NORM ABNT NBR

Brazilian ISO
41001
First edition
April 15, 2020

Facility management - Management systems -

Requirements with usage guidelines
Facility management — Management systems — Requirements with
guidance for use

ICS 03.080.10; 03.100.70 ISBN 978-65-5659-049-3

Reference number
ABNT NBR ISO 41001:2020
55 pages

© ISO 2018 - © ABNT 2020

ABNT NBR ISO 41001:2020

(c) ISO 2018

All rights reserved. Unless specified otherwise, no part of this publication may be
reproduced or used by any means, electronic or mechanical, including photocopying and microfilming, without permission by
written by ABNT, the only representative of ISO in Brazilian territory.

© ABNT 2020
All rights reserved. Unless otherwise specified, no part of this publication may be
reproduced or used by any means, electronic or mechanical, including photocopying and microfilm, without permission by
ABNT writing.

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ii © ISO 2018 - © ABNT 2020 - All rights reserved

 ABNT NBR ISO 41001:2020

Summary Page

National Preface
Introduction
0.1 Generalities
0.2 Process approach................................................................................................viii
1 Scope ................................................................................................................................1
2 Normative reference.........................................................................................................1
3 Terms and definitions...........................................................................................................1
4 Organization context
4.1 Understanding the organization and its context.....................................................5
4.2 Understanding the needs and expectations of stakeholders.............................5
4.3 Determine the scope of the FM system ...............................................................5
4.4 FM System .................................................................6
5 Leadership
5.1 Leadership and commitment.........................................................................................6
5.2 Policy.................................................................................................................................7
5.3 Functions, responsibilities and organizational authorities ........................................7
6 Planning
6.1 Actions to address risks and opportunities..................................................................8
6.2 FM objectives and planning to achieve them .........................................................8
7 Support................................................................................................................................9
7.1 Resources.............................................................................................................................9
7.2 Competence.......................................................................................................................9
7.3 Awareness
7.4 Communication....................................................................................................................10
7.5 Documented information ...............................................................................................10
7.5.1 General Information...................................................................................................................10
7.5.2 Generate and update information..............................................................11
7.5.3 Documented information control...........................................................................11
7.5.4 Information and data requirements of FM ..........................................................12
7.6 Organizational knowledge ........................................................................................12
8 Operation...........................................................................................................................13
8.1 Planning and operational control.................................................................13
8.2 Coordination with stakeholders ....................................................................13
8.3 Integration of services ....................................................................................................13
9 Performance evaluation .........................................................................................14
9.1 Monitoring, measurement, analysis, and evaluation .............................14
9.2 Internal audit...............................................................................................................14
9.3 Management Review............................................................................................................15
10 Improvement
10.1 Non-compliance and corrective action ...............................................................................16
10.2 Continuous Improvement

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ABNT NBR ISO 41001:2020

10.3 Preventive actions............................................................................................................17

Annex A (informative) Guidelines on the use of this document ...............................................18
A.1 Scope ..............................................................................................................................18
A.2 Normative references...............................................................................................18
A.3 Terms and definitions.................................................................18
A.4 Context of the organization.................................................................................................18
A.4.1 Understanding the organization and its context.........................................................................18
A.4.2 Understanding the needs and expectations of stakeholders...........................20
A.4.2.1 Generalities...................................................................................................................20
A.4.2.2 Stakeholders
A.4.2.3 Stakeholder requirements...............................................................................21
A.4.2.4 Plan to meet the requirements.........................................................21
A.4.3 Determine the scope of the FM system ........................................................................22
A.4.4 FM System ..................................................................................................................22
A.5 Leadership 23
A.5.1 Leadership and commitment..............................................................23
A.5.2 Policy...............................................................................................................................24
A.5.3 Functions, responsibilities, and organizational authorities ......................................24
A.6 Planning
A.6.1 Actions to address risks and opportunities................................................................25
A.6.2 FM objectives and the planning to achieve them....................................................27
A.7 Support
A.7.1 Resources...........................................................................................................................29
A.7.2 Competence.....................................................................................................................31
A.7.3 Awareness
A.7.4 Communication....................................................................................................................33
A.7.5 Documented information................................................................................................35
A.7.5.1 Generalities...................................................................................................................35
A.7.5.2 Generate and update information..........................................................35
A.7.5.3 Control of documented information...........................................................................36
A.7.5.4 Information and data requirements of FM ...................................................................37
A.7.6 Knowledge ..................................................................................................................39
A.8 Operation...........................................................................................................................39
A.8.1 Operational planning and control.............................................................................39
A.8.2 Coordination with stakeholders ....................................................................43
A.8.3 Service integration ....................................................................................................44
A.9 Performance evaluation ..............................................................................................45
A.9.1 Monitoring, measurement, analysis, and evaluation .................................45
A.9.2 Internal audit...............................................................................................................49
A.9.3 Management Review............................................................................................................50
A.10 Improvement.............................................................................................................................51
A.10.1 Non-compliance and corrective action ...............................................................51
A.10.2 Continuous improvement

