ISO/FDIS 41002

FINAL DRAFT
International
Standard
ISO/TC 267
Facility management —
Secretariat: BSI
Development of the facility
Voting begins on:
management organization
2026-04-06
Facility management — Élaboration d'un organisme de facility
Voting terminates on:
management
2026-06-01
RECIPIENTS OF THIS DRAFT ARE INVITED TO SUBMIT,
WITH THEIR COMMENTS, NOTIFICATION OF ANY
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BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO­
ISO/CEN PARALLEL PROCESSING LOGICAL, COMMERCIAL AND USER PURPOSES, DRAFT
INTERNATIONAL STANDARDS MAY ON OCCASION HAVE
TO BE CONSIDERED IN THE LIGHT OF THEIR POTENTIAL
TO BECOME STAN DARDS TO WHICH REFERENCE MAY BE
MADE IN NATIONAL REGULATIONS.
Reference number
FINAL DRAFT
International
Standard
ISO/TC 267
Facility management —
Secretariat: BSI
Development of the facility
Voting begins on:
management organization
Facility management — Élaboration d'un organisme de facility
Voting terminates on:
management
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 SUPPOR TING DOCUMENTATION.
© ISO 2026
IN ADDITION TO THEIR EVALUATION AS
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO­
ISO/CEN PARALLEL PROCESSING
LOGICAL, COMMERCIAL AND USER PURPOSES, DRAFT
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
INTERNATIONAL STANDARDS MAY ON OCCASION HAVE
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
TO BE CONSIDERED IN THE LIGHT OF THEIR POTENTIAL
or ISO’s member body in the country of the requester.
TO BECOME STAN DARDS TO WHICH REFERENCE MAY BE
MADE IN NATIONAL REGULATIONS.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland Reference number
ii
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms, definitions and abbreviated terms . 1
3.1 Terms and definitions .1
3.2 Abbreviated terms .3
4 Governance . 3
4.1 Oversight . .3
4.2 Leadership and management .4
4.3 Responsibilities and authorities .4
4.4 Information management .4
4.5 Management system .5
5 Value drivers . 5
5.1 General .5
5.2 Markets and FM .5
5.3 Differentiation strategies.6
5.4 Sustainable development goals .7
5.5 Environmental performance .8
5.6 Social responsibility .8
6 Risk . 9
6.1 General .9
6.2 Threats .9
6.3 Opportunities .9
7 Stakeholders . 9
7.1 Engagement .9
7.2 Coordination and communication .10
8 Organization .11
8.1 Forms .11
8.2 Structures . 13
8.3 Culture and awareness .14
8.4 Knowledge .14
8.5 Maturity .14
8.6 Competences . . . 15
8.7 Relationships . 15
8.8 Key personnel .16
9 Factors impacting the success of the FM organization .16
9.1 Business strategy and objectives .16
9.2 FM strategy .16
9.3 FM policy .17
9.4 FM objectives .17
9.5 Sourcing strategy .17
9.6 Integration of facility services.17
9.7 Self-delivery and subcontracting .18
9.8 Digital, data and technology .18
9.9 Planning and control .18
9.10 Performance .18
9.11 Continual improvement .18
Annex A (informative) Stakeholder participation . 19
Annex B (informative) Example forms of the FM organization.20

iii
Bibliography .29

iv
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 document 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).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent
rights in respect thereof. As of the date of publication of this document, ISO had not received notice of (a)
patent(s) which may be required to implement this document. However, implementers are cautioned that
this may not represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
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.

v
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).
ISO 41001 makes reference to the demand organization and to the organization responsible for FM, including
the delivery of facility services. A distinction is necessary because of the variable nature in which FM is
organized and where facility services can be delivered through personnel within the demand organization,
through external service providers or a combination of the two. If FM is efficient and effective, the users of
a facility can expect the same quality of service regardless of whether the FM organization is internal or
external to the demand organization.
This document is based upon the simple premise that a demand organization requires an arrangement
internally, externally or through a combination of the two, to take responsibility for FM, including the
delivery of facility services.
The benefits of having a formal FM organization include:
— a ready source of skills, knowledge and experience in FM on the strategic, tactical and operational
management levels;
— an efficient, responsive and cost-effective function in support of the demand organization’s business
objectives, strategy and plans;
— a function for managing compliance with statutory and demand organization requirements affecting the
operation of the facility, including the health, safety, security and well-being of users;
— a function for implementing measures to minimize the impact of climate change on the facility and for
contributing to goals and targets consistent with sustainable development.
NOTE The word “business” in conjunction with terms such as objectives, strategies and plans is intended in a
general sense to apply to all organizations irrespective of their sector (e.g. private, not-for-profit, public).
The guidance in this document applies to both an internal and external FM organization.
0.2  Process approach
This document underscores a leadership- and management-based approach to FM, including the delivery of
facility services of whatever kind. It is explicit in the definition of an FM organization that it is able to function
on all three management levels: strategic, tactical and operational. The ability of the FM organization to
provide an efficient, responsive and effective function in support of the demand organization’s business
objectives, strategy and plans necessitates processes that ensure continuity of purpose through all three
management levels.
The document emphasizes the mutual interdependence between the demand organization and its FM
organization. The former’s success depends on the latter and the reverse. For this relationship to succeed
and thrive well into the future, top management in the demand organization is tasked with the purposeful
application of the guidance in this document. Where the FM organization is external, this task is for the
service provider’s top management.
The context for an external service provider acting as the FM organization is different to that of an internal (or
in-house) service provider. An external service provider acting as the FM organization, and operating on all
three management levels, is likely to be serving the needs of multiple demand organizations simultaneously;
whereas the internal service provider has one demand organization to satisfy. In many countries, the market
for FM comprises few large service providers but many more smaller service providers. Not all of the latter
are expected to operate fully on all three management levels, although they can aspire to do so.

vi
This document provides guidance with recommendations on how internal and external FM organizations
can develop and enhance their capabilities on all three management levels. It identifies the decisions,
functions, processes, information, data and stakeholders that enable the demand organization to form the
essential foundation for the FM organization, whether it is internal or external. The subject matter includes
governance, value drivers, risk, stakeholder engagement, organizational structure and factors impacting the
success of the FM organization.

vii
FINAL DRAFT International Standard ISO/FDIS 41002:2026(en)
Facility management — Development of the facility
management organization
1 Scope
This document gives guidance on the development of a facility management (FM) organization working on
the strategic, tactical and operational management levels to:
a) satisfy the needs and objectives of the demand organization and users of its facility;
b) meet the needs of stakeholders and applicable FM requirements consistently;
c) provide a safe, healthy, secure and efficient environment that enhances the workplace experience for
users;
d) protect the asset value and resource value of the facility;
e) provide appropriately specified, responsive and cost-effective facility services;
f) implement measures to minimize the impact of climate change on the facility;
g) contribute to goals and targets consistent with sustainable development;
h) improve the usefulness and benefits provided by the FM system.
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
3.1 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 terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1.1
business unit
discrete and accountable function or sub-function within an organization
[SOURCE: ISO/TS 21089:2018, 3.28, modified — Note 1 to entry deleted.]

3.1.2
facility management
FM
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
[SOURCE: ISO 41011:2024, 3.1.1, modified — Note 1 to entry deleted.]
3.1.3
facility management organization
FM organization
entity responsible for facility management on the strategic, tactical and operational levels
[SOURCE: ISO 41011:2024, 3.1.4, modified — “entity” replaced “organization” and “on the strategic, tactical
and operational levels” added.]
3.1.4
greenwashing
false or misleading information, either intentionally or inadvertently, regarding the environmental or
sustainability attributes of a product, asset and activity, which can have consequences on the assessment of
financial and non-financial materiality
[SOURCE: ISO 14100:2022, 3.1.15]
3.1.5
governance
principles, policies and framework by which an organization is directed, controlled and held to account
[SOURCE: ISO 21505:2017, 3.1, modified — “and held to account” added.]
3.1.6
management line-of-sight
visibility of decision-making from the strategic to the tactical and operational levels in an organization
3.1.7
self-deliver
service delivery based solely upon the provider’s own resources
[SOURCE: ISO 41014:2020, 3.4.3, modified — “solely” deleted.]
3.1.8
siloed working
organizational condition where groups, divisions or departments within the same organization are
disinclined to share knowledge, information and data
3.1.9
special purpose vehicle
legal entity that separates a financial arrangement or project from its parent organization
3.1.10
value driver
anything that is added, or perceived to be added, to a product or service to improve its worth to stakeholders
[SOURCE: ISO 41014:2020, 3.6.2]

3.2 Abbreviated terms
ESG environmental, social and governance
GHG greenhouse gas
HVAC heating, ventilation and air conditioning
RACI responsible, accountable, consulted and informed
SDG sustainable development goal
4 Governance
4.1 Oversight
Governance creates and maintains an organization with a clear purpose that delivers long-term value
consistent with the expectations of its stakeholders. This means that decision-making within an organization
is based on its ethos, culture, norms, practices, behaviours, structures and processes. These elements
form the bedrock of governance, empowering an organization to thrive with purpose and resilience. The
purpose of governance lies in cultivating environments where trust is nurtured, aspirations are realized
and collective well-being is prioritized. Resilience is about an organization’s adaptive capacity in a complex
and changing environment.
NOTE Guidance on the governance of organizations is provided in ISO 37000.
Governance provides a structured framework to which the organization should adhere for its effective
management and achievement of its long-term goals. Top management should apply governance to all
areas of administration to establish clarity and control over processes to maintain successful, sustainable
business operations. This is assisted by having a management line-of-sight from the highest (i.e. strategic)
level through to the lowest (i.e. operational) level in the organization.
From the perspective of the supply chain, implementation of governance helps an organization manage
risks arising within the supply chain, ensuring compliance, promoting ethical business relationships,
preserving transparency in operations, achieving cost control, maintaining a high-level of quality, promoting
sustainability, steering continual improvement and facilitating change.
The FM organization should take actionable steps to foster an integrated approach to governance, bringing
together top–down and bottom–up perspectives by:
— establishing robust communication channels to facilitate dialogue and feedback between leadership and
stakeholders;
— prioritizing capability-building initiatives to ensure alignment with overarching business objectives and
local needs;
— incentivizing collaboration and cross-functional teamwork, breaking down siloed working and fostering
collective ownership;
— implementing regular monitoring and evaluation mechanisms to track progress and adapt strategies
accordingly;
— cultivating a culture of inclusivity and empowerment, where diverse voices are valued and integrated
into decision-making;
— highlighting the necessity of awareness on the breadth of statutory compliance and how it can be
managed.
Additional proactive measures, such as periodic audits, continuing personal development and professional
development, are fundamental to maintain compliance and should be mandated by the FM organization.

