SIST-TP CEN ISO/TR 41030:2025

SLOVENSKI STANDARD
01-oktober-2025
Upravljanje objektov in storitev - Obstoječe upravljanje uspešnosti v organizacijah
za upravljanje objektov - Stanje v industriji (ISO/TR 41030:2024)
Facility management - Existing performance management in facility management
organizations - State of the industry (ISO/TR 41030:2024)
Facility Management - Bestehendes Leistungsmanagement in Facility-Management-
Organisationen - Stand der Branche (ISO/TR 41030:2024)
Facility management - Gestion de la performance dans les organismes de facility
management - État de l'industrie (ISO/TR 41030:2024)
Ta slovenski standard je istoveten z: CEN ISO/TR 41030:2025
ICS:
03.080.10 Vzdrževalne storitve. Maintenance services.
Upravljanje objektov Facilities management
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

CEN ISO/TR 41030
TECHNICAL REPORT
RAPPORT TECHNIQUE
July 2025
TECHNISCHER REPORT
ICS 03.080.10
English Version
Facility management - Existing performance management
in facility management organizations - State of the
industry (ISO/TR 41030:2024)
Facility management - Gestion de la performance dans Facility Management - Bestehendes
les organismes de facility management - État de Leistungsmanagement in Facility-Management-
l'industrie (ISO/TR 41030:2024) Organisationen - Stand der Branche (ISO/TR
41030:2024)
This Technical Report was approved by CEN on 20 July 2025. It has been drawn up by the Technical Committee CEN/TC 348.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway,
Poland, Portugal, Republic of North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Türkiye and
United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION

EUROPÄISCHES KOMITEE FÜR NORMUNG

CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2025 CEN All rights of exploitation in any form and by any means reserved Ref. No. CEN ISO/TR 41030:2025 E
worldwide for CEN national Members.

Contents Page
European foreword . 3

European foreword
The text of ISO/TR 41030:2024 has been prepared by Technical Committee ISO/TC 267 "Facility
management” of the International Organization for Standardization (ISO) and has been taken over as
which is held by SN.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
Any feedback and questions on this document should be directed to the users’ national standards body.
A complete listing of these bodies can be found on the CEN website.
Endorsement notice
The text of ISO/TR 41030:2024 has been approved by CEN as CEN ISO/TR 41030:2025 without any
modification.
Technical
Report
ISO/TR 41030
First edition
Facility management — Existing
2024-07
performance management in
facility management organizations
— State of the industry
Facility management — Gestion de la performance dans les
organismes de facility management — État de l'industrie
Reference number
ISO/TR 41030:2024(en) © ISO 2024

ISO/TR 41030:2024(en)
© ISO 2024
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
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii
ISO/TR 41030:2024(en)
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context . 1
4.1 History .1
4.2 Impact of FM on the world .3
4.3 State of the industry .3
4.4 Industry survey .3
5 Challenges . 4
6 Opportunities . 6
Annex A (informative) State of the industry highlights . 8
Bibliography . 17

iii
ISO/TR 41030:2024(en)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee
has been established has the right to be represented on that committee. International organizations,
governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely
with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
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.
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.

iv
ISO/TR 41030:2024(en)
Introduction
Facility management (FM) directly involves or impacts a signification portion of the world’s total workforce,
indicating that improving FM can have a significant impact on how demand organizations function
worldwide. As a result, effective FM performance measurement and management is essential within the
FM profession to ensure FM professionals and their organizations understand and meet the objectives of
demand organizations. While there is a large body of existing efforts to provide meaningful performance
measures that align with demand organization objectives and business practices, there does not seem to be
a clear and consistent approach across the FM industry.
This document provides a summary of existing research, methodologies and performance indicators,
and creates a path forward for standard development which addresses performance measurement and
management needs.
This document builds on previous efforts completed by ISO/TC 267 regarding performance measures and
improvement. The underlying strategy is threefold and designed to provide efficient progress towards a
well-organized collection of work outputs:
a) exploring a broad understanding of the current state of FM performance measures and improvement
across all demand organizations with an anticipated greater interest and engagement from a broad-
based perspective;
b) modularizing work output development into smaller, more focused initiatives that are part of the
broader framework (allowing greater participation and a work output focused on meeting specific
requirements);
c) creating a long-range approach that can be adjusted and enhanced as circumstances dictate, allowing
for improved life cycle management of the work output products.