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A.10.3 Preventive actions

55

Figures
Figure 1 - Methodology for approaching the process in facility management..............................x

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ABNT NBR ISO 41001:2020

National Preface

The Brazilian Association of Technical Standards (ABNT) is the National Forum for Standardization. The Standards
Brazilians, whose content is the responsibility of the Brazilian Committees (ABNT/CB), of the Organizations
of Sectorial Standardization (ABNT/ONS) and the Special Study Committees (ABNT/CEE), are
elaborated by Study Commissions (CE), formed by the stakeholders on the subject matter
of the normalization.

The adopted international Technical Documents are prepared according to the rules of
ABNT Directive 3.

AABNT draws attention to the fact that, although a statement was requested regarding any rights
about patents during the National Consultation, these may occur and must be communicated to ABNT
at any time (Law No. 9,279, of May 14, 1996).

ABNT Technical Documents, as well as International Standards (ISO and IEC), are voluntary.
and do not include contractual, legal, or statutory requirements. The ABNT Technical Documents do not
They substitute Laws, Decrees, or Regulations, which users must comply with, taking precedence.
about any ABNT Technical Document.

It is emphasized that ABNT Technical Documents may be cited in Regulations.

Technicians. In these cases, the bodies responsible for Technical Regulations may determine the
dates for the requirement of any ABNT Technical Documents.

The ABNT NBR ISO 41001 was developed by the Special Study Commission on Facility Management.
The Project circulated in National Consultation according to Public Notice No. 03, dated 03.03.2020.
April 6, 2020.

The ABNT NBR ISO 41001 is an identical adoption in technical content, structure, and wording.
to ISO 41001:2018, which was developed by the Technical Committee Facility Management (ISO/TC 267).

The scope in English of ABNT NBR ISO 41001 is as follows:

Scope
This document specifies the requirements for a facility management (FM) system when an organization:

a) needs to demonstrate effective and efficient delivery of FM that supports the objectives of the
demand organization;

b) aims to consistently meet the needs of interested parties and applicable requirements;

c) aims to be sustainable in a globally-competitive environment.

The requirements specified in this document are non-sector specific and intended to be applicable to
all organizations, or parts thereof, whether public or private sector, and regardless of the type, size and
nature of the organization or geographical location.

Annex A provides additional guidance on the use of this document.

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 ABNT NBR ISO 41001:2020

Introduction

0.1 Generalities

Facility management (FM) integrates multiple disciplines in order to have an influence on efficiency.
and productivity of the financial resources of societies, communities, and organizations, as well as the
manner in which individuals interact with the built environment. FM affects health, the well-
to be is the quality of life of a large part of societies and the population around the world for
half of the services that FM manages and delivers.

Although FM has a very broad impact, the recognition of its principles and practices at the level
global has been lacking. This document provides the basis for a common interpretation and understanding of
FM and the ways in which it can benefit organizations of all types.

The development of the market for FM services would be enhanced by the presence of a structure.
common global and a support standard. The sector benefits from a common foundation through which the
FM can be evaluated and measured. This is the main motivator and purpose of this document.

In a globally competitive environment, organizations and FM service providers

they need to communicate with each other and with stakeholders using principles, concepts, and terms
common, including the evaluation and measurement of performance. This document is intended to raise
the conservation standard and increase quality levels, thus encouraging maturity
organizational and the competition for the delivery of FM.

The benefits of an integrated system standard for FM include:

improvement of productivity, workplace safety, health and well-being of the workforce;

Improvement of requirements communication and methodologies within public sector organizations

and private and among them;

improvement of efficiency and effectiveness, thus improving the cost-benefit for organizations;

improvement of service consistency;

providing a common platform for all types of organizations.