Fostering a culture of accountability and responsibility, empowers teams and individuals and enables them
to navigate challenges, including regulations, with confidence.
The FM organization should develop a coherent policy on its governance and make it available to all
reasonable inquirers (see also ISO 41018).
4.2 Leadership and management
There is a close relationship between leadership, management and stakeholder engagement. While each is
essential to achieve an organization’s objectives, distinctions should be drawn. Leadership embodies vision,
inspiration and the ability to navigate complexity while creating alignment among diverse stakeholders.
Management focuses on strategic planning, resource allocation and operational oversight, dealing directly
with the needs of stakeholders. Distinguishing between leadership and management is necessary so that
governance structures are transparent and correctly maintained (see 4.3).
While management deals with tasks, processes and systems, and leadership is about influencing, inspiring
and empowering individuals to achieve common goals, there remains the practical matter of efficient
distribution of tasks. Effective delegation is key in both leadership and management for enabling efficient
distribution of tasks. The FM organization should take into account individuals’ needs in relation to skills’
development and autonomy when determining the allocation of tasks.
Clarity in leadership, management and delegation is vital for effective governance. Fostering a culture of
transparency and open dialogue enhances organizational coherence and effectiveness. The FM organization
should establish clear communication channels, delineate roles and responsibilities, and set realistic
expectations. Feedback mechanisms and performance evaluations are then necessary to monitor progress
and identify areas for improvement.
4.3 Responsibilities and authorities
The FM organization should be clearly structured and defined to fit the purpose of its existence in meeting
the demand organization’s business objectives, strategy and operational plans. Depending on its size and
diversification, the FM organization’s structure should consist of business units that are interdependent
but without overlapping functions that can reduce their ability to perform. To achieve this state, the roles,
responsibilities and purpose of the business units within the FM organization should be defined. These
definitions can be expected to provide clarity for authorizing and implementing appropriate processes for
each business unit.
To ensure smooth operations, the roles and responsibilities of various levels of leadership and individuals
in the FM organization should be clearly defined. This will provide leadership with an understanding of
how to manage the expectations of the various parties. Additionally, clear and well-defined roles and
responsibilities are likely to help in the treatment of risks related to day-to-day operations and productivity.
The FM organization’s business units, where they are defined, should be provided with the appropriate
level of authority by top management. Levels of authority enable leadership at various levels within the FM
organization to approve work within predefined limits that they have authorized thus making the process of
decision-making in the delivery of services as efficient as possible.
The FM organization should establish and maintain appropriate assignment of responsibilities. The usual
form is a matrix or chart denoted RACI to demonstrate who is responsible for what and how the other roles
relate to them. Clarity in the nature of a role and the assignment of tasks to it ensures open and transparent
management decision-making.
4.4 Information management
The FM organization should take steps to ensure that information and data are reliable, secure and accessible
to authorized personnel. Information security and data protection are of critical importance. Failure to
maintain adequate controls can lead to a data breach with implications for the owners of the affected data
and reputational damage for both the demand organization and the FM organization. Safeguarding sensitive
data is a fundamental requirement as well as a matter of compliance with the legislation and data protection
standards.
The FM organization should acknowledge the indispensable role of accurate, reliable and timely information
in driving informed decision-making processes. Necessary information provides the foundation upon which
strategic choices are made, while sufficiency ensures that decision-makers have access to all pertinent data
required for effective analysis.
In this view, it is crucial to differentiate between completeness, accuracy and timeliness in respect of
information in the context of management decision-making. While completeness ensures that all relevant
data are included, accuracy guarantees its reliability and timeliness ensures its relevance to the decision-
making timeline.
To ensure that information and data remain reliable, secure and accessible to authorized personnel, the FM
organization should implement a multifaceted approach. This includes deploying encryption and access
control mechanisms, conducting regular audits to identify vulnerabilities and providing ongoing training to
personnel on data security practices. Fundamental to this process is determining levels of authorized access
for all personnel.
Furthermore, establishing clear policies and procedures for data handling and enforcing strict compliance
measures are paramount. By fostering a culture of data awareness and accountability throughout the FM
organization, information security can be upheld as a top priority, safeguarding against potential threats
and ensuring the integrity of decision-making processes.
4.5 Management system
The FM organization should be aware of any implementation of a management system and its requirements.
NOTE ISO 41001 sets out the requirements for a management system.
5 Value drivers
5.1 General
Value drivers are the benefits (financial and non-financial) that an organization’s stakeholders expect to
realize from the performance of its core business activities or which are delivered by it to achieve its core
business objectives. The principle applies equally to the demand organization and the FM organization
irrespective of whether the latter is internal or external. In all cases, account should be taken of identified
and perceived benefits, the stakeholders affected by them, and how these can be enhanced or diminished by
FM, including facility services.
5.2 Markets and FM
The demand organization should recognize the differences between the work environment for an internal
FM organization and an external service provider offering FM on all three management levels. The internal
FM organization is dedicated to the demand organization, unless there is a sharing of resources with a
body affiliated to the demand organization, and so there is likely to be a fairly stable work environment.
In contrast, an external FM organization is operating in an unpredictable environment in which industry
maturity, competitive dynamics, availability of skilled providers, regulatory environment and cultural
attitudes towards utilizing externally provided services in the specific market, country or demand
organization shape its business outlook and behaviour. These factors can also be of consequence to the
internal FM organization where it is sourcing facility services externally.
In countries with a mature FM industry, there is usually availability of highly skilled and specialist service
providers and labour. Competition and choice can drive service performance and cost-effectiveness and,
in general, there are robust processes, technology and focus on compliance, sustainability, environmental
performance and social responsibility. Where the FM industry is less developed, the demand organization
can find it difficult to recruit personnel and attract service providers to meet their requirements in full
and standards for delivery performance, quality and reliability. Lack of market maturity can drive the
development of internal FM organizations, with in-house service delivery, to secure control over operations.

Stringent regulations within a given market on the operating environment, market for facility services or
demand organization can influence the level and capabilities of internal and external FM organizations.
Specialist service providers can be used to navigating stringent health and safety, environmental and
regulatory environments; however, the demand organization will sometimes prefer an internal FM
organization to achieve compliance with global standards where there is less regulatory oversight. In some
cultures, there can be a preference for maintaining internal capabilities because of values related to loyalty,
job security or, simply, a lack of confidence in external service providers. Other cultures can be more open
to sourcing from external providers to allow more focus on core business activities and to leverage external
expertise.
External FM organizations are subject to the perils of the market for their services. The demand organization
should recognize the uncertainty that markets create and the value drivers that can influence an external
FM organization’s approach. Market-related drivers capable of shaping and enhancing the business of
external FM organizations include:
— market conditions;
— revenues and profitability;
— competent personnel and teams that deliver;
— strong track-record and reputation for excellence;
— measurable environmental and social performance;
— limited exposure to a single client or customer;
— ability to manage cash flow.
The above can be seen as factors that increase the worth of the external FM organization and its services. A
demand organization considering engaging a service provider with a view to appointment as the external
FM organization should understand which value drivers are critical to the success of the service provider’s
decision-making and the strength of its commitment.
5.3 Differentiation strategies
Business drivers are key inputs and activities that drive operational and financial results. They can include
factors such as cost control, revenue growth, customer and user satisfaction, and innovation. The way an
external FM organization seeks to differentiate itself from competitors or position itself within the markets
in which it operates can have an impact on FM strategy.
Differentiation in a business context is normally reflected in the business strategy and objectives.
Accordingly, the external FM organization can seek to differentiate itself on any of the following:
— market position;
— pricing strategy (e.g. premium versus low price);
— cost management;
— operational efficiency;
— employee satisfaction and morale;
— quality and competence;
— cultural fit;
— statutory and other legal requirements;
— sustainable development;
— innovation and technology adoption.