v
Technical Report ISO/TR 41030:2024(en)
Facility management — Existing performance management in
facility management organizations — State of the industry
1 Scope
This document provides a robust understanding of existing performance measures in facility management
(FM) organizations and the needs of both:
— the demand organization;
— the FM organization across the breadth of public and private sector organizations, profit and not for profit.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO 41011, Facility management — Vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 41011 apply.
ISO and IEC maintain 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/
4 Context
4.1 History
Since its beginning in 1980s, as studies related to the history of FM show, the profession has evolved from a
function with responsibility for dealing only with “hardware,” such as buildings, furniture and equipment,
to a professional discipline concerned with “software,” looking at people, processes, data, environment, and
health and safety.
For some, FM went from being the custodial function of a building superintendent/janitor concerned largely
with operational issues of maintenance, cleaning and tenant security to a more complex one, where the cost
of its management and operation has led to the need for tactical and strategic functions.
This has raised the profile of the discipline along with other support functions such as human resources
[22]
management and information technology.
Demand organizations range from private sector entities with a financial performance focus to public sector
and federal government organizations whose primary objectives are often not financially driven. Similarly,
profit versus not for profit influences the selection of the demand organization’s performance indicators and,
in many instances, FM organizations become nested with supporting roles between a demand organization
and a third-party service provider delivering some or all of the FM activities to the demand organization.
These entities typically have different objectives.

ISO/TR 41030:2024(en)
How different countries with dissimilar social-economic milestones adopt FM must also be considered.
[17]
The research by Lindholm and Leväinen reveals how the diverse approaches adopted by societies in
cultivating leadership and organizational growth are directly influenced by societies and social, economic
and historical progress. Every country has its own culture, type of organization and leadership, resulting
in different levels of FM at different stages of development. Due to these differences in leadership and
organizational structure, it is logical that the demands set for facility professionals differ and the quality
realized is valued differently. Differences in FM leadership and organizational structure also impact the way
in which FM is performed, measured and managed.
Historically, performance management and measurement has mainly focused on outcomes, utilizing available
information to establish a quantifiable indicator, and then measuring whether the desired performance
was achieved in the context of the performance measurement. More recently, performance management
has expanded within FM organizations to incorporate forward-looking performance management that also
incorporates measurements assessing an organization’s ability to identify and adapt to future requirements
versus historical performance.
Performance measurement is important because it provides the basis for an organization to assess how
well it is progressing towards its predetermined objectives, to identify areas of strengths and weaknesses,
[2]
and to decide on future initiatives, while aiming to improve organizational performance. The function
of performance measurement is to generate a class of information that will be useful in a wide variety of
problems and situations. It focuses on the means and results (ends) or processes and outcomes and can be
described in terms of practices and metrics. Performance measurement includes:
— enhancing improvements;
— adopting a long-term perspective;
— more precise communication;
— allocating resources to the most attractive improvement activities;
— an effective and efficient planning, control and evaluation system;
— motivating individuals and encouraging the correct organizational behaviour;
— supporting management initiatives and managing change.
Organizations can use performance measures to:
— identify success;
— identify whether they are meeting customer requirements;
— understand their processes (to confirm what they know or reveal what they do not know);
— identify where problems, bottlenecks and waste exist, and where improvements are necessary;
— ensure that decisions are based on facts, and not supposition, emotion or intuition;
— show if the improvements planned actually happened.
A performance measurement system can be defined as a complete set of performance measures and
indicators derived in a consistent manner according to a forward set of rules or guidelines. It is a means of
monitoring and maintaining organizational control, i.e. the process of ensuring that an organization pursues
strategies that lead to the achievement of overall goals and objectives. Performance measures can be used to
force an organization to focus on the right issues.
To reduce the complexity of performance measurement, a wide range of measurements must be arranged or
categorized. Representing the cause-and-effect relationship of an organization’s strategy has shown to be
helpful to categorizing a huge number of measurements in connection to core business and surroundings.
[12]
On the other hand, the overview of key performance indicators (KPIs) can be useful to organizations in
different contexts and on different levels: operational, tactical and strategic.

ISO/TR 41030:2024(en)
The measurements can provide performance management information that affects positive change in
organizational culture, systems and process. The shift from performance measurement to performance
management is accomplished by helping to set the agreed-upon performance goals, and allocating and
prioritizing an organization’s resources.
Many authors have reflected on general performance measurement and performance criteria, i.e. different
aspects or areas of performance, and tried to link and categorize performance to concepts such as quality,
effectiveness, efficiency, productivity, innovation, profitability/budgeting and others.
Performance management programmes provide feedback based on specifics rather than generalizations and
[2]
are based on specific objectives derived from the desired outcome of performance measurement results.
4.2 Impact of FM on the world
The significance of FM’s impact on global gross domestic product (GDP) suggests that improved performance
management and measurement can directly contribute to global economic productivity with both
quantitative and qualitative benefits. This applies to practitioners, demand organizations and individuals
that are directly or indirectly the beneficiaries of improved performance with clearly quantifiable benefits
[11]
across all 17 of the United Nations (UN) Sustainable Development Goals (SDGs).
Enhancing FM performance measurement and management represents a clear opportunity to both support
demand organization objectives and complement global economic performance and established sustainable
development goals.
4.3 State of the industry
This document discusses performance measurement and management based on a review of over 150
source documents. While common thinking exists across many of the documents, the reviewed literature
is inconsistent in its use of terminology, and approaches the development of performance measurement and
management with varying methodologies and performance metrics.
[16]
According to the literature, performance measurement has been developed in two phases. In the first
phase (which went on until the 1980s), performance measurement primarily focused on financial criteria.
Since the late 1980s, the second phase revealed that the traditional performance measures had severe
limitations, including the encouragement of short-term thinking, lack of a strategic focus and insufficient
local optimization.
Eleven representative examples were selected from the overarching reference list which represent some
of the methods or frameworks presented for analysis and definition of performance indicators. They are
summarized in Annex A.
4.4 Industry survey
In a survey conducted in the preparation of this document, there were several findings that provide more
context for the opportunities and recommendations.
Here are some highlights from the survey:
— Only 40 % of the respondents are measured using performance indicators. This is a low number and
likely reflects the misuse or the non-use of performance measurements in FM.
— Only 56 % of those respondents are measured based on demand organization’s measures/objectives,
which possibly reflects a lack of connecting the FM strategy with the organizational strategy.
— While 85 % say they differentiate between KPIs and other indicators, several other responses suggest
that the difference is understood, and the respondents are correctly differentiating between them.
— 70 % use a standard or reference to develop performance measurements (i.e. ISO, IFMA, ISSA, LEED,
etc.). However, the references are more related to benchmarking than performance requirements for

