipment investment strategy.
The implications of any strategy chosen should be discussed with the service provider, including the
ownership, right of use, operation, maintenance and ending of obligations that need to be agreed upon
for the investment, in relation to the terms of the agreement.
Investment strategy should include a clear investment model. It should also include an adaptive asset
management strategy or plan and a continuous follow up on maintenance.
At a strate
...