For example, an external service provider can seek out opportunities where the price for its services is
subject to negotiation and the basis of the formal agreement is a collaborative arrangement (e.g. partnering).
Conversely, a different service provider can be prepared to bid on a fixed-term, fixed-price basis and be
content with a more transactional arrangement.
Business drivers and differentiation strategy can significantly influence an FM strategy by directing and
prioritizing resources, shaping operational decisions and determining the focus areas for FM to support the
business strategy and objectives. The following are examples.
— Cost control: If a primary business driver is cost control, the FM strategy can focus on energy efficiency,
reducing waste and optimizing space utilization to lower operational expenses.
— Revenue growth: The FM organization can prioritize creating environments that enhance user experience
or support core business activities.
— User satisfaction: Strategies can include maintaining high standards of cleanliness, ensuring safety and
security, and providing amenities that enhance user experience.
— Innovation: If this drives the business, FM should focus on creating spaces that foster collaboration and
creativity, such as flexible workspaces and innovation hubs.
The demand organization should understand the implications of different arrangements before engaging
with external service providers to take on the responsibilities of an FM organization.
5.4 Sustainable development goals
The FM organization has a significant part to play in advancing the United Nations (UN) Sustainable
[18]
Development Goals (SDGs) through sustainable practices in energy, water, waste management, health
and well-being, procurement and community involvement. It means that the FM organization sometimes has
to adapt its strategy, operations and culture to prioritize sustainability, innovation, stakeholder engagement
and partnership.
The FM organization should understand how its services contribute to the SDGs, how it will set targets to
demonstrate commitment to the goals and how it will ensure that information to this end is available to all
reasonable inquirers (see ISO/TR 41019 and ISO/UNDP PAS 53002). Practical steps can include the following.
a) Assessment and alignment: Conduct a thorough assessment of current practices and align them with
relevant SDGs, including understanding the impact of the facility’s operations on energy use, water
conservation, waste management and social inclusion.
b) Strategic integration: Integrate SDGs into the business strategy.
c) Stakeholder engagement: Engage with key stakeholders to develop and implement sustainability
initiatives.
d) Education and training: Provide ongoing education and training for personnel on sustainable practices
and the importance of SDGs.
e) Communication: Develop a communication strategy to report on progress, sharing best practices and
fostering transparency with all stakeholders.
f) Innovation and technology: Explore and implement innovative solutions and technology to support
sustainable development.
g) Partnerships: Collaborate with other organizations, governments and non-governmental organizations
(NGOs) to amplify the impact of sustainable development initiatives.
h) Policy and procurement: Adopt sustainable procurement policies that prioritize environmentally
friendly products and services, contributing to responsible consumption and production patterns.
i) Reporting and disclosure: Track, monitor and report on ESG metrics, ensuring compliance with
reporting frameworks and providing transparency on progress on sustainable development.

5.5 Environmental performance
The FM organization should understand how it will respond to expectations as well as comply with statutory
and other legal requirements in respect of environmental performance management and the manner in
which it will make such information available to all reasonable inquirers.
NOTE ISO 14001 sets out requirements for an environmental management system.
The implications for the FM organization in respect of its environmental performance include the following.
— Strategic planning: Integrate environmental management into the business planning process to
accommodate the needs of the demand organization.
— Net-zero emissions: Monitoring and controlling carbon and other GHG emissions.
— Leadership and personnel engagement: Secure the involvement of top management on all three
management levels.
— Compliance and risk management: Demonstrate compliance with statutory and other legal requirements,
thereby managing environmental risks more effectively.
— Continual improvement: Apply the Plan-Do-Check-Act-cycle (see 9.11).
— Competitive advantage: Improve efficiency, reduce costs and enhance stakeholder trust to create a
competitive edge.
— Supplier performance: Examine the environmental performance of suppliers in the interest of a
sustainable supply chain.
5.6 Social responsibility
The FM organization should understand how it will respond to expectations as well as comply with statutory
and other legal requirements in respect of its
...

ISO/TC 267
Secretariat: BSI
Date: 2026-0103-23
Facility management — Development of the facility management
organization
Facility management — Élaboration d'un organisme de facility management
FDIS stage
TThhiiss d drraftaft i iss s suubbmmiitttteded t too a pa pararallel vallel vootte e iinn I ISSOO,, C CEENN.

All rights reserved. Unless otherwise specified, or required in the context of its implementation, 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
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: + 41 22 749 01 11
E-mail: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii
Contents
Foreword . v
Introduction . vi
1 Scope . 1
2 Normative references . 1
3 Terms, definitions and abbreviated terms . 1
3.1 Terms and definitions . 1
3.2 Abbreviated terms . 3
4 Governance . 3
4.1 Oversight . 3
4.2 Leadership and management . 4
4.3 Responsibilities and authorities . 4
4.4 Information management . 5
4.5 Management system . 5
5 Value drivers . 5
5.1 General. 5
5.2 Markets and FM . 6
5.3 Differentiation strategies . 7
5.4 Sustainable development goals . 8
5.5 Environmental performance . 8
5.6 Social responsibility. 9
6 Risk . 9
6.1 General. 9
6.2 Threats . 10
6.3 Opportunities . 10
7 Stakeholders . 10
7.1 Engagement . 10
7.2 Coordination and communication . 11
8 Organization . 11
8.1 Forms. 11
8.2 Structures . 13
8.3 Culture and awareness . 15
8.4 Knowledge . 15
8.5 Maturity . 15
8.6 Competences . 16
8.7 Relationships . 16
8.8 Key personnel . 17
9 Factors impacting the success of the FM organization . 17
9.1 Business strategy and objectives . 17
9.2 FM strategy . 17
9.3 FM policy . 18
9.4 FM objectives . 18
9.5 Sourcing strategy . 18
9.6 Integration of facility services . 18
9.7 Self-delivery and subcontracting . 19
9.8 Digital, data and technology. 19
9.9 Planning and control . 19
9.10 Performance . 19
iii
9.11 Continual improvement . 19
Annex A (informative) Stakeholder participation . 20
Annex B (informative) Example forms of the FM organization . 21
Bibliography . 30

iv
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
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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.
v
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).
ISO 41001 makes reference to the demand organization and to the organization responsible for FM, including
the delivery of facility services. A distinction is necessary because of the variable nature in which FM is
organized and where facility services mightcan be delivered through personnel within the demand
organization, through external service providers or a combination of the two. If FM is efficient and effective,
the users of a facility can expect the same quality of service regardless of whether the FM organization is
internal or external to the demand organization.
This document is based upon the simple premise that a demand organization requires an arrangement
internally, externally or through a combination of the two, to take responsibility for FM, including the delivery
of facility services.
The benefits of having a formal FM organization include:
— a ready source of skills, knowledge and experience in FM on the strategic, tactical and operational
management levels;
— an efficient, responsive and cost-effective function in support of the demand organization’s business
objectives, strategy and plans;
— a function for managing compliance with statutory and demand organization requirements affecting the
operation of the facility, including the health, safety, security and well-being of users;
— a function for implementing measures to minimize the impact of climate change on the facility and for
contributing to goals and targets consistent with sustainable development.
NOTE The word ‘business’“business” in conjunction with terms such as objectives, strategies and plans is intended
in a general sense to apply to all organizations irrespective of their sector (e.g. private, not-for-profit and, public).
The guidance in this document applies to both an internal and external FM organization.
0.2 Process approach
This document underscores a leadership- and management-based approach to FM, including the delivery of
facility services of whatever kind. It is explicit in the definition of an FM organization that it is able to function
on all three management levels: strategic, tactical and operational. The ability of the FM organization to
provide an efficient, responsive and effective function in support of the demand organization’s business
objectives, strategy and plans necessitates processes that ensure continuity of purpose through all three
management levels.
The document emphasizes the mutual interdependence between the demand organization and its FM
organization. The former’s success depends on the latter and the reverse. For this relationship to succeed and
thrive well into the future, top management in the demand organization is tasked with the purposeful
application of the guidance in this document. Where the FM organization is external, this task is for the service
provider’s top management.
vi
The context for an external service provider acting as the FM organization is different to that of an internal (or
in-house) service provider. An external service provider acting as the FM organization, and operating on all
three management levels, is likely to be serving the needs of multiple demand organizations simultaneously;
whereas the internal service provider has one demand organization to satisfy. In many countries, the market
for FM comprises few large service providers but many more smaller service providers. Not all of the latter
are expected to operate fully on all three management levels, although they mightcan aspire to do so.
This document provides guidance with recommendations on how internal and external FM organizations can
develop and enhance their capabilities on all three management levels. It identifies the decisions, functions,
processes, information, data and stakeholders that enable the demand organization to form the essential
foundation for the FM organization, whether it is internal or external. The subject matter includes governance,
value drivers, risk, stakeholder engagement, organizational structure and factors impacting the success of the
FM organization.
vii
Facility management — Development of the facility management
organization
1 Scope
This document gives guidance on the development of a facility management (FM) organization working on the
strategic, tactical and operational management levels to:
a) satisfy the needs and objectives of the demand organization and users of its facility;
b) meet the needs of stakeholders and applicable FM requirements consistently;
c) provide a safe, healthy, secure and efficient environment that enhances the workplace experience for
users;
d) protect the asset value and resource value of the facility;
e) provide appropriately specified, responsive and cost-effective facility services;
f) implement measures to minimize the impact of climate change on the facility;
g) contribute to goals and targets consistent with sustainable development;
h) improve the usefulness and benefits provided by the FM system.
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 abbreviationsabbreviated terms
3.1 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 terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at https://www.electropedia.org/
3.1.1
business unit
discrete and accountable function or sub-function within an organization
[SOURCE: ISO/TS 21089:2018, 3.28, modified] — Note 1 to entry deleted.]

