EN ISO 41014:2020

SLOVENSKI STANDARD
01-december-2020
Upravljanje objektov in storitev - Razvoj strategije upravljanja objektov in storitev
(ISO 41014:2020)
Facility management - Development of facility management strategy (ISO 41014:2020)
Facility Management - Entwicklung einer Facility Management Strategie (ISO
41014:2020)
Facility management - Élaboration de la stratégie de facility management (ISO
41014:2020)
Ta slovenski standard je istoveten z: EN ISO 41014:2020
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 41014
EUROPEAN STANDARD
NORME EUROPÉENNE
September 2020
EUROPÄISCHE NORM
ICS 03.080.10
English Version
Facility management - Development of facility
management strategy (ISO 41014:2020)
Facility management - Élaboration d'une stratégie de Facility Management - Entwicklung einer Facility
facility management (ISO 41014:2020) Management Strategie (ISO 41014:2020)
This European Standard was approved by CEN on 30 June 2020.

CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this
European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references
concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN
member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by
translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management
Centre has the same status as the official versions.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway,
Poland, Portugal, Republic of North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, 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
© 2020 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 41014:2020 E
worldwide for CEN national Members.

Contents Page
European foreword . 3

European foreword
This document (EN ISO 41014:2020) has been prepared by Technical Committee ISO/TC 267 "Facility
management" in collaboration with Technical Committee CEN/TC 348 “Facility Management” the
secretariat of which is held by SN.
This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by March 2021, and conflicting national standards shall
be withdrawn at the latest by March 2021.
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.
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, France, Germany, Greece, Hungary, Iceland,
Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Republic of
North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the
United Kingdom.
Endorsement notice
The text of ISO 41014:2020 has been approved by CEN as EN ISO 41014:2020 without any modification.

INTERNATIONAL ISO
STANDARD 41014
First edition
2020-09
Facility management — Development
of a facility management strategy
Facility management — Élaboration d'une stratégie de facility
management
Reference number
ISO 41014:2020(E)
©
ISO 2020
ISO 41014:2020(E)
© ISO 2020
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
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Published in Switzerland
ii © ISO 2020 – All rights reserved

ISO 41014:2020(E)
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms, definitions and abbreviated terms . 1
3.1 Terms related to facility management . 1
3.2 Terms related to assets . 2
3.3 Terms related to people . 2
3.4 Terms related to sourcing . 3
3.5 Terms related to process . 3
3.6 Terms related to finance . 4
3.7 Terms related to general business . 4
3.8 Terms related to measurement . 5
3.9 Abbreviated terms . 6
4 Understanding the demand organization . 6
4.1 Organization . 6
4.1.1 General. 6
4.1.2 Structure . 7
4.1.3 Human capital . 7
4.1.4 Value system and organizational culture . 7
4.1.5 Management style . 8
4.2 Governance . 8
4.2.1 General. 8
4.2.2 Ownership and use . 8
4.2.3 Leadership . 8
4.2.4 Regulation and compliance . 8
4.2.5 Policy and procedures . 8
4.2.6 Maturity of activities, processes and systems . 9
4.3 Context . 9
4.3.1 General. 9
4.3.2 Business strategy . 9
4.3.3 Objectives, needs, constraints and value drivers .10
4.3.4 Measuring success .10
4.3.5 Performance metrics .11
4.3.6 Markets and competitive analysis .11
4.3.7 Relationship between core and non-core activities .11
4.3.8 Target operating model .11
4.3.9 Current and planned non-core activities .12
4.3.10 Targets for improvement .12
4.3.11 Information and communication technology .12
4.3.12 Information management .12
4.4 Risk management .12
4.4.1 Threats and opportunities .12
4.4.2 Continuity and recovery planning .13
4.5 Strategic alignment .14
5 Developing FM requirements .14
5.1 Current and future interest in facilities .14
5.1.1 General.14
5.1.2 Nature of facilities .14
5.1.3 Sustainable space provision .18
5.2 Maturity of FM .18
5.2.1 General.18
ISO 41014:2020(E)
5.2.2 Current competences .18
5.2.3 Targets for improvement .19
5.3 Briefing for refurbished or new facilities .19
5.4 Stakeholders .20
5.4.1 General.20
5.4.2 Facility users .20
5.4.3 Level of specification .20
5.5 Accessibility, inclusiveness and equalities .20
5.6 Functional requirements .21
5.7 Scope of services .21
5.7.1 General.21
5.7.2 Technical services .21
5.7.3 Business support .21
5.7.4 Integrator model .22
5.8 Service specifications .22
5.9 Outputs and targets .22
5.9.1 General.22
5.9.2 Environmental performance .23
5.9.3 Social performance .23
5.9.4 Economic performance .23
5.10 Service levels .23
5.11 Service delivery options .23
5.12 Sourcing .24
5.12.1 General.24
5.12.2 Internal service provision .24
5.12.3 External service provision .24
5.13 Innovations in service delivery .25
5.14 Market audit .25
5.15 Verification and feedback .25
6 Formulating the FM strategy .25
6.1 Compiling the strategy .25
6.2 Format and content .26
6.3 Budgetary requirements .26
6.4 Procurement .27
6.5 Communication and feedback .28
6.6 Implementation plan .28
7 Managing performance .28
7.1 Monitoring and control of performance .28
7.2 Performance indicators .29
7.3 Performance measurement.29
7.4 Performance review .29
7.5 Corrective actions .29
7.6 Feedback and lessons learned .29
8 Improving outcomes .30
8.1 Applying lessons learned .30
8.2 Reassessing outputs and targets .30
8.3 Updating the FM strategy .30
8.4 Updating the FM policy .30
Annex A (informative) Examples of threats and opportunities .31
Annex B (informative) Examples of factors affecting business strategy .33
Annex C (informative) Considerations when formalizing the FM strategy document .35
Annex D (informative) Example of an FM strategy.37
Bibliography .40
Index .41
iv © ISO 2020 – All rights reserved