This document applies to any organization that wishes to:

establish, implement, maintain, and improve an integrated FM system;

ensure compliance with its stated management policy;

demonstrate compliance with this document:

— carrying out a self-determination and self-declaration;

seeking confirmation of its compliance by the parties interested in the organization;

seeking confirmation of your self-declaration from an external party to the organization;

seeking certification/register of your FM system by a certification body

accredited outsourced.

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ABNT NBR ISO 41001:2020

0.2 Process Approach

This document applies to the structure developed by ISO to improve alignment among its
Management system standards.

This document promotes the adoption of a process-oriented approach when developing, implementing and
improve the effectiveness of a management system standard to enhance customer satisfaction by
meeting your requirements.

For an organization to function effectively, it needs to determine and manage numerous activities.
interrelated. An activity, or set of activities, that uses resources and is managed to
allowing the transformation of inputs into outputs can be considered a process. Generally,
the output of one process directly forms the input for the next.

The implementation of a process system within an organization, along with the identification,
the interactions of these processes and their management to produce the desired result can be referred to as
the "process approach".

One advantage of the process approach is the continuous control it provides over the connection.
among the individual processes within the system of processes, as well as about their combination
the interaction.

When used within an FM system, this approach emphasizes the importance:

a) to understand and meet the requirements of the requesting organization through a process of
integrated planning;

NOTE A demanding organization is an entity that has a need and authority to

incurring costs to meet the requirements. Usually, she is an authorized representative within
of a functional unit of the organization.

b) on the relationship between the integrated planning process and Sections 4 to 10 of the system
of FM;

c) of the documentation associated with the requirements of the FM system and the subject of evaluations
certification;

d) of all the items described previously in the context of management levels;

e) on the continuous improvement of processes based on objective measurement.

For the visualization of the FM system, the central processes begin with understanding and definition.
of the following criteria within a demanding organization.

Organization context: understanding and determining the appropriate FM system (see Section 4).

— Leadership: understanding the functions, responsibilities, policies, and organizational authorities

(see Section 5).

Planning: understanding the risks, strategic objectives, and current policies (see Section 6).

Support: understanding the available resources versus the required resources in the form of resources
financial, human, and technological (see Section 7).

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 ABNT NBR ISO 41001:2020

— Operations: delivering integrated FM services (see Section 8).

Performance evaluation: comparing standards, monitoring, and meeting target requirements

(see Section 9).

Improvement: reviewing the standards already compared, identifying and implementing initiatives of
process improvement (see Section 10).

Reference is made to the requesting organization and the organization throughout this document. This distinction
is carried out due to the variable nature in which FM services can be delivered through
internal personnel within the requesting organization, external service providers or a
combination of the two. The requirements of this document apply to the FM organization. However,
as illustrated in Figure 1, the FM organization and the requesting organization need to work together
together to clearly define the needs to meet the core business strategy and
develop FM policies and practices that will enable the main business activities of the organization
claimant. The organization (and senior management) refers to the FM organization throughout the document,
unless otherwise noted as the requesting organization.

In addition, the Sections of this document can be considered through the methodology of abor-
the process known as "Plan-Do-Check-Act" (PDCA), as illustrated in
Figure 1. The PDCA can be briefly described as follows.

BRAZILIAN NOTE PDCA = Plan-Do-Check-Act.

Plan: establish the objectives and the processes necessary to deliver results accordingly
with the client's requirements and the organization's policies.

Execute: implement the processes.

Verify: monitor and measure processes and products in comparison to policies, objectives and requirements.
terms for the product, and report the results.

Act: take measures to continuously improve the performance of the process.

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ABNT NBR ISO 41001:2020

DEMANDING ORGANIZATION
Main Business Strategy Supported by FM

FM Strategy

10. Improvement FM Policy

4. Context
Improve 5. Leadership
6. Planning
ACT
7. Support
9. Evaluation of
performance To measure
CHECK PLAN FM plans

EXECUTE

Implement
Operation

ORGANIZATION OF(FM)

Figure 1 - Approach methodology for the process in facility management

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BRAZILIAN STANDARD ABNT NBR ISO 41001:2020

Facility management - Management systems - Requirements with

guidelines for use

Scope
This document specifies the requirements for a facility management (FM) system when a
organization

a) it needs to demonstrate the effective and efficient delivery of FM that supports the organization's objectives
plaintiff

b) aims to consistently meet the needs of stakeholders and requires

applicable sites;

c) aims to be sustainable in a globally competitive environment.