3.1.2
facility management
FM
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
[SOURCE: ISO 41011:2024, 3.1.1]3., modified — Note 1.3 to entry deleted.]
3.1.3
facility management organization
FM organization
entity responsible for facility management on the strategic, tactical and operational levels
[SOURCE: ISO 41011:2024, 3.1.4, modified] — “entity” replaced “organization” and “on the strategic, tactical
and operational levels” added.]
Note 1 to entry:  Added referred to three management levels.
3.1.4
greenwashing
false or misleading information, either intentionally or inadvertently, regarding the environmental or
sustainability attributes of a product, asset and activity, which can have consequences on the assessment of
financial and non-financial materiality21505
[SOURCE: ISO 14100:2022, 3.1.15]
3.1.5
governance
principles, policies and framework by which an organization is directed, controlled and held to account
[SOURCE: ISO 21505:2017, 3.1, modified] — “and held to account” added.]
Note 1 to entry:  Added words “and held to account”.
3.1.6
management line-of-sight
visibility of decision-making from the strategic to the tactical and operational levels in an organization
3.1.7
self-deliver
service delivery based solely upon the provider’s own resources
[SOURCE: ISO 41014:2020, 3.4.3], modified — “solely” deleted.]
3.1.8
siloed working
organizational condition where groups, divisions or departments within the same organization are disinclined
to share knowledge, information and data
3.1.9
special purpose vehicle
legal entity that separates a financial arrangement or project from its parent organization
3.1.10
value driver
anything that is added, or perceived to be added, to a product or service to improve its worth to stakeholders
[SOURCE: ISO 41014:2020, 3.6.2]
3.2 Abbreviations
3.2 Abbreviated terms
ESG environmental, social and governance
GHG greenhouse gasesgas
HVAC heating, ventilation and air conditioning
RACI responsible, accountable, consulted and informed
SDGsSDG sustainable development goalsgoal
4 Governance
4.1 Oversight
Governance creates and maintains an organization with a clear purpose that delivers long-term value
consistent with the expectations of its stakeholders. This means that decision-making within an organization
is based on its ethos, culture, norms, practices, behaviours, structures and processes. These elements form the
bedrock of governance, empowering an organization to thrive with purpose and resilience. The purpose of
governance lies in cultivating environments where trust is nurtured, aspirations are realized and collective
well-being is prioritized. Resilience is about an organization’s adaptive capacity in a complex and changing
environment.
NOTE Guidance on the governance of organizations is provided in ISO 37000.
Governance provides a structured framework to which the organization should adhere for its effective
management and achievement of its long-term goals. Top management should apply governance to all areas
of administration to establish clarity and control over processes to maintain successful, sustainable business
operations. This is assisted by having a management line-of-sight from the highest (i.e. strategic) level through
to the lowest (i.e. operational) level in the organization.
From the perspective of the supply chain, implementation of governance helps an organization manage risks
arising within the supply chain, ensuring compliance, promoting ethical business relationships, preserving
transparency in operations, achieving cost control, maintaining a high-level of quality, promoting
sustainability, steering continual improvement and facilitating change.
The FM organization should take actionable steps to foster an integrated approach to governance, bringing
together top–down and bottom–up perspectives by:
— establishing robust communication channels to facilitate dialogue and feedback between leadership and
stakeholders;
— prioritizing capability-building initiatives to ensure alignment with overarching business objectives and
local needs;
— incentivizing collaboration and cross-functional teamwork, breaking down siloed working and fostering
collective ownership;
— implementing regular monitoring and evaluation mechanisms to track progress and adapt strategies
accordingly;
— cultivating a culture of inclusivity and empowerment, where diverse voices are valued and integrated into
decision-making;
— highlighting the necessity of awareness on the breadth of statutory compliance and how it mightcan be
managed.
Additional proactive measures, such as periodic audits, continuing personal development and professional
development, are fundamental to maintain compliance and should be mandated by the FM organization.
Fostering a culture of accountability and responsibility, empowers teams and individuals and enables them to
navigate challenges, including regulations, with confidence.
The FM organization should develop a coherent policy on its governance and make it available to all
reasonable inquirers (see also ISO 41018).
4.2 Leadership and management
There is a close relationship between leadership, management and stakeholder engagement. While each is
essential to achieve an organization’s objectives, distinctions should be drawn. Leadership embodies vision,
inspiration and the ability to navigate complexity while creating alignment among diverse stakeholders.
Management focuses on strategic planning, resource allocation and operational oversight, dealing directly
with the needs of stakeholders. Distinguishing between leadership and management is necessary so that
governance structures are transparent and correctly maintained (see 4.34.1.3).).
While management deals with tasks, processes, and systems, and leadership is about influencing, inspiring
and empowering individuals to achieve common goals, there remains the practical matter of efficient
distribution of tasks. Effective delegation is key in both leadership and management for enabling efficient
distribution of tasks. The FM organization should take into account individuals’ needs in relation to skills’
development and autonomy when determining the allocation of tasks.
Clarity in leadership, management and delegation is vital for effective governance. Fostering a culture of
transparency and open dialogue enhances organizational coherence and effectiveness. The FM organization
should establish clear communication channels, delineate roles and responsibilities, and set realistic
expectations. Feedback mechanisms and performance evaluations are then necessary to monitor progress and
identify areas for improvement.
4.3 Responsibilities and authorities
The FM organization should be clearly structured and defined to fit the purpose of its existence in meeting the
demand organization’s business objectives, strategy and operational plans. Depending on its size and
diversification, the FM organization’s structure should consist of business units that are interdependent but
without overlapping functions that mightcan reduce their ability to perform. To achieve this state, the roles,
responsibilities and purpose of the business units within the FM organization should be defined. These
definitions can be expected to provide clarity for authorizing and implementing appropriate processes for
each business unit.
To ensure smooth operations, the roles and responsibilities of various levels of leadership and individuals in
the FM organization should be clearly defined. This will provide leadership with an understanding of how to
manage the expectations of the various parties. Additionally, clear and well-defined roles and responsibilities
are likely to help in the treatment of risks related to day-to-day operations and productivity.
The FM organization’s business units, where they are defined, should be provided with the appropriate level
of authority by top management. Levels of authority enable leadership at various levels within the FM
organization to approve work within predefined limits that they have authorized thus making the process of
decision-making in the delivery of services as efficient as possible.
The FM organization should establish and maintain appropriate assignment of responsibilities. The usual form
is a matrix or chart denoted RACI (i.e. responsible, accountable, consulted and informed) to demonstrate who
is responsible for what and how the other roles relate to them. Clarity in the nature of a role and the
assignment of tasks to it ensures open and transparent management decision-making.
4.4 Information management
The FM organization should take steps to ensure that information and data are reliable, secure and accessible
to authorized personnel. Information security and data protection are of critical importance. Failure to
maintain adequate controls can lead to a data breach with implications for the owners of the affected data and
reputational damage for both the demand organization and the FM organization. Safeguarding sensitive data
is a fundamental requirement as well as a matter of compliance with the legislation and data protection
standards.
The FM organization should acknowledge the indispensable role of accurate, reliable and timely information
in driving informed decision-making processes. Necessary information provides the foundation upon which
strategic choices are made, while sufficiency ensures that decision-makers have access to all pertinent data
required for effective analysis.
In this view, it is crucial to differentiate between completeness, accuracy and timeliness in respect of
information in the context of management decision-making. While completeness ensures that all relevant data
are included, accuracy guarantees its reliability and timeliness ensures its relevance to the decision-making
timeline.
To ensure that information and data remain reliable, secure and accessible to authorized personnel, the FM
organization should implement a multifaceted approach. This includes deploying encryption and access
control mechanisms, conducting regular audits to identify vulnerabilities and providing ongoing training to
personnel on data security practices. Fundamental to this process is determining levels of authorized access
for all personnel.
Furthermore, establishing clear policies and procedures for data handling and enforcing strict compliance
measures are paramount. By fostering a culture of data awareness and accountability throughout the FM
organization, information security can be upheld as a top priority, safeguarding against potential threats and
ensuring the integrity of decision-making processes.
4.5 Management system
The FM organization should be aware of any implementation of a management system and its requirements.
NOTE ISO 41001 sets out the requirements for a management system.
5 Value drivers
5.1 General
Value drivers are the benefits – (financial and non-financial –) that an organization’s stakeholders expect to
realize from the performance of its core business activities or which are delivered by it to achieve its core
business objectives. The principle applies equally to the demand organization and the FM organization
irrespective of whether the latter is internal or external. In all cases, account should be taken of identified and
perceived benefits, the stakeholders affected by them, and how these mightcan be enhanced or diminished by
FM, including facility services.
5.2 Markets and FM
The demand organization should recognize the differences between the work environment for an internal FM
organization and an external service provider offering FM on all three management levels. The internal FM
organization is dedicated to the demand organization, unless there is a sharing of resources with a body
affiliated to the demand organization, and so there is likely to be a fairly stable work environment. In contrast,
an external FM organization is operating in an unpredictable environment in which industry maturity,
competitive dynamics, availability of skilled providers, regulatory environment and cultural attitudes towards
utilizing externally provided services in the specific market, country or demand organization shape its
business outlook and behaviour. These factors can also be of consequence to the internal FM organization
where it is sourcing facility services externally.
In countries with a mature FM industry, there is usually availability of highly skilled and specialist service
providers and labour. Competition and choice can drive service performance and cost-effectiveness and, in
general, there are robust processes, technology and focus on compliance, sustainability, environmental
performance and social responsibility. Where the FM industry is less developed, the demand organization
mightcan find it difficult to recruit personnel and attract service providers to meet their requirements in full
and standards for delivery performance, quality and reliability. Lack of market maturity can drive the
development of internal FM organizations, with in-house service delivery, to secure control over operations.
Stringent regulations within a given market on the operating environment, market for facility services or
demand organization can influence the level and capabilities of internal and external FM organizations.
Specialist service providers can be used to navigating stringent health and safety, environmental and
regulatory environments; however, the demand organization mightwill sometimes prefer an internal FM
organization to achieve compliance with global standards where there is less regulatory oversight. In some
cultures, there mightcan be a preference for maintaining internal capabilities because of values related to
loyalty, job security or, simply, a lack of confidence in external service providers. Other cultures mightcan be
more open to sourcing from external providers to allow more focus on core business activities and to leverage
external expertise.
External FM organizations are subject to the perils of the market for their services. The demand organization
should recognize the uncertainty that markets create and the value drivers that can influence an external FM
organization’s approach. Market-related drivers capable of shaping and enhancing the business of external
FM organizations include:
— market conditions;
— revenues and profitability;
— competent personnel and teams that deliver;
— strong track-record and reputation for excellence;
— measurable environmental and social performance;
— limited exposure to a single client or customer;
— ability to manage cash flow.
The above can be seen as factors that increase the worth of the external FM organization and its services. A
demand organization considering engaging a service provider with a view to appointment as the external FM
organization should understand which value drivers are critical to the success of the service provider’s
decision-making and the strength of its commitment.
5.3 Differentiation strategies
Business drivers are key inputs and activities that drive operational and financial results. They can include
factors such as cost control, revenue growth, customer and user satisfaction, and innovation. The way an
external FM organization seeks to differentiate itself from competitors or position itself within the markets in
which it operates can have an impact on FM strategy.
Differentiation in a business context is normally reflected in the business strategy and objectives. Accordingly,
the external FM organization mightcan seek to differentiate itself on any of the following:
— market position;
— pricing strategy (e.g. premium versus low price);
— cost management;
— operational efficiency;
— employee satisfaction and morale;
— quality and competence;
— cultural fit;
— statutory and other legal requirements;
— sustainable development;
— innovation and technology adoption.
For example, an external service provider mightcan seek out opportunities where the price for its services is
subject to negotiation and the basis of the formal agreement is a collaborative arrangement (e.g. partnering).
Conversely, a different service provider mightcan be prepared to bid on a fixed-term, fixed-price basis and be
content with a more transactional arrangement.
Business drivers and differentiation strategy can significantly influence an FM strategy by directing and
prioritizing resources, shaping operational decisions and determining the focus areas for FM to support the
business strategy and objectives. The following are examples.
— Cost control – if: If a primary business driver is cost control, the FM strategy mightcan focus on energy
efficiency, reducing waste and optimizing space utilization to lower operational expenses.
— Revenue growth – the: The FM organization mightcan prioritize creating environments that enhance user
experience or support core business activities.
— User satisfaction – strategies: Strategies can include maintaining high standards of cleanliness, ensuring
safety and security, and providing amenities that enhance user experience.
— Innovation – if: If this drives the business, FM should focus on creating spaces that foster collaboration and
creativity, such as flexible workspaces and innovation hubs.
The demand organization should understand the implications of different arrangements before engaging with
external service providers to take on the responsibilities of an FM organization.
5.4 Sustainable development goals
The FM organization has a significant part to play in advancing the UN’sUnited Nations (UN) Sustainable
[12] [18]
Development Goals (SDGs) ) through sustainable practices in energy, water, waste management, health
and well-being, procurement and community involvement. It means that the FM organization might
havesometimes has to adapt its strategy, operations and culture to prioritize sustainability, innovation,
stakeholder engagement and partnership.
The FM organization should understand how its services contribute to the SDGs, how it will set targets to
demonstrate commitment to the goals and how it will ensure that information to this end is available to all
reasonable inquirers (see ISO/TR 41019 and ISO/UNDP PAS 53002). Practical steps can include the following.
a) Assessment and alignment – conduct: Conduct a thorough assessment of current practices and align them
with relevant SDGs, including understanding the impact of the facility’s operations on energy use, water
conservation, waste management and social inclusion.
b) Strategic integration – integrate: Integrate SDGs into the business strategy.
c) Stakeholder engagement – engage: Engage with key stakeholders to develop and implement
sustainability initiatives.
d) Education and training – provide: Provide ongoing education and training for personnel on sustainable
practices and the importance of SDGs.
e) Communication – develop: Develop a communication strategy to report on progress, sharing best
practices and fostering transparency with all stakeholders.
f) Innovation and technology – explore: Explore and implement innovative solutions and technology to
support sustainable development.
g) Partnerships – collaborate: Collaborate with other organizations, governments and non-governmental
organizations (NGOs) to amplify the impact of sustainable development initiatives.
h) Policy and procurement – adopt: Adopt sustainable procurement policies that prioritize environmentally
friendly products and services, contributing to responsible consumption and production patterns.
i) Reporting and disclosure – track: Track, monitor and report on ESG metrics, ensuring compliance with
reporting frameworks and providing transparency on progress on sustainable development.
5.5 Environmental performance
The FM organization should understand how it will respond to expectations as well as comply with statutory
and other legal requirements in respect of environmental performance management and the manner in which
it will make such information available to all reasonable inquirers.
NOTE ISO 14001 sets out requirements for an environmental management system.
The implications for the FM organization in respect of its environmental performance include the following.
— Strategic planning – integrate: Integrate environmental management into the business planning process
to accommodate the needs of the demand organization.
— Net-zero emissions – monitoring: Monitoring and controlling carbon and other GHG emissions.
— Leadership and personnel engagement – secure: Secure the involvement of top management on all three
management levels.
— Compliance and risk management – demonstrate: Demonstrate compliance with statutory and other legal
requirements, thereby managing environmental risks more effectively.
— Continual improvement – apply: Apply the plan–do–check–act Plan-Do-Check-Act-cycle (see 9.114.6.11).).
— Competitive advantage – improve: Improve efficiency, reduce costs and enhance stakeholder trust to
create a competitive edge.
— Supplier performance – examine: Examine the environmental performance of suppliers in the interest of
a sustainable supply chain.
5.6 Social responsibility
The FM organization should understand how it will respond to expectations as well as comply with statutory
and other legal requirements in respect of its social responsibilities and the manner in which it will make such
information available to all reasonable inquirers.
NOTE ISO 26000 provides guidance on social responsibility.
Environmental, social and governance (ESG)ESG principles are integral to the strategic and operational
framework of the FM organization for several reasons as follows.
— Sustainable performance and reporting – the: The FM organization plays a key role in delivering
sustainable performance across various domains such as energy efficiency, waste management and
sustainable supply chain practices.
— Stakeholder engagement and trust – open: Open communication and transparent reporting on ESG metrics
foster positive relationships and trust, positioning FM as a responsible and ethical function and discipline.
— Regulatory compliance and risk mitigation – integrating: Integrating ESG principles helps identify
potential risks, adopt sustainable practices and maintain compliance, reducing the likelihood of fines,
penalties and reputational damage.
— Brand reputation –: ESG practices significantly impact brand reputation and so it is necessary to be open
and transparent and avoid accusations of greenwashing.
— Operational efficiency and cost reduction – sustainable: Sustainable building practices and efficient
resource management lead to operational efficiencies and cost savings.
— Employee health and well-being – creating: Creating a healthy, safe and secure workplace that optimizes
the experience for everyone as far as is practicable.
6 Risk
6.1 General
The FM organization should differentiate issues and risks based on the following criteria.
— Issues are problems or challenges that have already occurred or are currently occurring (i.e. they are facts)
and should be dealt with expeditiously.
— Risks are events that mightcan occur or might not occur but, if they do occur, would impact one or more
organizational objectives with measurable consequences (i.e. they are uncertain).
Risks are events that can affect the FM organization and its ability to manage and operate the facility and its
services negatively or positively.
The FM organization should establish and maintain a risk register as an integral part of its risk management.
6.2 Threats
Negative or downside risks are referred to as threats. These can include, but are not limited to, events related
to finance, operations, health, safety and security, climate change, statutory and legal compliance, reputation
and other factors affecting the efficient and cost-effective functioning of the facility.
The FM organization should identify, assess and treat threats to its operations, the facility and the demand
organization’s business continuity.
NOTE ISO 31000 provides guidance on risk management covering the identification, analysis, evaluation and
treatment of risk. The term “mitigation” is widely used in practice as the default risk treatment: this is no longer
recommended. Acceptable treatments are reduce, transfer, accept and avoid. Another r
...