ISO 41014:2020(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 of 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 www .iso .org/
iso/ foreword .html.
This document was prepared by Technical Committee ISO/TC 267, Facility management, in collaboration
with the European Committee for Standardization (CEN) Technical Committee CEN/TC 348, Facility
Management, in accordance with the Agreement on technical cooperation between ISO and CEN
(Vienna Agreement).
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/ members .html.
ISO 41014:2020(E)
Introduction
0.1  General
Facility management (FM) integrates multiple disciplines in order to have an influence on the efficiency
and productivity of economies of societies, communities and organizations, as well as the manner in
which individuals interact with the built environment. FM affects the safety, well-being and quality
of life of much of the world’s societies and population through the services it manages and delivers
(see ISO 41001).
NOTE 1 FM is defined as an organizational function which integrates people, place and process within the
built environment with the purpose of improving the quality of life of people and the productivity of the core
business (see ISO 41011:2017, 3.1.1).
FM is of strategic importance because it directly supports a demand organization’s core business
strategy, enabling its objectives and plans to be realized through the management of facilities that are
safe, reliable, efficient, cost effective and sustainable.
NOTE 2 A demand organization is an entity which has a need and the authority to incur costs to have
requirements met (see ISO 41011:2017, 3.3.1.1), e.g. a facility owner, operator, owner-operator, tenant or, in some
cases, a managing agent acting on behalf of an owner.
This document refers to the demand organization and to the organization responsible for FM and
facility services. A distinction is necessary because of the variable nature in which FM is organized
and where facility services are delivered through personnel within the demand organization, through
external service providers or a combination of the two.
The guidance in this document applies principally to the organization responsible for FM. In situations
where there is presently no formal FM organization, a person (or body) should be appointed to take an
active role in developing the strategy for FM.
ISO 41001 makes reference to a strategy for FM and sets this in the context of an FM management system.
The benefits of developing a strategy for FM include:
— improved understanding of the demand organization’s objectives, needs and constraints and an
appropriate approach to FM and facility services;
— reduced likelihood of a disconnect between the demand organization’s objectives and needs and the
means to support them;
— alignment between FM requirements and the demand organization’s core business activities;
— improved efficiency in the management of FM in general and in the delivery of facility services in
particular;
— consistent management practices from a methodology for developing a strategy for FM that is
transparent, reproducible and measurable;
— a baseline for measuring improvement in the operational effectiveness of FM and its contribution to
the core business of the demand organization;
— contribution to the cost-efficiency of the demand organization and, where applicable, its
competitiveness;
— contribution to sustainability through the more efficient use of scarce resources.
This document is intended to fill a gap in the current provision of guidance to enable the most
appropriate approach to FM and facility services to be determined. The aim is to promote awareness,
competence development and expertise by providing strategic advice on the decisions affecting the
management of facilities and/or the delivery of facility services.
vi © ISO 2020 – All rights reserved