The requirements specified in this document are not sector-specific and will be applicable.
in all organizations, or parts of them, whether from the public or private sector, and regardless of
type, size, and nature of the organization or geographical location.

Appendix A provides additional guidance on the use of this document.

2 Normative Reference
The following document is cited in such a way in the text that its content, in whole or in part, constitutes
Requirement for this document. For dated references, only the cited editions apply.
For undated references, the most recent editions of the referred document apply (including
amendments).

ABNT NBR ISO 41011, Facility management ‒ Vocabulary

3 Terms and definitions

For the purposes of this document, the terms and definitions of ABNT NBR ISO 41011 and the
following.

ISO and IEC maintain the terminological databases for use in standardization in the following
addresses:

— Online Navigation Platform ISO: available at http://www.iso.org/obp

— Electropedia IEC: available at http://www.electropedia.org/

NOTE 1 For the purposes of this document, the term 'FM system' is used to refer to a system
facility management.

NOTE 2 For the purposes of this document, the terms "organization" or "senior management" refer to the organization.
FM's domain or to FM's upper management, unless stated otherwise.

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ABNT NBR ISO 41001:2020

3.1
organization
person or group of people who have their own functions with responsibilities, authorities
and relationships to achieve your goals (3.8)

Entry note 1: The concept of organization includes, but is not limited to, individual entrepreneurship.
company, corporation, firm, enterprise, authority, partnership, charitable institution or institution, or part or
combination of these, whether incorporated or not, public or private.

Entry note 2: For the purposes of this document, the term "organization" refers to the FM organization,
unless declared otherwise.

3.2
interested party
stakeholder
person or organization (3.1) that can affect, be affected or perceive themselves as affected by a decision or
activity

3.3
requirement
need or expectation that is stated, usually implicit or mandatory

Entry note 1: "Generally implicit" means that it is a habitual or common practice for the organization.
(3.1) stakeholders (3.2), that the need or expectation in consideration is implied.

Entry Note 2: A specified requirement is one that is declared, for example, in information.
documented(3.11).

3.4
management system
set of interrelated elements or interactions of an organization (3.1) to establish
policies (3.7) and objectives (3.8), and processes (3.12) to achieve these objectives

Entry note 1: A management system can address a single subject or multiple subjects.

Input Note 2: The elements of the system include the structure, functions, responsibilities, planning.
and the operation of the organization.

Entry note 3: The scope of a management system can include the entire organization, specific functions
identified by the organization, specific sections and identified by the organization, or one or more functions
through a group of organizations.

Entry note 4: For the purposes of this document, the term "FM system" is used to refer to
to a facility management system.

3.5
top management
executive direction
person or group of people who directs and controls an organization at the highest level

Entry note 1: Top management has the power to delegate authority and provide resources within the organization.

Entry note 2: If the scope of the management system (3.4) covers only part of an organization,
So the top management refers to those who lead and control that part of the organization.

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 ABNT NBR ISO 41001:2020

Entry Note 3: For the purposes of this document, the term 'top management' refers to the top management of FM,
unless declared otherwise.

BRAZILIAN NOTE The term 'top management' is synonymous with the term 'executive management'.

3.6
effectiveness
the extent to which the planned activities are carried out and the planned results are achieved

3.7
politics
intentions and direction of an organization (3.1), formally expressed by top management (3.5)

3.8
objective
result to be achieved

Entry note 1: An objective can be strategic, tactical, or operational.

Entry note 2: The objectives can relate to different disciplines (such as financial, objectives of
health, safety at work, and environmental) and can be applied at different levels [such as strategic,
organizational, project, product and process (3.12)]

Entry note 3: A goal can be expressed in other ways, for example, as an outcome.
intended, a purpose, an operational criterion, as an objective of facility management or through the use of
other words with similar meaning (for example, purpose, goal or target).

Entry note 4: In the context of management systems (3.4), the objectives of facility management are
established by the organization (3.1), consistent with the policy (3.7) of facility management to achieve
specific results.

3.9
risk
effect of uncertainty

Entry note 1: An effect is a deviation from the expected - positive or negative.

Entry note 2: Uncertainty is the state, even partial, of deficiency of information related to
understanding or knowledge of an event, its consequence or probability.

