SIST EN 15221-7:2014

SLOVENSKI STANDARD
oSIST prEN 15221-7:2011
01-september-2011
8SUDYOMDQMHREMHNWRYLQVWRULWHYGHO8þLQNLSULPHUMDOQHDQDOL]H
Facility Management - Part 7: Performance Benchmarking
Facility Management - Teil 7: Leistungs-Benchmarking
Facilities management - Partie 7: Étalonnage comparatif de performance
Ta slovenski standard je istoveten z: prEN 15221-7
ICS:
03.080.99 Druge storitve Other services
91.040.01 Stavbe na splošno Buildings in general
oSIST prEN 15221-7:2011 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

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oSIST prEN 15221-7:2011


EUROPEAN STANDARD
DRAFT
prEN 15221-7
NORME EUROPÉENNE

EUROPÄISCHE NORM

February 2011
ICS 35.240.99; 91.140.01
English Version
Facility Management - Part 7: Performance Benchmarking
 Facility Management - Teil 7: Leistungs-Benchmarking
This draft European Standard is submitted to CEN members for enquiry. It has been drawn up by the Technical Committee CEN/TC 348.

If this draft becomes a European Standard, CEN members are bound to comply with the CEN/CENELEC Internal Regulations which
stipulate the conditions for giving this European Standard the status of a national standard without any alteration.

This draft European Standard was established by CEN in three official versions (English, French, German). A version in any other language
made by translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management
Centre has the same status as the official versions.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland,
Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland and United Kingdom.

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 supporting documentation.

Warning : This document is not a European Standard. It is distributed for review and comments. It is subject to change without notice and
shall not be referred to as a European Standard.


EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION

EUROPÄISCHES KOMITEE FÜR NORMUNG

Management Centre: Avenue Marnix 17, B-1000 Brussels
© 2011 CEN All rights of exploitation in any form and by any means reserved Ref. No. prEN 15221-7:2011: E
worldwide for CEN national Members.

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Contents Page
Introduction .4
1 Scope .5
2 Normative references .5
3 Terms and definitions .6
4 Benchmarking forms .7
4.1 Benchmarking content .8
4.2 Benchmarking measure .8
4.3 Benchmarking comparator .9
4.4 Benchmarking domain . 10
4.5 Benchmarking frequency . 10
5 Benchmarking outputs . 12
5.1 Financial benchmarks . 12
5.2 Spatial benchmarks . 13
5.3 Environmental benchmarks . 13
5.4 Service quality benchmarks . 14
5.5 Satisfaction benchmarks . 15
5.6 Productivity benchmarks . 15
6 Benchmarking process . 16
6.1 Preparing phase . 17
6.2 Comparing phase. 18
6.3 Improving phase . 19
Annex A (informative) Performance data . 20
Annex B (informative) Collecting contextual data . 23
Annex C (informative) Collecting financial data . 24
Annex D (informative) Collecting spatial data . 30
Annex E (informative) Collecting environmental data . 33
Annex F (informative) Collecting service quality data . 45
Annex G (informative) Collecting satisfaction data . 51
Annex H (informative) Collecting productivity data . 57
Annex I (informative) Inherent complications . 59
Bibliography . 61