PROJET
Norme
internationale
ISO/DIS 41002
ISO/TC 267
Facility management — Élaboration
Secrétariat: BSI
d'un organisme de facility
Début de vote:
management
2025-08-28
Facility management — Development of the facility management
Vote clos le:
organization
2025-11-20
ICS: 03.080.10
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Numéro de référence
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ISO/DIS 41002:2025(fr)
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Facility management — Élaboration d’un organisme de facility
management
Facility management — Development of the facility management organization
Avertissement
Ce document n’est pas une Norme internationale de l’ISO. Il est distribué pour examen et observations. Il est
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ii

ISO/DIS 41002:2025(fr)
Sommaire Page
Avant-propos . v
Introduction . vi
1 Domaine d’application . 1
2 Références normatives . 1
3 Termes, définitions et abréviations . 2
4 Principes fondamentaux de l’organisme de FM . 3
4.1 Gouvernance . 3
4.1.1 Surveillance . 3
4.1.2 Leadership et gestion . 4
4.1.3 Responsabilités et autorités . 4
4.1.4 Gestion de l’information . 5
4.1.5 Système de management . 5
4.2 Inducteurs de valeur . 6
4.2.1 Généralités . 6
4.2.2 Marchés et FM . 6
4.2.3 Stratégies de différenciation . 7
4.2.4 Objectifs de développement durable . 8
4.2.5 Performance environnementale . 9
4.2.6 Responsabilité sociétale . 9
4.3 Risque . 10
4.3.1 Généralités . 10
4.3.2 Menaces . 10
4.3.3 Opportunités . 10
4.4 Parties prenantes . 11
4.4.1 Engagement . 11
4.4.2 Coordination et communication . 12
4.5 Organisme . 12
4.5.1 Formes . 12
4.5.2 Structures . 15
4.5.3 Culture et sensibilisation . 16
4.5.4 Connaissances . 17
4.5.5 Maturité . 17
4.5.6 Compétences . 17
4.5.7 Relations . 18
4.5.8 Personnel clé . 19
4.6 Facteurs ayant une incidence sur le succès de l’organisme de FM . 19
4.6.1 Stratégie et objectifs commerciaux . 19
4.6.2 Stratégie de FM . 19
4.6.3 Politique de FM . 20
4.6.4 Objectifs de FM . 20
4.6.5 Stratégie d’approvisionnement . 20
4.6.6 Intégration des services de gestion des installations . 20
4.6.7 Auto-prestation et sous-traitance . 21
4.6.8 Numérique, données et technologie . 21
4.6.9 Planification et contrôle . 21
4.6.10 Performances . 21
4.6.11 Amélioration continue . 21
Annexe A (informative) Participation des parties prenantes . 22
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ISO/DIS 41002:2025(fr)
Annexe B (informative) Exemples de formulaires de l’organisme de FM . 23
Bibliographie . 33