ISO 41014:2020(E)
Specifically, this document is applicable to any FM organization that wishes to:
— utilize a methodology for developing a strategy for FM;
— assure itself of the alignment of the FM strategy with the core business strategy of the demand
organization;
— demonstrate conformity with this document by:
— making a self-determination and self-declaration;
— seeking confirmation of its conformity by parties having an interest in the FM organization;
— seeking confirmation of its self-declaration by a party external to the FM organization.
This document provides guidance for internal or external audit programmes. Users of this document
can compare practices for developing a strategy for their FM with an internationally recognized
benchmark, providing sound principles for the effective management of those practices.
0.2  Process approach
This document provides a common basis for understanding the factors that the FM organization should
consider when developing a strategy for FM. It promotes a methodology to assist the FM organization in
determining the most appropriate approach to, and arrangements for, the development of a strategy as
a basis for the subsequent implementation of tactical and operational FM requirements to support the
demand organization’s core business, primarily its business activities.
This document emphasizes the decisions, activities, information, data and stakeholders that have to be
coordinated into a manageable process for the development of a strategy for FM and the stages within
it, including:
— understanding the demand organization: context, governance, risk management and strategic
alignment (see Clause 4);
— developing FM requirements: interest in facilities, maturity of FM, stakeholders, priorities,
functional requirements, services, delivery options and sourcing (see Clause 5);
— formulating the FM strategy: compiling the strategy, its format and content, budgetary requirements,
procurement, communication, feedback and implementation (see Clause 6);
— managing performance: monitoring and control, performance indicators, measurement, review,
corrective actions and lessons learned (see Clause 7);
— improving outcomes: applying lessons learned, reassessing outputs and targets, updating the
strategy and policy (see Clause 8).
When adopting a process approach to the development of a strategy, it can be helpful to consider
three phases: analysis, solution and implementation. These are covered by Clause 4, Clause 5 and
Clauses 6 to 8, respectively.
The methodology is intended to be scalable, meaning that this document’s provisions are applicable to
any FM organization to a greater or lesser extent. As such, the FM organization can determine which of
the provisions apply fully or partially to the development of the FM strategy in line with the objectives,
needs and constraints of the demand organization’s core business and the type, size, complexity,
condition and geographical location of its facilities.
Similarly, the responsibility for the analysis, solution and implementation of the FM strategy can vary
within organizations, depending on their structure and contractual scope. A responsibility assignment
matrix can be used to allocate roles within the core business, the FM organization and service providers,
as appropriate, for developing the FM strategy.
INTERNATIONAL STANDARD ISO 41014:2020(E)
Facility management — Development of a facility
management strategy
1 Scope
This document gives guidelines for the development of a strategy for facility management (FM) when
the FM organization:
a) intends to ensure alignment between FM requirements and the objectives, needs and constraints
of the demand organization’s core business;
b) wants to improve the usefulness and benefits provided by the facilities for the betterment of the
demand organization and its core business;
c) aims to meet the needs of stakeholders and applicable provisions consistently;
d) aims to be sustainable in a globally competitive environment.
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, definitions and abbreviated terms
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 http:// www .electropedia .org/
3.1 Terms related to facility management
3.1.1
facility management strategy
statement expressing the analysed needs of the demand organization, proposed facility management
solution(s) and outline plan for implementation
3.1.2
facility management organization
FM organization
entity responsible for facility management
3.1.3
integrator model
arrangement in which a single supply chain partner engages, coordinates and controls key service
providers across a range of business support functions
ISO 41014:2020(E)
3.1.4
post-occupancy evaluation
process of evaluating a facility after it has been completed and is in use to understand its actual
performance against that required and to capture lessons learned (3.5.5)
3.1.5
serviced workspace
serviced workplace
space that is equipped for immediate use usually on flexible terms and conditions
3.1.6
sustainable space provision
requirement for space that is necessary and affordable into the future against environment, social and
economic criteria
3.1.7
target operating model
arrangement for delivering an organization’s business strategy expressed in terms of the people,
processes, data and technology required to deliver that strategy
3.1.8
workplace management
activities that optimize the use of a workplace
3.2 Terms related to assets
3.2.1
digital asset
data set describing an asset that is not necessarily physical
[SOURCE: ISO/TS 18101-1:2019, 3.10, modified — The example has been deleted.]
3.2.2
operability
capability of being used or operated effectively to provide an intended result or function
[SOURCE: ISO 22902-1:2006, 3.1.63]
3.3 Terms related to people
3.3.1
communication plan
documented description and communication needs of stakeholders
[SOURCE: ISO/TR 21506:2018, 3.11]
3.3.2
cross-cultural impact
effect on an individual, group or community when different cultures are combined
3.3.3
human capital
value of the collective knowledge, skills and abilities of an organization’s people
[SOURCE: ISO 30400:2016, 4.1]
2 © ISO 2020 – All rights reserved