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Foreword
This document (prEN 15221-7:2011) has been prepared by Technical Committee CEN/TC 348 “Facility
Management”, the secretariat of which is held by NEN.
This document is currently submitted to the CEN Enquiry.
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Introduction
Effective delivery of Facility Management support is a critical component in the working of most organisations.
It impacts on organisations’ own ability to deliver consistent products and services, supports the core
business, and can be a component in achieving competitive advantage. However, effectiveness and efficiency
in Facility Management has been notoriously difficult to assess because there has been no common
methodology and no standard data collection methods. This standard on Performance Benchmarking, along
with others in the EN 15221 suite, is a major step forwards in addressing those gaps.
Benchmarking is part of a process which aims to establish the scope for, and benefits of, potential
improvements in an organisation through systematic comparison of its performance with that of one or more
other organisations. It is a tool in common use across industries worldwide, but has often been misused and
misunderstood within Facility Management.
Benchmarking is often associated with the term “best practice”. Comparison with the best company or process
within an industry is one of the most intelligent ways to improve one’s own performance. Best practice can
refer to adequate outcomes at the lowest cost, but this is not always the case. It can also refer to the best
possible outcome, or the speediest process, or the one with the least environmental impact. What is common
to all these is that no judgement on where one’s organisation stands can be made without a valid comparison.
Financial comparisons can be an appropriate basis for a benchmarking process, as quantitative data are often
more easy to reach and more easy to relate to than qualitative data. Historically most benchmarking in Facility
Management has focused on this kind of “hard” data. However, what one can learn from quantitative data may
be limited. This standard therefore tries to establish Performance Benchmarking as a data comparison
method to support development and learning processes through some types of qualitative knowledge sharing.
This standard seeks to simplify a notoriously complex process. Until now, benchmarking projects have often
been confused, over-ambitious, and lacking in effective data analysis. By establishing a coherent and
comprehensive process for benchmarking, along with useable and logical comparators, and by clarifying the
many pitfalls in the comparison process, this standard provides practising facility managers with a range of
key indicators to identify areas in which there may be a need to improve the performance of their own team,
their supply chain, or the entire organisation in which they work. It is this coherent approach within the
EN15221 standards which supports the basis of the Benchmarking standard.
It is hoped that this platform will, in a short time, lead to a demand for more commonality in reporting of a
range of comparators – financial, quality, and so on – which will make the work of facility managers more
easy, and more easily understood by the organisation for which they work.
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1 Scope
This Standard is applicable to Facility Management and covers benchmarking for existing owned or leased
buildings as well as buildings in state of planning or development.
This standard presents a constructive framework for benchmarking and contains clear terms and definitions
as well as methods for benchmarking facility management products and services related to buildings and/or
parts of buildings, independent of their function.
This standard establishes a common basis for benchmarking facility management costs, floor areas and
environmental impacts as well as service quality, satisfaction and productivity.
2 Normative references
The following referenced documents are indispensable for the application 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.
EN 15221-1, Facility Management – Terms and definitions
EN 15221-2, Facility Management – Guidance on how to prepare Facility Management agreements
EN 15221-3, Facility Management – Guidance on quality in Facility Management
EN 15221-4, Facility Management – Taxonomy, Classification and Structures in Facility Management
EN 15221-5, Facility Management – Guidance on Facility Management processes
EN 15221-6, Facility Management – Area and Space Measurement in Facility Management
ISO 32185, Assessments and benchmarking of terminological resources – General concepts, principles and
requirements
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3 Terms and definitions
For the purposes of this document, the terms and definitions given in EN 15521-1 and the following apply.
3.1
benchmarking
the process of comparing strategies, processes, performances and/or other entities against practices of the
same nature, under the same circumstances and with similar measures
NOTE 1 Typically the purpose of benchmarking is to improve strategies, processes, performances and/or other
entities, but may also be used for different purposes such as accountability.
NOTE 2 Measures may be quantitative or qualitative; comparators may be internal, competitors or cross-sector;
domain may be local, national or international; frequency may be one-off, periodic or continuous.
NOTE 3 It should be recognised that it may also be beneficial to compare entities to practices of a different nature,
under different circumstances and/or with dissimilar measures.
3.2
entity
any concrete or abstract thing that exists, did exist, or might exist, including associations among these things
3.3
benchmark
a reference point or metric against which a strategy, process, performance and/or other entity can be
measured
3.4
reference point
a measure of extremes, central tendency or dispersion
3.5
measure of extremes
a measure that provides an indication of the extreme score in a data set
NOTE Typical measures of extremes are: minimum – the smallest number of the sample, and maximum – the largest
number of the sample.
3.6
measure of central tendency
a measure that provides an indication of the typical score in a data set
NOTE Typical measures of central tendency are: mean – the average of all scores in the sample (calculated from
scores), median – the score that lies in the middle of the sample (calculated from ranks), and mode – the most
frequently occurring score (calculated from frequencies).
3.7
measure of dispersion
a measure that provides an indication of the typical bandwidths in a data set
NOTE A typical measures of dispersion is: quartiles – any of the three values which divide the sorted data set into
four equal parts, so that each part represents one fourth of the sampled population: first quartile (or lower
th th
quartile) cuts off lowest 25% of data (25 percentile), second quartile (or median) cuts data in half (50
th
percentile), and third quartile (or upper quartile) cuts off highest 25% of data (75 percentile).
3.8
outlier
an extreme score in a data set, having a disproportionate influence on determining reference points
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4 Benchmarking forms
There are multiple aspects which affect the scope of a benchmarking exercise and impact on the selection of
data. Figure 1 shows a categorisation of the major aspects classified into five main forms. The purpose of this
classification is to assist facility managers in understanding the different character of each element and
therefore to provide a guide to selecting the most appropriate form and methodology for the benchmarking
exercise when planning the process set out later in this standard.
Figure 1 — Classification of benchmarking forms