iv
ISO/DIS 41002:2025(fr)
Avant-propos
L’ISO (Organisation internationale de normalisation) est une fédération mondiale d’organismes nationaux de
normalisation (comités membres de l’ISO). L’élaboration des Normes internationales est en général confiée
aux comités techniques de l’ISO. Chaque comité membre intéressé par une étude a le droit de faire partie du
comité technique créé à cet effet. Les organisations internationales, gouvernementales et non
gouvernementales, en liaison avec l’ISO participent également aux travaux. L’ISO collabore étroitement avec
la Commission électrotechnique internationale (IEC) en ce qui concerne la normalisation électrotechnique.
Les procédures utilisées pour élaborer le présent document et celles destinées à sa mise à jour sont décrites
dans les Directives ISO/IEC, Partie 1. Il convient, en particulier de prendre note des différents critères
d’approbation requis pour les différents types de documents ISO. Le présent document a été rédigé
conformément aux règles de rédaction données dans les Directives ISO/IEC, Partie 2
(voir www.iso.org/directives).
L’ISO attire l’attention sur le fait que la mise en application du présent document peut entraîner l’utilisation
d’un ou de plusieurs brevets. L’ISO ne prend pas position quant à la preuve, à la validité et à l’applicabilité de
tout droit de brevet revendiqué à cet égard. À la date de publication du présent document, l’ISO [avait/n’avait
pas] reçu notification qu’un ou plusieurs brevets pouvaient être nécessaires à sa mise en application.
Toutefois, il y a lieu d’avertir les responsables de la mise en application du présent document que des
informations plus récentes sont susceptibles de figurer dans la base de données de brevets, disponible à
l’adresse www.iso.org/brevets. L’ISO ne saurait être tenue pour responsable de ne pas avoir identifié de tels
droits de propriété.
Les appellations commerciales éventuellement mentionnées dans le présent document sont données pour
information, par souci de commodité, à l’intention des utilisateurs et ne sauraient constituer un engagement.
Pour une explication de la nature volontaire des normes, la signification des termes et expressions spécifiques
de l’ISO liés à l’évaluation de la conformité, ou pour toute information au sujet de l’adhésion de l’ISO aux
principes de l’Organisation mondiale du commerce (OMC) concernant les obstacles techniques au commerce
(OTC), voir www.iso.org/avant-propos.
Le présent document a été élaboré par le comité technique ISO/TC 267, Facility management.
Il convient que l’utilisateur adresse tout retour d’information ou toute question concernant le présent
document à l’organisme national de normalisation de son pays. Une liste exhaustive desdits organismes se
trouve à l’adresse www.iso.org/fr/members.html.
v
ISO/DIS 41002:2025(fr)
Introduction
Généralités
Le facility management (FM) intègre de multiples disciplines afin d’avoir une influence sur l’efficience et la
productivité de l’économie des sociétés, des collectivités et des organismes ainsi que sur la manière dont les
individus interagissent avec l’environnement construit. Le FM a une incidence sur la santé, le bien-être et la
qualité de vie d’une grande partie des sociétés et de la population mondiale par le biais des services qu’il gère
et fournit (voir ISO 41001).
NOTE Le FM est défini comme une fonction de l’organisme qui intègre des personnels, des lieux et des processus au
sein de l’environnement construit, ayant pour but d’améliorer la qualité de vie du personnel et la productivité du cœur
de métier (voir ISO 41011:2024, 3.1.1).
L’ISO 41001 fait référence à l’organisme demandeur et à l’organisme responsable du FM, y compris la
fourniture des services de gestion des installations. Une distinction est nécessaire en raison de la nature
variable de l’organisation du FM et du fait que les services de gestion des installations peuvent être fournis
par le personnel au sein de l’organisme demandeur, par des fournisseurs de services externes ou une
combinaison des deux. Si le FM fonctionne de manière efficiente et efficace, les utilisateurs d’une installation
peuvent s’attendre à la même qualité de service, que l’organisme de FM soit interne ou externe à l’organisme
demandeur.
Le présent document est basé sur le postulat simple qu’un organisme demandeur a besoin d’un arrangement
en interne, en externe ou par le biais d’une combinaison des deux, pour assumer la responsabilité du FM, y
compris la fourniture des services de gestion des installations.
Les organismes de FM existent aussi longtemps que le FM lui-même. De nombreux organismes de FM
pourraient être considérés comme des modèles d’efficience et d’efficacité, que d’autres pourraient utiliser
pour éclairer leur propre développement d’un organisme de FM. Le fait de disposer d’un organisme de FM
officiel confère les avantages suivants :
— une source immédiate de compétences, de connaissances et d’expérience en FM aux niveaux de gestion
stratégique, tactique et opérationnel ;
— une fonction efficace, réactive et rentable à l’appui des objectifs, de la stratégie et des plans commerciaux
de l’organisme demandeur ;
— une fonction de gestion de la conformité aux exigences légales et aux exigences de l’organisme demandeur
affectant le fonctionnement de l’installation, y compris la santé, la sûreté, la sécurité et le bien-être des
utilisateurs ;
— une fonction de mise en œuvre de mesures visant à réduire le plus possible l’impact du changement
climatique sur l’installation et à contribuer à la réalisation des objectifs et cibles compatibles avec le
développement durable.
Le présent document comble une lacune dans les lignes directrices et s’applique à toute personne ou entité
qui possède, exploite ou gère une installation, ou fournit des conseils sur sa gestion, dans le but de :
— l’apport d’un soutien approprié au cœur de métier de l’organisme demandeur ;
— satisfaire les besoins des utilisateurs de l’installation et des autres parties intéressées ;
— se conformer aux exigences légales ;
— simplifier et clarifier la gestion de l’installation ;
— conduire le changement organisationnel et améliorer l’efficacité opérationnelle ;
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ISO/DIS 41002:2025(fr)
— l’accès au FM stratégique, tactique et opérationnel du marché, le cas échéant ;
— l’utilisation de la technologie ;
— agir de manière responsable en ce qui concerne les mesures relatives au changement climatique, au
développement durable et à la résilience.
Les recommandations du présent document s’appliquent à un organisme de FM interne et externe.
Approche processus
Le présent document souligne une approche de FM conduite par la gestion, y compris la fourniture de services
de gestion des installations de quelque nature que ce soit. Il est explicite dans la définition d’un organisme de
FM qu’il est en mesure de fonctionner aux trois niveaux de gestion : stratégique, tactique et opérationnel. La
capacité de l’organisme de FM à fournir une fonction efficiente, réactive et efficace à l’appui des objectifs, de
la stratégie et des plans commerciaux de l’organisme demandeur nécessite des processus qui assurent la
continuité de la finalité à travers les trois niveaux de gestion.
Le document souligne l’interdépendance mutuelle entre l’organisme demandeur et son organisme de FM. Le
succès du premier dépend du second et de l’inverse. Pour que cette relation soit couronnée de succès et
prospère à l’avenir, il est nécessaire que la gestion de l’organisme demandeur et, lorsque l’organisme de FM
est externe, la direction du fournisseur de services appliquent de manière ciblée les recommandations du
présent document.
Le contexte d’un fournisseur de services externe agissant en tant qu’organisme de FM est différent de celui
d’un fournisseur de services interne (ou intra-entreprise). Un fournisseur de services externe agissant en tant
qu’organisme de FM et opérant aux trois niveaux de gestion est susceptible de répondre simultanément aux
besoins de plusieurs organismes demandeurs, alors que le fournisseur de services interne a un organisme
demandeur à satisfaire. Dans de nombreux pays, le marché du FM comprend peu de grands fournisseurs de
services, mais beaucoup plus de petits fournisseurs de services. Ces derniers ne sont pas tous censés
fonctionner pleinement aux trois niveaux de gestion, bien qu’ils puissent y aspirer.
Le présent document fournit des lignes directrices sur la manière dont les organismes de FM internes et
externes peuvent développer et améliorer leurs capacités aux trois niveaux de gestion. Il identifie les
décisions, les fonctions, les processus, les informations, les données et les parties intéressées qui permettent
à l’organisme demandeur de constituer la base essentielle pour l’organisme de FM, qu’il soit interne ou
externe. Le sujet inclut la gouvernance, les facteurs de valeur, le risque, l’engagement des parties prenantes,
la structure organisationnelle et les facteurs ayant un impact sur la réussite de l’organisme de FM.
vii
PROJET DE NORME INTERNATIONALE ISO/DIS 41002:2025(fr)

