prEN ISO 41012

SLOVENSKI STANDARD
01-april-2026
Upravljanje objektov - Navodilo za strateško nabavo in pripravo dogovorov
(ISO/DIS 41012:2026)
Facility management - Guidance on strategic sourcing and the development of
agreements (ISO/DIS 41012:2026)
Facility-Management - Leitfaden zur strategischen Beschaffung und der Entwicklung von
Vereinbarungen (ISO/DIS 41012:2026)
Facility management - Recommandations relatives au processus d'approvisionnement
stratégique et d'élaboration des accords (ISO/DIS 41012:2026)
Ta slovenski standard je istoveten z: prEN ISO 41012
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.

DRAFT
International
Standard
ISO/DIS 41012
ISO/TC 267
Facility management — Guidance
Secretariat: BSI
on strategic sourcing and the
Voting begins on:
development of agreements
2026-02-03
Facility management — Recommandations relatives au processus
Voting terminates on:
d'approvisionnement stratégique et d'élaboration des accords
2026-04-28
ICS: 03.080.10
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FOR COMMENTS AND APPROVAL. IT
IS THEREFORE SUBJECT TO CHANGE
AND MAY NOT BE REFERRED TO AS AN
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PUBLISHED AS SUCH.
This document is circulated as received from the committee secretariat.
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Reference number
ISO/DIS 41012:2026(en)
DRAFT
ISO/DIS 41012:2026(en)
International
Standard
ISO/DIS 41012
ISO/TC 267
Facility management — Guidance
Secretariat: BSI
on strategic sourcing and the
Voting begins on:
development of agreements
Facility management — Recommandations relatives au processus
Voting terminates on:
d'approvisionnement stratégique et d'élaboration des accords
ICS: 03.080.10
THIS DOCUMENT IS A DRAFT CIRCULATED
FOR COMMENTS AND APPROVAL. IT
IS THEREFORE SUBJECT TO CHANGE
AND MAY NOT BE REFERRED TO AS AN
INTERNATIONAL STANDARD UNTIL
PUBLISHED AS SUCH.
This document is circulated as received from the committee secretariat.
IN ADDITION TO THEIR EVALUATION AS
BEING ACCEPTABLE FOR INDUSTRIAL,
© ISO 2026
TECHNOLOGICAL, COMMERCIAL AND
USER PURPOSES, DRAFT INTERNATIONAL
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
STANDARDS MAY ON OCCASION HAVE TO
ISO/CEN PARALLEL PROCESSING
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Published in Switzerland Reference number
ISO/DIS 41012:2026(en)
ii
ISO/DIS 41012:2026(en)
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 . 2
4.1 Sourcing strategy .2
4.2 Sourcing Risk Assessment . .3
4.3 Strategic, tactical and operational level .5
4.3.1 General .5
4.3.2 Strategic level .5
4.3.3 Tactical level .6
4.3.4 Operational level .6
5 Strategic sourcing process in FM . 6
5.1 Process flow chart .6
5.2 Identify and analyse current and future needs and expectations .7
5.3 Translate needs into requirements .9
5.4 Determine the service levels .10
5.5 Identify service delivery options .11
5.6 Business case development and analysis . 12
5.6.1 General . 12
5.6.2 Financial considerations . 12
5.6.3 Estimate costs . 13
5.7 Pricing Strategy . 13
5.7.1 General . 13
5.7.2 Price and rate mechanisms . 13
5.7.3 Performance-based payments . 13
5.8 Establish a business case for service options .14
5.9 Select preferred sourcing/service delivery option .14
6 Facility service provision .15
6.1 Investment strategy . 15
6.2 Principle options .16
6.3 Internal service provision .16
6.4 External service provision .17
7 Main characteristics of FM agreements .18
7.1 General .18
7.2 Different levels of agreement.19
7.3 Essential components .19
7.3.1 Term .19
7.3.2 Subcontracting . 20
7.3.3 Allocation of management responsibility and communication . 20
7.3.4 Service levels agreements (SLAs) . 20
7.3.5 Termination of agreements. 20
7.4 Agreement structure and content . 20
8 Common considerations in agreements .20
8.1 Flexibility. 20
8.2 Performance criteria .21
8.3 Information responsibilities .21
8.4 Reporting and auditing procedures.21
8.5 Continuous improvement, best practice and innovation .21
8.6 Communication .21
8.7 Regulations . 22