Entry note 3: Risk is often characterized by reference to potential "events" (as ...
defined in ABNT ISO GUIDE 73:2009, 3.5.1.3) and 'consequences' (as defined in ABNT ISO GUIDE
73:2009, 3.6.1.3), or a combination of these.

Entry note 4: Risk is often expressed in terms of a combination of the consequences of

an event (including changes in circumstances) and the "probability" associated (as defined in
ABNT ISO GUIDE 73:2009, 3.6.1.1) of occurrence.

3.10
competence
ability to apply knowledge and skills to achieve the desired results

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ABNT NBR ISO 41001:2020

3.11
documented information
information required to be controlled and maintained by an organization (3.1) and the means by which it is
contained

Entry Note 1: The documented information can be in any format and medium, and from any source.

Entry note 2: The documented information may refer to:

to the management system (3.4), including related processes (3.12);

the information generated for the organization to operate (documentation);

— to the evidence of achieved results (records).

3.12
process
set of interrelated activities or interactions that transforms inputs into outputs

3.13
performance
measurable result

Entry note 1: Performance can be related to both quantitative and qualitative results.

Entry Note 2: Performance may relate to the management of activities, processes (3.12), products.
(including services), systems or organizations (3.1).

3.14
to outsource (verb)
make an arrangement where an external organization (3.1) carries out part of the function or process (3.12) of
an organization

Entry note 1: An external organization is outside the scope of the management system (3.4), although
the outsourced function or process is within the scope.

3.15
monitoring
determination of the status of a system, a process (3.12) or an activity

Entry note 1: To determine the status, it may be necessary to verify, supervise or

to observe critically.

3.16
measurement
process (3.12) to determine a value

3.17
audit
systematic, independent, and documented process to obtain audit evidence and evaluate it
objectively to determine the extent to which the audit criteria are met

Entry note 1: An audit can be an internal audit (first party) or an external audit.
(second part or third part) and it can be a combined audit (combining two or more disciplines).

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 ABNT NBR ISO 41001:2020

Entry Note 2: An internal audit is conducted by the organization itself (3.1) or by an external party.
in your name.

Entry note 3: 'Audit evidence' and 'audit criteria' are defined in ABNT NBR ISO 19011.

3.18
compliance
meeting a requirement (3.3)

3.19
nonconformity
non-compliance with a requirement (3.3)

3.20
corrective action
action to eliminate the cause of a non-conformity (3.19) and prevent recurrence

3.21
continuous improvement
recurring activity to improve performance (3.13)

4 Organizational Context
4.1 Understand the organization and its context

The organization must determine, demonstrate, and document external and internal issues that are
relevant to your purpose and strategic objectives, and that affect your ability to achieve
the intended result(s) of your FM system.

4.2 Understand the needs and expectations of stakeholders

The organization must determine and document:

the stakeholders that are relevant to the FM system;

the requirements of these stakeholders;

- the outputs that will meet the requirements;

-the required inputs to achieve these outputs;

the process to keep the requirements updated.

4.3 Determine the scope of the FM system

The organization must determine the boundaries and applicability of the FM system to establish its
scope.

When determining this scope, the organization must consider:

the external and internal issues referred to in 4.1;

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ABNT NBR ISO 41001:2020

- the requirements referred to in 4.2;

the interaction with other management systems, if used, and the resources to meet the requirements.

The scope must be available as documented information.

4.4 FM System

The organization must establish, implement, maintain, and continuously improve a FM system.
including the necessary processes and their interactions, according to the requirements of this document.

5 Leadership
5.1 Leadership and commitment

The higher management of the organization must demonstrate leadership and commitment to the system.
from FM:

ensuring that the FM policy and the FM objectives are established and are compatible with
the strategic direction of the requesting organization;

ensuring the integration and support of the FM system requirements in the business processes
of the organization;

ensuring that the necessary resources for the FM system are available;

communicating the importance of an effective FM system and compliance with requirements

of the FM system;

— communicating with the senior management of the requesting organization;

ensuring that the FM system achieves the intended result(s) as stated here
documented;

– directing and supporting people to contribute to the effectiveness of the FM system;

— coordinating and collaborating interdepartmentally;

promoting continuous improvement in innovation, communication, motivation, functional integration

crusade, support of the organization's goals and responsible management;

support other relevant management functions to demonstrate your leadership when it is applied
in your areas of responsibility;

ensure that the approach used to manage risks in FM is aligned with the approach
gem of the organization to manage risks.