Content Measure Comparator Domain Frequency

- Strategy - Quantitative - Internal - Local - One-off

  - … …

- Process - Competitor - National - Periodic
- Qualitative

  - … …
- Performance - Cross-sector - International - Continuous


Depending on the purpose of a benchmarking exercise, the scope (i.e. content, measure, comparator, domain
and frequency) will differ. A non-exhaustive list of purposes and their typical scope is provided in Table 1.
content measure comparator domain frequency
quantitative qualitative
purpose
Identification of improvement options 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9
Resource-allocation decisions 9 9 9  9 9 9 9 9
Prioritisation of problem areas 9 9 9 9 9 9 9 9 9 9  9
Verification legal compliance 9 9 9  9 9 9 9 9 9
Identification of best practices 9 9 9 9 9 9 9 9 9 9 9 9 9
Budget review and planning 9 9 9 9  9 9 9 9 9 9 9
Alignment with corporate objectives 9 9 9 9  9 9 9 9 9 9 9 9
Verification of process effectiveness 9 9 9 9 9 9 9 9 9 9 9 9 9
9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9
Assessment of property performance
- Assessment of cost effectiveness 9 9 9 9 9 9 9 9 9 9 9

9 9 9 9 9 9 9 9
- Evaluation of floor space usage
- Appraisal of environmental impacts  9 9  9 9 9 9 9 9
- Assessment of service quality shortfalls  9  9  9 9 9 9 9 9 9 9 9
- Evaluation of employee satisfaction  9  9 9 9 9 9 9 9
- Appraisal of individual productivity  9   9 9 9 9 9 9 9

Table 1 — Typical benchmarking purposes
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strategy
process
performance
finance
space
environment
service quality
satisfaction
productivity
internal
competitor
cross-sector
local
national
international
one-off
periodic
continuous