iii
ISO/DIS 41012:2026(en)
8.8 Corporate standards . 22
8.9 Termination of agreements . 22
9 Procurement phase .22
10 Implementation phase .22
10.1 Mobilization phase . 22
10.2 Validation phase . 23
11 Operational phase .23
11.1 Stage 1: Transition. . 23
11.2 Stage 2: Optimization . 23
11.3 Termination and demobilisation phase .24
12 Measure performance of service delivery .24
12.1 General .24
12.2 Measuring effectiveness .24
12.3 Outcomes . 25
Annex A (informative) Example of requirements for a service .26
Annex B (informative) Example of business case content .28
Annex C (informative) Structure of an agreement — General clauses .30
Annex D (informative) Service level agreements — Benefits, preparation and structure of an
agreement (SLA clauses) . 41
Annex E (informative) Price and rate mechanisms . 51
Annex F (informative) External Procurement for FM services .53
Bibliography .60

iv
ISO/DIS 41012:2026(en)
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.4
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:
www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 267, Facility management

v
ISO/DIS 41012:2026(en)
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 to identify and select the most appropriate
resources for the design, sourcing and delivery of FM.
This document provides guidance on the overall strategic sourcing process and on how to prepare and
implement adequate internal or external FM agreements. The Figure 1 below provides an overview of the
logical sequence of this document.
Figure 1 — ISO 41012 logical sequence
This document also provides guidance on:
— types of agreements;
— development, structure and contents of agreements;

vi
ISO/DIS 41012:2026(en)
— 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 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 jurisdictions / national rules and regulations, and are based on a
generic platform.
This document covers general demand organization requirements and the FM should apply this standard
within their own context. 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.

vii
DRAFT International Standard ISO/DIS 41012:2026(en)
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:
— different sourcing strategies and considerations to determine the best for the demanding organization;
— 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 and the following apply.
ISO and IEC maintain terminological 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
Strategic Sourcing
The process undertaken by the DO to come to a strategic decision about the nature of FM service delivery.

ISO/DIS 41012:2026(en)
3.2
Key Performance Area
Core activity domains that contribute significantly to achieving strategic objectives.
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 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 characteristics;
— operational interdependencies;
— availability of in-house FM expertise;
— the availability and capability of various supply options;
— corporate policies;
— Regulatory/legal compliance requirements;
— organizational culture and management style;
— reporting requirements and management information systems;
— DO objectives on a strategic and operational level;
— innovation;
— corporate and real estate strategy;
— FM strategy;
As most organizations live in an environment of dynamic change, these sourcing processes should be
reviewed regularly and at all times be closely linked to the organization’s overall business strategy.
It is vital that adequate FM competence is available within the demand organization (DO) 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;
ISO/DIS 41012:2026(en)
— appropriate knowledge of FM;
— procurement skills;
— understand the regulatory/legal compliance requirements;
— environmental, social and cultural awareness;
To ensure an optimum outcome through each state of the process, it is important to engage the appropriately
competent expertise to ensure exposure to the broadest potential opportunities are made available also in
the procurement phase of the process.
4.2 Sourcing Risk Assessment
Risk analysis is a process that is used to understand the nature, sources and causes of risk. A careful
evaluation will ensure foreseeable risks are identified, quantified and, where possible eliminated. It is
also used to study impacts and consequences. The level of detail and complexity applied to the review will
depend upon the potential impact.
ISO 31000 defines risk as "the effect of uncertainty on objectives". Incorporating risk assessment and
management into strategic sourcing and the development of agreements enables the demand organization
and delivery organization(s) to incorporate and address potential threats and opportunities in a structured
manner. In addition to identifying risks, it is important to assess probability, impact and consequence so that
they can be incorporated into strategic planning, decision making and the overall strategic sourcing and
agreement process.
The demand organization should consider potential risks during development of the sourcing strategy
and modify as appropriate on the basis of improved knowledge during the procurement phase of the
process, eventual supplier selection and negotiation and through ongoing governance. The level of detail
and complexity applied to the risk assessment will depend upon risk complexity, probability, impact and
potential consequence.
A key objective is to ensure that risk is allocated and apportioned to the organization best able to manage or
mitigate each risk to a level acceptable to the demand organization.
Areas to consider during the risk assessment should be comprehensive enough to meet the needs of the
demand organization and the service or activity being sourced. The assessment may include but not be
limited to the following:
— Political Risk:
— Prevailing current and expected political climate to services being sourced
— Other political and regulatory risks that may impact ability to deliver
— Economic Risk:
— Economic climate
— Inflation and potential impact to agreement
— Market Risk:
— Supplier power and concentration
— Purchasing power
— Market practices
ISO/DIS 41012:2026(en)
— General competencies of suppliers for service being procured within the market
— Technology Risk:
— Availability and maturity of technology to support delivery of service over life of agreement
— Ownership of technology by supplier or demand organizasion
— Legal Risk:
— Jurisdictional / Country legal risk
— Maturity of contracting arrangements
— Local familiarity with sourcing contract types, strategies and relationships
More specific risks for the demand organization to consider may include:
— Demand Organization Expertise
— Compliance risk
— Business Continuity
— Intellectual Property
— Reputational Risk
— Health & Safety
— Ethics
— Brand of Demand Organization and potential suppliers
— Operational
— Mutual dependency (share of demand organization spend and share of supplier revenue)
— Transition risk from change in delivery from internal to third party or between third parties
— Risks associated with the service or activity being sourced:
— Portfolio data and/or assets
— Quality of information on service to be sourced
— Local service provider competencies
— Safety or compliance implications for specific service
— Impact of service on other Demand Organization operations
NOTE For specific risk management information, see ISO 31000 and ISO 41014 Para. 4.4
The demand organization should consider the potential risk elements prior to implementing an agreement.
All foreseeable risk elements should be considered to ensure the following (among other considerations):
— that the impact of needs are fully defined;
— translation of needs and constraints into requirement and specifications/service level, e.g.:
— data on the property portfolio and/or built environment;
— information on initial and long term cost implications;
— competences in the demand organization;