ISO/TR 41030:2024(en)
the specific demand organization’s objectives, possibly indicating a disconnect between practice and the
theory identified in the above references.
— The number of measurements ranged from a total of 8 to 65. This is a very wide variation of measurements
which possibly indicates a lack of consistency in application and use of measurements, such as the
difference between KPIs and non-KPIs.
— Very few respondents indicated that they have a resource assigned to analysing performance data. This
suggests that even when FM organizations measure results, there is not necessarily consistent and
widespread management of the results to improve performance.
5 Challenges
Reliable, quantitative empirical data to inform business strategies and measure organizational performance
are still scarce. One reason for this lack of data and problematic interpretations of cause-effect relationships
is the broad scope of FM. This makes it difficult to trace and measure the impact of particular FM input.
[12]
Clear standard performance indicators are in their infancy.
Additionally, the FM practice, and broader industry application of performance measurement and management,
appears inconsistent in its methodology, terms, definitions and application of standardized concepts. Industry
research and existing technical publications indicate a strong need for a clear and consistent performance
terminology that creates a foundation for a performance management framework and an associated
development methodology that incorporates historical current, and future indicators for FM.
Existing performance measurement and management frameworks and publications provide a strong
reference set of methodologies and structures but lack a consistent set of terms with associated definitions
and a guidance document capable of supporting the FM organization in the development of a performance
management framework suited to their demand organization.
Individual methods appear appropriate to subsets of the FM organization, but none is ideally suited to meet
all the requirements of FM organizations across the spectrum of demand organizations and few, if any, create
a management framework capable of addressing historical, current and future performance management
requirements.
A number of opportunities exist to develop an integrated framework for FM performance measurement and
management capable of addressing the identified gaps. These include the following:
— Terminology related to performance measurement and management is not consistently applied or clearly
understood when applied (e.g. the use of the term “KPI” to describe any performance measures, whether
key or not).
— The difference between types of FM delivery organizations and the relationship to the demand
organization must be addressed (e.g. FM departments within a demand organization, outsourced FM
providers delivering to demand organizations).
— The option to require tests to define which KPIs are being preferred in practice, why and by whom, and
how the selection and priorities are linked to organizational characteristics and the external context.
— In order to make effective use of its performance measurement outcomes, an organization must be able
[2]
to make the transition from measurement to management.
— Indexes are valid for consideration and inclusion with the necessary context, in addition to other
measures. Usage, validity, accuracy and context of some index-related measures are important to include.
— A consideration of the illustrations for guidance on approach.
— A consideration of the metric itself to be included. More importantly, a consideration of the format as a
template to propose in the standard for laying out the measures.
— The fundamental principle of the balanced scorecard (BSC), i.e. that performance is evaluated against
the organization’s strategic objectives, applies specifically to FM. BSC scores based on management’s

ISO/TR 41030:2024(en)
opinion on a ranking scale can lead to potential bias if based solely on management’s opinion. Another
option is to look for independent quantitative and qualitative indicators of facility performance that have
[5]
an open-ended range that allows for objective and reliable performance assessment.
— The relationship between core and non-core business, in the context of real estate management and FM,
[17]
is not well understood.
— Tangible and intangible assets are important to the successful support of the core business, which calls
for a broader view of real estate’s contribution to the firm. Not only direct facility costs, but indirect
[17]
costs and contribution to the long-term success of the core business must be identified and measured.
— The absence of some form of objective measurement using leading indicators as well as financial
outcomes negatively affects the comparison of alternative corporate real estate management (CREM)
[17]
strategies and, generally, leaves corporations unaware about what they are achieving.
— Furthermore, a broader, more coherent assessment of the ability of best practice facilities to add value to
[17]
the core bus
...