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4.1 Benchmarking content
With reference to this document, the content of benchmarking can be: strategic, process, performance, etc.
4.1.1 Strategic benchmarking
Strategic benchmarking involves the assessment of strategic rather than operational matters. Typically
focussing on the effectiveness of resource usage in the light of corporate objectives, strategic benchmarking
may be used to establish a baseline for organisational review and to inform strategic decision-making.
Strategic benchmarking may be used for:
 Alignment with corporate objectives
 Resource allocation decisions
 Budget review and planning
4.1.2 Process benchmarking
Process benchmarking pertains to discrete work processes and/or operating systems. Typically focussing on
establishing ways of improving processes within a delivery system, process benchmarking may be used to
improve service delivery, reduce corporate risk, streamline processes and systems, etc. Process
benchmarking may be used for:
 Verification of process effectiveness
 Verification of legal compliance
 Prioritisation of problem areas
4.1.3 Performance benchmarking
Performance benchmarking concerns quantitative or qualitative inputs (such as costs, square metreage and
energy usage) and outputs (such as service quality, employee satisfaction and productivity); or a combination
of inputs and outputs which are understood to be correlated. Performance benchmarking may be used for:
 Assessment of property performance:
 Assessment of cost effectiveness
 Evaluation of floor space usage
 Appraisal of environmental impacts
 Assessment of service quality shortfalls
 Evaluation of employee satisfaction
 Appraisal of individual productivity
NOTE With reference to this document, the focus is on performance benchmarking.
4.2 Benchmarking measure
With reference to this document, the measure of benchmarking can be: quantitative, qualitative, a
combination, etc.
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4.2.1 Quantitative benchmarking
Quantitative benchmarking concerns entities that can be distinguished as tangible. Data is measured
objectively and typically captured by common processes through routine systems (such as management
information systems). Quantitative benchmarking may be used for:
 Assessment of financial expenditure (such as operating costs or capital costs)
 Assessment of floor space usage (such as space per FTE or linear metres storage)
 Assessment of environmental impacts (such as energy consumption or waste production)
NOTE With reference to this document, a quantitative measure can be: financial, spatial, environmental, etc.
4.2.2 Qualitative benchmarking
Qualitative benchmarking concerns entities that can be distinguished as intangible. Data is described
subjectively and typically captured by specific processes through routine systems (such as focus groups and
surveys). Qualitative benchmarking may be used for:
 Assessment of service quality (such as reliability or responsiveness)
 Assessment of satisfaction (such as employee of customer satisfaction)
 Assessment of productivity (such as repeat business or employee retention)
NOTE 1 With reference to this document, a qualitative measure can be: perceived quality, employee satisfaction, etc.
NOTE 2 For benchmarking purposes qualitative data is best captured or transformed into quantitative scores (1 =
extremely poor / strongly disagree / very unimportant, 2 = poor / disagree / unimportant, 3 = insufficient/ mildly
disagree / somewhat unimportant, 4 = fair / neutral / average, 5 = sufficient / mildly agree / somewhat
important, 6 = good / agree / important, 7 = extremely good / strongly agree / very important)
4.3 Benchmarking comparator
With reference to this document, the comparator of benchmarking can be: internal, competitor, industry, etc.
4.3.1 Internal benchmarking
Internal benchmarking pertains to comparison against internal practices and is typically used to evaluate
performance between business units within an organisation. Internal benchmarking may be used for:
 Identification of best practices
 Assessment of (re)location decisions
 Assessment of supplier performance
4.3.2 Competitor benchmarking
Competitor benchmarking pertains to comparison against competitor practices and is typically used to
evaluate performance against peers within a market sector. Competitor benchmarking may be used for:
 Identification of competitive advantages
 Assessment of financial expenditure
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 Assessment of service quality
4.3.3 Cross-sector benchmarking
Cross-sector benchmarking pertains to comparison against industry practices and is typically used to evaluate
performance against organisations across borders. Cross-sector benchmarking may be used for:
 Identification of co-operation opportunities
 Assessment of environmental impacts
 Assessment of productivity
4.4 Benchmarking domain
With reference to this document, the domain of benchmarking can be: local, national, international, etc.
4.4.1 Local benchmarking
Local benchmarking involves comparison at a local level and may be used for:
 Assessment of local performance variations
 Verification of cost rates
4.4.2 National benchmarking
National benchmarking involves comparison at a national level and may be used for:
 Assessment of regional performance variations
 Verification of labour rates
4.4.3 International benchmarking
International benchmarking involves comparison at an international level and may be used for:
 Assessment of national performance variations
 Verification of productivity rates
4.5 Benchmarking frequency
With reference to this document, the frequency of benchmarking can be: one-off, periodical, continuous, etc.
4.5.1 One-off benchmarking
One-off benchmarking pertains to exploring a status at one moment in time and is typically a response to a
threat or an opportunity. One-off benchmarking may be used for:
 Identification of best practice examples
 Identification of improvement options
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4.5.2 Periodic benchmarking
Periodic benchmarking pertains to verifying a status at set intervals and is typically a routine process, often
undertaken annually. Periodic benchmarking may be used for:
 Evaluation against performance against others
 Evaluation against previous performance
4.5.3 Continuous benchmarking
Continuous benchmarking pertains to monitoring a status constantly and is typically used to assess trends
and developments. Continuous benchmarking may be used for:
 Assessment of market trends and changes
 Assessment of causes and effects