ISO 41014:2020(E)
3.3.4
responsibility assignment matrix
documented structure that shows the allocation of delegated work responsibilities designated for
delivery of scope or benefits
Note 1 to entry: RACI and RASCI are example responsibility matrices where, typically, R = responsible,
A = accountable, S = supported, C = consulted and I = informed.
[SOURCE: ISO 21511:2018, 3.10, modified — Note 1 to entry has been added.]
3.3.5
stakeholder impact assessment
method for evaluating the influence or other attributes that stakeholders possess in relation to an
organization, facility or project
3.3.6
user
end user
person or organization which uses products or services from a supplier
[SOURCE: ISO 41011:2017, 3.3.5]
3.4 Terms related to sourcing
3.4.1
co-sourcing
combination of in-house and outsourced service delivery
3.4.2
procurement plan
document defining the process for acquiring goods and services from suppliers or service providers
(internal or external)
3.4.3
self-deliver
service delivery based solely upon the provider’s own resources
3.4.4
transition
change from one mode of service delivery to another
3.5 Terms related to process
3.5.1
baseline
minimum or starting point used for comparisons
3.5.2
brief
working document that specifies at any point the relevant needs and aims, resources of the client
and user (3.3.6), the context of the project and any appropriate design requirements within which all
subsequent briefing (3.5.3) (when needed) and designing can take place
3.5.3
briefing
process of identifying and analysing the needs, aims and constraints (the resources and the context)
of the client and the relevant parties, and of formulating any resulting problems that the designer is
required to solve
ISO 41014:2020(E)
3.5.4
decision gate
activity that determines whether to continue, recycle or stop a process
3.5.5
lessons learned
knowledge distilled from the performance of a process, activity or event and used to improve future
performance
3.5.6
management of change
change management
process that systematically recognizes and communicates to the necessary parties changes of a
technical, physical, procedural or organizational nature that can impact system integrity
[SOURCE: ISO 19345-2:2019, 3.1.22]
3.5.7
trigger event
action or condition initiating a response or treatment of a risk event (3.7.10)
3.5.8
work stage
division of a standardized process for the delivery and operation of a facility
3.6 Terms related to finance
3.6.1
cost/benefit analysis
analysis contributing to decision-making on whether to adopt a project or a plan by quantifying and
comparing its costs and benefits
[SOURCE: ISO 13824:2020, 3.2]
3.6.2
value driver
anything that is added, or perceived to be added, to a product or service to improve its worth to
stakeholders
3.7 Terms related to general business
3.7.1
business driver
key input or activity that drives the operational and financial performance of a business
3.7.2
business planning horizon
timeframe over which an organization should look into the future in its business planning and within
which business decisions should be taken prior to the implementation of specific actions
3.7.3
capability maturity model
model that contains the essential elements of effective processes for one or more disciplines and
describes an evolutionary improvement path from ad hoc, immature processes to disciplined, mature
processes with improved quality and effectiveness
[SOURCE: ISO/IEC/IEEE 24765:2017, 3.472]
4 © ISO 2020 – All rights reserved

ISO 41014:2020(E)
3.7.4
cost leadership
establishing a competitive advantage by having the lowest cost of operation in an industry or sector
3.7.5
disaster recovery
recovery phase that starts after the immediate threat to human life has subsided with the immediate
goal to bring the affected area back to normalcy as quickly as possible
[SOURCE: ISO/TR 19083-1:2016, 3.10]
3.7.6
enterprise system
combination of computer hardware and software applications that an organization uses to support its
business processes and operations
3.7.7
governance
principles, policies and framework by which an organization is directed and controlled
[SOURCE: ISO 21505:2017, 3.1]
3.7.8
mission-critical system
system that is essential to the operation and survival of an organization
3.7.9
risk description
structured statement of risk usually containing four elements: sources, events, causes and consequences
[SOURCE: ISO/Guide 73:2009, 3.5.1.1]
3.7.10
risk event
uncertain discrete occurrence that, if it occurs, would have a positive or negative effect on the
achievement of one or more objectives
3.7.11
risk register
record of information about identified risks
[SOURCE: ISO Guide 73:2009, 3.8.2.4, modified — The note has been deleted.]
3.7.12
risk treatment
process to modify risk
[SOURCE: ISO Guide 73:2009, 3.8.1, modified — The notes have been deleted.]
3.8 Terms related to measurement
3.8.1
lagging indicator
measure of an output
3.8.2
leading indicator
measure of an input
ISO 41014:2020(E)
3.9 Abbreviated terms
PESTLE political, economic, social, technical, legal and environment
RACI responsible, accountable, consulted and informed
RASCI responsible, accountable, supported, consulted and informed
SWOT strengths, weaknesses, opportunities and threats
4 Understanding the demand organization
4.1 Organization
4.1.1 General
Most organizations exist in an environment of dynamic change. No two organizations are likely to be
the same and what makes sense for one could prove inappropriate for another. Understanding how a
demand organization anticipates, plans and responds to change, especially change that could affect its
need for, and impact on, FM and facility services, is a key consideration for its top management. Aligni
...