Facility management — Élaboration d’un organisme de facility
management
1 Domaine d’application
Le présent document fournit des recommandations relatives au développement d’un organisme de facility
management (FM) travaillant aux niveaux de gestion stratégique, tactique et opérationnel pour :
a) satisfaire les besoins et les objectifs de l’organisme demandeur et des utilisateurs de ses installations ;
b) répondre aux besoins des parties intéressées et aux exigences applicables relatives au FM de manière
cohérente ;
c) fournir un environnement sûr, sain, sécurisé et efficace qui améliore l’expérience sur le lieu de travail
pour les utilisateurs ;
d) protéger la valeur des actifs et la valeur des ressources de l’installation ;
e) fournir des services de gestion des installations convenablement spécifiés, réactifs et rentables ;
f) mettre en œuvre des mesures pour réduire le plus possible l’impact du changement climatique sur
l’installation ;
g) contribuer aux objectifs et cibles cohérents avec le développement durable ;
h) améliorer l’utilité et les avantages fournis par le système de FM.
2 Références normatives
Les documents suivants sont cités dans le texte de sorte qu’ils constituent, pour tout ou partie de leur contenu,
des exigences du présent document. Pour les références datées, seule l’édition citée s’applique. Pour les
références non datées, la dernière édition du document de référence s’applique (y compris les éventuels
amendements).
ISO 41001, Facility management — Systèmes de management — Exigences avec recommandations d’utilisation
ISO 41011, Facility management — Vocabulaire
ISO 41012, Facility management — Recommandations relatives au processus d’approvisionnement stratégique
et d’élaboration des accords
ISO 37000, Gouvernance des organismes — Recommandations
ISO/DIS 41002:2025(fr)
3 Termes, définitions et abréviations
Pour les besoins du présent document, les termes et les définitions de l’ISO 41011ainsi que les suivants
s’appliquent.
L’ISO et l’IEC tiennent à jour des bases de données terminologiques destinées à être utilisées en normalisation,
consultables aux adresses suivantes :
— ISO Online browsing platform : disponible à l’adresse https://www.iso.org/obp
— IEC Electropedia : disponible à l’adresse https://www.electropedia.org/
3.1
unité opérationnelle
fonction ou sous-fonction discrète et responsable au sein d’un organisme
[SOURCE : ISO/TS 21089:2018, 3.28, La Note 1 à l’article a été supprimée]
3.2
organisme de facility management
organisme de FM
entité responsable du facility management aux niveaux stratégique, tactique et opérationnel
[SOURCE : ISO 41011:2024, 3.1.4, modifié]
3.3
écoblanchiment
informations fausses ou trompeuses, intentionnellement ou par inadvertance, concernant les caractéristiques
environnementales ou de durabilité d’un produit, d’un actif et d’une activité, qui peuvent avoir des
conséquences sur l’évaluation de l’importance relative financière et non financière
[SOURCE : ISO 14100:2022, 3.1.15]
3.4
gouvernance
principes, politiques et cadre permettant à un organisme d’être dirigé, contrôlé et tenu de rendre des comptes
[SOURCE : ISO 21505:2017, 3.1, modifié]
3.5
ligne de visée de gestion
visibilité de la prise de décision du niveau stratégique au niveau tactique et opérationnel au sein d’un
organisme
3.6
auto-prestation
fourniture de services reposant sur les ressources propres du fournisseur
[SOURCE : ISO 41014, 3.4.3, modifié]
3.7
travail cloisonné
situation organisationnelle dans laquelle des groupes, des divisions ou des départements au sein d’une même
organisation sont réticents à partager des connaissances, des informations et des données
ISO/DIS 41002:2025(fr)
3.8
entité ad hoc
entité juridique qui sépare un montage financier ou un projet de son organisation mère
3.9
inducteur de valeur
tout ce qui est ajouté, ou perçu comme étant ajouté, à un produit ou service pour en améliorer la valeur aux
yeux des parties prenantes
[SOURCE : ISO 41014, 3.6.2]
Abréviations
ESG environnement, social et gouvernance
GES gaz à effet de serre
RACI Réalisateur, Approbateur, Consulté et Informé
4 Principes fondamentaux de l’organisme de FM
4.1 Gouvernance
4.1.1 Surveillance
Une gouvernance permet d’instaurer et de faire perdurer un organisme avec une finalité claire qui crée une
valeur à long terme en cohérence avec les attentes de ses parties prenantes. Cela signifie que la prise de
décision au sein de l’organisme est basée sur son éthique, sa culture, ses règles, ses pratiques, les
comportements, ses structures organisationnelles et ses processus. Ces éléments constituent le socle de la
gouvernance, permettant à un organisme de prospérer avec détermination et résilience. Le but de la
gouvernance est de cultiver des environnements où la confiance est entretenue, les aspirations sont réalisées
et le bien-être collectif est prioritaire. La résilience concernant la capacité d’adaptation d’un organisme dans
un environnement complexe et changeant.
La gouvernance fournit un cadre structuré auquel l’organisme doit adhérer pour sa gestion efficace et la
réalisation de ses objectifs à long terme. Il convient que la direction applique la gouvernance à tous les
domaines de l’administration afin d’établir la clarté et le contrôle des processus pour maintenir des opérations
commerciales fructueuses et durables. Cela est facilité par l’existence d’une ligne de visée de gestion du niveau
le plus élevé (c’est-à-dire stratégique) au niveau le plus bas (c’est-à-dire opérationnel) de l’organisme.
Du point de vue de la chaîne d’approvisionnement, la mise en œuvre de la gouvernance aide un organisme à
gérer les risques survenant au sein de la chaîne d’approvisionnement, en assurant la conformité, en
promouvant des relations commerciales éthiques, en préservant la transparence des opérations, en assurant
la maîtrise des coûts, en maintenant un haut niveau de qualité, en promouvant la durabilité, en pilotant
l’amélioration continue et en facilitant le changement.
Il convient que l’organisme de FM prenne des mesures exploitables pour favoriser une approche intégrée de
la gouvernance, en réunissant des perspectives descendantes et ascendantes en :
— établissant des canaux de communication solides pour faciliter le dialogue et le retour d’information entre
le leadership et les parties prenantes ;
— mettant la priorité sur les initiatives de renforcement des capacités afin d’assurer l’alignement avec les
objectifs opérationnels généraux et les besoins locaux ;
— encourageant la collaboration et le travail d’équipe interfonctionnel, briser le travail cloisonné et favoriser
l’appropriation collective ;
ISO/DIS 41002:2025(fr)
— mettant en œuvre des mécanismes de suivi et d’évaluation réguliers pour suivre les progrès et adapter les
stratégies en conséquence ;
— cultivant une culture d’inclusivité et d’autonomisation, où les voix diverses sont valorisées et intégrées
dans la prise de décision ;
— soulignant la nécessité de prendre conscience de l’étendue de la conformité réglementaire et de la manière
dont elle pourrait être gérée.
Des mesures proactives supplémentaires, telles que des audits périodiques, le développement personnel
continu et le développement professionnel, sont fondamentales pour maintenir la conformité et il convient
qu’elles soient mandatées par l’organisme de FM. Favoriser une culture de responsabilisation, rendre les
équipes et les individus autonomes et leur permettre de relever les défis, y compris les réglementations, en
toute confiance.
Il convient que l’organisme de FM élabore une politique cohérente sur sa gouvernance et la mette à la
disposition de tous les demandeurs raisonnables (voir également l’ISO 41018).
4.1.2 Leadership et gestion
Il existe une relation étroite entre le leadership, la gestion et l’engagement des parties prenantes. Bien que
chacun d’eux soit essentiel pour atteindre les objectifs d’une organisation, des distinctions doivent être
établies. Le leadership incarne la vision, l’inspiration et la capacité à gérer la complexité tout en créant un
alignement entre les diverses parties prenantes. La gestion se concentre sur la planification stratégique,
l’affectation des ressources et la supervision opérationnelle, en traitant directement les besoins des parties
prenantes. La distinction entre leadership et gestion est nécessaire pour que les structures de gouvernance
soient transparentes et correctement maintenues (voir 4.1.3).
Alors que la gestion s’occupe des tâches, des processus, des systèmes et que le leadership consiste à influencer,
inspirer et responsabiliser les individus pour atteindre des objectifs communs, il reste la question pratique
d’une répartition efficace des tâches. Une délégation efficace est essentielle à la fois au leadership et à la
gestion pour permettre une répartition efficace des tâches. Il convient que l’organisme de FM tienne compte
des besoins des individus en matière de développement des compétences et d’autonomie lors de la
détermination de l’attribution des tâches.
La clarté du leadership, de la gestion et de la délégation est vitale pour une gouvernance efficace. La promotion
d’une culture de transparence et de dialogue ouvert améliore la cohérence et l’efficacité de l’organisation. Il
convient que l’organisme de FM établisse des canaux de communication clairs, délimite les rôles et
responsabilités et définisse des attentes réalistes. Des mécanismes de rétroaction et d’évaluation des
performances sont alors nécessaires pour suivre les progrès et identifier les domaines à améliorer.
4.1.3 Responsabilités et autorités
Il convient que l’organisme de FM soit clairement structuré et défini de manière à correspondre à l’objectif de
son existence dans la satisfaction des objectifs commerciaux, de la stratégie et des plans opérationnels de
l’organisme demandeur. En fonction de sa taille et de sa diversification, il convient idéalement que la structure
de l’organisme de FM se compose d’unités opérationnelles interdépendantes, mais sans chevauchement de
fonctions susceptibles de réduire leur capacité à exercer. Pour atteindre cet état, il convient de définir les rôles,
responsabilités et objectifs des unités opérationnelles au sein de l’organisme de FM. On peut s’attendre à ce
que ces définitions fournissent des informations claires sur l’autorisation et la mise en œuvre des processus
appropriés pour chaque unité opérationnelle.
Pour assurer le bon fonctionnement, il convient de définir clairement les rôles et responsabilités des différents
niveaux de leadership et des personnes au sein de l’organisme de FM. Cela permettra au leadership de
comprendre comment gérer les attentes des différentes parties. En outre, des rôles et des responsabilités
clairs et bien définis sont susceptibles d’aider au traitement des risques liés aux opérations quotidiennes et à
la productivité.
ISO/DIS 41002:2025(fr)
Il convient que la direction fournisse aux unités opérationnelles de l’organisme de FM, lorsqu’elles sont
définies, le niveau d’autorité approprié. Les niveaux d’autorité permettent à la direction à différents niveaux
au sein de l’organisme de FM d’approuver le travail dans les limites prédéfinies qu’elle a autorisées, rendant
ainsi le processus de prise de décision dans la fourniture des services aussi efficace que possible.
Il convient que l’organisme de FM établisse et tienne à jour une attribution appropriée des responsabilités. La
forme habituelle est une matrice ou un graphique désigné RACI (responsible, accountable, consulted and
informed, c’est-à-dire responsable, redevable, consulté et informé) pour démontrer qui est responsable de