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5 Benchmarking outputs
Because of the complexity of Facility Management and the vast range of activities covered by the discipline, it
is impossible to set out all the possible comparisons which might be made. What follows therefore is
considered to be an indicative list of some of the key ratio comparators which facility managers may wish to
assess in understanding how effective their organisation’s service are.
The six types of ratio set out are those against which facility managers and the supply chain may be
measured. As there is no absolute baseline figure against which performance can be assessed (no “absolute
zero degrees Kelvin”), the standard process assumes that these ratios are compared with appropriate peer
buildings, organisations or operations; and that they be maintained and reported over time to allow an
understanding of how the benchmarked organisation is progressing.
5.1 Financial benchmarks
In line with EN 15221-4, Facility Management – Part 4; Taxonomy, Classification and Structures in Facility
Management, this section provides an overview of key financial benchmarks that may be used in Facility
Management. For more details see Annex C – Collecting financial data.
5.1.1 Primary financial ratios
 Facility Management Costs per FTE (currency per annum)
 Facility Management Costs per workstation (currency per annum)
 Facility Management Costs per square metre NFA (currency per annum)
5.1.2 Secondary financial ratios
 Space & Infrastructure Costs per FTE (or workstation or m2 NFA)
 People & Organisation Costs per FTE (or workstation or m2 NFA)
5.1.3 Tertiary financial ratios
 Space Costs per FTE (or workstation or m2 NFA)
 Outdoors Costs per FTE (or workstation or m2 NFA)
 Cleaning Costs per FTE (or workstation or m2 NFA)
 Workplace Costs per FTE (or workstation or m2 NFA)
 Utilites Costs per FTE (or workstation or m2 NFA)
 Primary activities specific Costs per FTE (or workstation or m2 NFA)
 HSSE Costs per FTE (or workstation or m2 NFA)
 Hospitality Costs per FTE (or workstation or m2 NFA)
 ICT Costs per FTE (or workstation or m2 NFA)
 Logistics Costs per FTE (or workstation or m2 NFA)
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 Business support Costs per FTE (or workstation or m2 NFA)
 Organisation specific Costs per FTE (or workstation or m2 NFA)
NOTE 1 FTE refers to Full Time Equivalent and can be determined by dividing the total number of hour worked by the
number of regular working hours in a working week (e.g. working 32 hours when a regular working week
consists of 40 hours equals 0.8 FTE).
NOTE 2 Workstation refers to a physical station - including a desk and a chair - that is specifically designed or suitable
for work-related activities, such as reading, writing, telephoning and PC work, which meets legal requirements
and that is adequate for permanent use.
NOTE 3 NFA refers to Net Floor Area as defined in EN 15221-6, Facility Management – Area and space
measurement in Facility Management.
5.2 Spatial benchmarks
In line with EN 15221-6, Facility Management – Part 6: Area and Space Measurement in Facility
Management, this section provides an overview of key spatial benchmarks that may be used in Facility
Management. For more details see Annex D – Collecting spatial data.
5.2.1 Primary spatial ratios
 Net Floor Area per FTE (m2 NFA)
 Net Floor Area per person (m2 NFA)
 Net Floor Area per workstation (m2 NFA)
5.2.2 Secondary spatial ratios
 Net Floor Area / Total Level Area (%)
 Internal Area / Total Level Area (%)
 Gross Floor Area / Total Level Area (%)
5.3 Environmental benchmarks
In line with “IPD Environment Code - Measuring the Environmental Performance of Buildings”, this section
provides an overview of key environmental benchmarks that may be used in Facility Management. For more
details see Annex E – Collecting environmental data.
5.3.1 Primary environmental ratios
 Total CO2 emissions (tonnes per annum)
 CO2 emissions per FTE (tonnes per annum)
 CO2 emissions per m2 NFA (tonnes per annum)
5.3.2 Primary energy ratios
 Total energy consumption (kWh per annum)
 Energy consumption per FTE (kWh per annum)
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 Energy consumption per m2 NFA (kWh per annum)
5.3.3 Primary water ratios
 Total water usage (m3 per annum)
 Water usage per FTE (m3 per annum)
 Water usage per m2 NFA (m3 per annum)
5.3.4 Primary waste ratios
 Total waste production (tonnes per annum)
 Waste production per FTE (tonnes per annum)
 Waste production per m2 NFA (tonnes per annum)
5.3.5 Other environmental scores
 Space and Environment
 Outdoors and Environment
 Workplace and Environment
 Utilities and Environment
 Health & Safety and Environment
 Mobility and Environment
 Procurement and Environment
 BREEAM-is-use indication
5.4 Service quality benchmarks
In line with EN 15221-3, Facility Management – Part 3: Gu
...