ISO/DIS 41012:2026(en)
— competences by the service provider;
— resources;
— health, safety and environment;
— health & safety
— security;
— funding;
— IT system, hardware and communication technology/integration;
— due diligence;
— coordinated design, construction and transfer to usage;
— coordinated disaster recovery planning (natural and business related);
— business continuity planning and management;
— corporate governance;
Throughout a strategic sourcing process, several choices and decisions are made that can have impact on
risks and opportunities in the project. A risk based approach to FM means that risk analysis needs to be
repeated throughout the process of strategic sourcing as well as FM services at specific milestones, at a level
appropriate for the relevant milestone.
4.3 Strategic, tactical and operational level
4.3.1 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
a core business in relation to FM aspects, interpreting needs and demands, translating them into explicit
service and deliverables requirements. FM acts on the main three levels:
— strategic;
— tactical;
— operational.
NOTE “Strategic level”, “tactical level” and “operational level” are defined in ISO 41011.
4.3.2 Strategic level
At the strategic level, the aim is to achieve the strategic objectives of the organization in the long term by
means of:
— establish the FM strategy and sourcing strategy in accordance with the organization’s strategy;
— policy-making, elaborating guidelines for space, built environments, processes and services;
— initiating risk analysis and mitigation and providing the direction to adapt to changes in the organization;
— establish 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;

ISO/DIS 41012:2026(en)
— providing advisory services to demand organization;
— making procurement decisions, including establishing the re-procurement criteria
4.3.3 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 strategic FM objectives into operational level requirements;
— establishing the service level agreements (SLAs);
— establishing the 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.
4.3.4 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 Strategic sourcing process in FM
5.1 Process flow chart
The Strategic Sourcing process consists of a number of steps described in Clauses 5 to 10, as illustrated in
Figure 2.
ISO/DIS 41012:2026(en)
The decision making is often a result of each stage or step and those decisions inform subsequent stages or
steps.
Figure 2 — Strategic Sourcing process overview
5.2 Identify and analyse current and future needs and expectations
This step of the Strategic Sourcing process is shown in Figure 3.

ISO/DIS 41012:2026(en)
Figure 3 — Strategic 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, current
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);
— 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 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 of the DO.
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;

ISO/DIS 41012:2026(en)
— 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 built enviroments;
— 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;
— 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
Etc.
5.3 Translate needs into requirements
This step of the strategic sourcing process is shown in Figure 4.
Figure 4 — Strategic 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.
ISO/DIS 41012:2026(en)
The scope of facility services may include a single service (out-tasking) 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 should be considered and
actioned:
— 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 strategic sourcing process is shown in Figure 5.
Figure 5 — Strategic 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 measures. Two key
elements are fundamental in creating effective service levels:
a) the expectations should be practical and achievable;
b) the expectations should acknowledge that there is a relationship between the service level agreement
and the resources needed to meet the level of service.
The service levels should relate to each requirement meeting a need of the DO’s 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;
...