quoi et comment les autres rôles s’y rapportent. La clarté de la nature d’un rôle et de l’attribution des tâches
à celui-ci garantit une prise de décision ouverte et transparente.
4.1.4 Gestion de l’information
Il convient que l’organisme de FM prenne des mesures pour s’assurer que les informations et données sont
fiables, sécurisées et accessibles au personnel autorisé. La sécurité de l’information et la protection des
données sont d’une importance critique. L’incapacité à maintenir des contrôles adéquats pourrait entraîner
une fuite de données avec des implications pour les propriétaires des données affectées et une atteinte à la
réputation à la fois pour l’organisme demandeur et l’organisme de FM. La protection des données sensibles
est une exigence fondamentale ainsi qu’une question de respect de la législation et des normes de protection
des données.
Il convient que l’organisme de FM reconnaisse le rôle indispensable d’informations exactes, fiables et
opportunes dans la conduite de processus de prise de décision éclairés. Les informations nécessaires
fournissent les bases sur lesquelles les choix stratégiques sont faits, tandis que le caractère suffisant garantit
que les décideurs ont accès à toutes les données pertinentes exigées pour une analyse efficace.
À cet égard, il est essentiel de faire la distinction entre l’exhaustivité, l’exactitude et l’actualité de l’information
dans le contexte de la prise de décisions de gestion. Si l’exhaustivité garantit que toutes les données
pertinentes sont incluses, l’exactitude garantit leur fiabilité et l’actualité garantit leur pertinence par rapport
au calendrier de prise de décision.
Pour s’assurer que les informations et les données restent fiables, sécurisées et accessibles au personnel
autorisé, il convient que l’organisme de FM mette en œuvre une approche multidimensionnelle. Cela
comprend le déploiement de mécanismes de chiffrement et de contrôle d’accès, la réalisation d’audits
réguliers pour identifier les vulnérabilités et la formation continue du personnel sur les pratiques de sécurité
des données. La détermination des niveaux d’accès autorisés pour l’ensemble du personnel est fondamentale
pour ce processus.
En outre, l’établissement de politiques et de procédures claires pour le traitement des données et l’application
de mesures strictes de conformité sont primordiales. En encourageant une culture de sensibilisation aux
données et de responsabilité dans l’ensemble de l’organisme de FM, la sécurité de l’information peut être
maintenue comme une priorité absolue, en protégeant contre les menaces et en assurant l’intégrité des
processus de prise de décision.
4.1.5 Système de management
Il convient que l’organisme de FM tienne à jour un système de management pour soutenir sa gestion efficiente
et efficace de l’installation et la fourniture des services de gestion des installations. Il convient que le système
fasse l’objet d’un audit interne et d’une revue de direction sur une base périodique afin de s’assurer qu’il
fonctionne de manière optimale.
NOTE L’ISO 41001 expose les exigences relatives à un système de FM.
Une fois cette infrastructure établie, il est de la responsabilité des propriétaires de processus au sein de
l’organisme de FM de s’assurer que les processus sont exécutés comme convenu dans la documentation
étayant le fonctionnement du système de management.
ISO/DIS 41002:2025(fr)
4.2 Inducteurs de valeur
4.2.1 Généralités
Les inducteurs de valeur sont les avantages - financiers et non financiers - que les parties prenantes d’un
organisme s’attendent à tirer de la réalisation de ses activités du cœur de métier ou qui sont fournis par lui
pour atteindre les objectifs de son cœur de métier. Le principe s’applique également à l’organisme demandeur
et à l’organisme de FM, que ce dernier soit interne ou externe. Dans tous les cas, il convient de tenir compte
des bénéfices identifiés et perçus, des parties prenantes concernées par ceux-ci et de la manière dont ceux-ci
peuvent être améliorés ou réduits par le FM, y compris les services de gestion des installations.
4.2.2 Marchés et FM
Il convient que l’organisme demandeur reconnaisse les différences entre l’environnement de travail d’un
organisme de FM interne et d’un fournisseur de services externe offrant le FM aux trois niveaux de gestion.
L’organisme de FM interne est dédié à l’organisme demandeur, à moins qu’il n’y ait un partage des ressources
avec un organisme affilié à l’organisme demandeur, et qu’il y ait donc probablement un environnement de
travail assez stable. En revanche, un organisme de FM externe opère dans un environnement imprévisible
dans lequel la maturité du secteur, la dynamique concurrentielle, la disponibilité de fournisseurs qualifiés,
l’environnement réglementaire et les attitudes culturelles vis-à-vis de l’utilisation de services fournis par des
prestataires externes sur le marché, le pays ou l’organisme demandeur spécifique façonnent ses perspectives
et son comportement commerciaux. Ces facteurs peuvent également être une conséquence pour l’organisme
de FM interne lorsqu’il s’approvisionne en services de gestion des installations à l’extérieur.
Dans les pays où l’industrie du FM est mature, il existe généralement des fournisseurs de services et de
main-d’œuvre hautement qualifiés et spécialisés. La concurrence et le choix peuvent stimuler la performance
des services et la rentabilité et, en général, il existe des processus et des technologies robustes et l’accent est
mis sur la conformité, la durabilité, la performance environnementale et la responsabilité sociale. Lorsque
l’industrie du FM est moins développée, l’organisme demandeur peut éprouver des difficultés à recruter du
personnel et à attirer des prestataires de services pour répondre pleinement à leurs exigences et aux normes
de performance, de qualité et de fiabilité de la prestation. Le manque de maturité du marché peut stimuler le
développement d’organismes de FM internes, avec une prestation de services en interne, afin d’assurer le
contrôle des opérations.
Des réglementations strictes au sein d’un marché donné concernant l’environnement d’exploitation, le marché
des services de gestion des installations ou l’organisme demandeur peuvent influencer le niveau et les
capacités des organismes de FM internes et externes. Les prestataires de services spécialisés peuvent être
utilisés pour naviguer dans des environnements stricts en matière de santé et de sécurité, d’environnement
et de réglementation ; toutefois, l’organisme demandeur peut préférer un organisme de FM interne pour se
conformer aux normes mondiales lorsqu’il y a moins de surveillance réglementaire. Dans certaines cultures,
il peut y avoir une préférence pour le maintien des capacités internes en raison de valeurs liées à la loyauté, à
la sécurité de l’emploi ou, tout simplement, d’un manque de confiance dans les prestataires de services
externes. D’autres cultures pourraient être plus ouvertes au recours à des fournisseurs externes pour
permettre de se concentrer davantage sur les activités du cœur de métier et de tirer parti de l’expertise
externe.
Les organismes de FM externes sont soumis aux dangers du marché pour leurs services. Il convient que
l’organisme demandeur reconnaisse l’incertitude que les marchés créent et les facteurs de valeur qui peuvent
influencer l’approche d’un organisme de FM externe. Les facteurs liés au marché capables de façonner et
d’améliorer les activités des organismes de FM externes comprennent :
— les conditions du marché ;
— le chiffre d’affaires et la rentabilité ;
— le personnel compétent et les équipes qui assurent la prestation ;
ISO/DIS 41002:2025(fr)
— de solides antécédents et une réputation d’excellence ;
— des performances environnementales et sociales mesurables ;
— une exposition limitée à un seul client ;
— une capacité à gérer les flux de trésorerie.
Les éléments ci-dessus peuvent être considérés comme des facteurs qui augmentent la valeur de l’organisme
de FM externe et de ses services. Il convient qu’un organisme demandeur qui envisage d’engager un
fournisseur de services en vue de sa désignation en tant qu’organisme de FM externe comprenne quels
facteurs de valeur sont essentiels à la réussite de la prise de décision du fournisseur de services et à la force
de son engagement.
4.2.3 Stratégies de différenciation
Les moteurs opérationnels sont des intrants et des activités clés qui déterminent les résultats opérationnels
et financiers. Ils peuvent inclure des facteurs tels que la maîtrise des coûts, la croissance des revenus, la
satisfaction des clients et des utilisateurs et l’innovation. La manière dont l’organisme de FM cherche à se
différencier de ses concurrents ou à se positionner sur les marchés sur lesquels il opère peut avoir un impact
significatif sur la stratégie de FM.
La différenciation dans un contexte commercial se reflète normalement dans la stratégie et les objectifs
commerciaux. Par conséquent, l’organisme de FM externe peut chercher à se différencier sur l’un des points
suivants :
— sa position sur le marché ;
— sa stratégie de tarification (par exemple, prix premium ou prix bas) ;
— sa gestion des coûts ;
— son efficacité opérationnelle ;
— la satisfaction et le moral de ses employés ;
— ses qualités et sa compétence ;
— sa concordance culturelle ;
— ses obligations et exigences légales ;
— ses objectifs de développement durable ;
— son adoption de l’innovation et de la technologie.
Par exemple, un prestataire de services externe peut rechercher des opportunités lorsque le prix de ses
services fait l’objet d’une négociation et que la base de l’accord formel est un accord de collaboration (par
exemple, partenariat). À l’inverse, un autre prestataire de services pourrait être prêt à soumissionner à terme
et à prix fixes et se contenter d’un arrangement plus transactionnel.
Les moteurs opérationnels et la stratégie de différenciation peuvent influencer de manière significative une
stratégie de FM en orientant et en hiérarchisant les ressources, en façonnant les décisions opérationnelles et
en déterminant les domaines d’intérêt du FM pour soutenir la stratégie et les objectifs de l’entreprise. Voici
des exemples.
ISO/DIS 41002:2025(fr)
— Contrôle des coûts – si l’un des principaux facteurs opérationnels est le contrôle des coûts, la stratégie de
FM peut se concentrer sur l’efficacité énergétique, la réduction des déchets et l’optimisation de
l’utilisation de l’espace afin de réduire les dépenses d’exploitation.
— Croissance des revenus – l’organisme de FM peut donner la priorité à la création d’environnements qui
améliorent l’expérience de l’utilisateur ou soutiennent les activités du cœur de métier.
— Satisfaction du client et de l’utilisateur – les stratégies peuvent inclure le maintien de normes élevées de
propreté, la garantie de la sûreté et de la sécurité et la fourniture d’équipements qui améliorent
l’expérience de l’utilisateur.
— Innovation – si cela stimule l’activité, il convient que le FM se concentre sur la création d’espaces qui
favorisent la collaboration et la créativité, tels que des espaces de travail flexibles et des pôles
d’innovation.
Il convient que l’organisme demandeur comprenne les implications des différentes dispositions avant de
s’engager avec des prestataires de services externes pour assumer les responsabilités d’un organisme de FM.
4.2.4 Objectifs de développement durable
L’organisme de FM a un rôle important à jouer dans la réalisation des Objectifs de développement durable
[11]
(ODD) des Nations Unies par le biais de pratiques durables dans les domaines de l’énergie, de l’eau, de la
gestion des déc
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