NOTE The reference to the term "business" in this document can be interpreted broadly to
to signify those activities that are fundamental to the purposes of the existence of the requesting organization.

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 ABNT NBR ISO 41001:2020

5.2 Policy

The senior management must establish an FM policy that:

a) should be appropriate for the organization's purpose;

b) provide a framework to define the objectives of FM;

ensure risk management;

d) include a commitment to meet applicable requirements;

e) include a commitment to the continuous improvement of the FM system;

f) be endorsed by senior management or a key responsible person from the requesting organization;

g) corresponds to the characteristics and requirements of the requesting organization;

Consider the characteristics and requirements of the users of the installation and the installation itself;

i) emphasize how she responds to the questions appropriate to the local context.

The FM policy must:

be available as documented information;

to be communicated regularly within the organization and with other stakeholders;

— be available to stakeholders, as appropriate;

be consistent and be integrated with other relevant organizational policies;

be consistent with the organizational plan;

— be appropriate to the nature and scale of the organization and its operations;

to be implemented, reviewed periodically, and reported to senior management and, if required, updated.

5.3 Functions, responsibilities, and organizational authorities

Top management must ensure that responsibilities and authorities for relevant functions are
assigned and communicated within the organization.

Top management must assign responsibility and authority to:

a) ensure that the FM system complies with the requirements of this document;

b) ensure that policies and objectives are established for the FM system and are compatible
with the strategic direction of the organization;

c) report on the performance of the FM system to senior management;

ensure that the FM process is established and is compatible with the FM policy and objectives
from FM;

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ABNT NBR ISO 41001:2020

e) establish and update the FM plan;

ensure that the management systems, procedures, and any supply chain used
we fully support the achievement of FM objectives;

g) ensure the compliance, robustness, suitability, and effectiveness of the FM system;

ensure that supply strategies support the FM system;

i) establish, review, report and update the FM system.

6 Planning
6.1 Actions to address risks and opportunities

When planning the FM system, the organization must consider the issues referred to in 4.1 and the
requirements referred to in 4.2 and determine the risks and opportunities that need to be addressed for:

to guarantee that the FM system can achieve the intended result(s);

avoid or reduce unwanted effects;

ensure business continuity and emergency preparedness;

achieving continuous improvement.

The organization must plan:

a) actions to address these risks and opportunities, considering how these risks and opportunities
they can change over time;

b) as:

integrate and implement actions into its FM system processes;

evaluate the effectiveness of these actions.

6.2 FM Objectives and Planning to Achieve Them

The organization must establish FM objectives in relevant functions, sub-functions, and levels.
the organization must consider the requirements of relevant stakeholders and other financial requirements
ceremonies, technical and organizational aspects of the FM planning process.

The objectives of FM must:

a) be consistent and aligned with organizational objectives;

b) be consistent with FM policy;

c) to be measurable (if practicable) without excessive cost or documentation;

d) to be established and updated using the criteria determined in 4.2;

e) consider the applicable requirements;

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 ABNT NBR ISO 41001:2020

To be monitored;

g) be communicated to the relevant stakeholders;

to be reviewed and updated as appropriate.

The organization must retain documented information about the FM objectives.

When planning how to achieve its FM objectives, the organization must determine:

— what will be done;

what resources and budgets will be required;

who will be responsible;

when they will be completed and with what frequencies;

how the results will be evaluated;

appropriate planning horizons with the requesting organization for delivery

completeness and effectiveness.

7 Support
7.1 Resources
The organization must determine and provide the necessary resources for the establishment, implementation
operation, maintenance, and continuous improvement of the FM system.

The organization must provide, supervise as necessary, and monitor the resources used in the
implementation of the required activities to achieve the objectives of the FM plan(s).

7.2 Competence

The organization must:

determine the necessary competence of the person(s) (or entities) performing the work under
your control that affects your FM performance;

ensure that these people are competent based on education, training and/or
appropriate experience;

— when applicable, take steps to acquire the necessary competence, maintain education,
continuous training and certifications and evaluate the effectiveness of the measures taken;

ensure that the skills are aligned with the applicable local context;

retain the appropriate documented information as evidence of competence;

— plan future resources and long-term requirements.

NOTE Applicable actions may include, for example, providing training, guidance, or new
assignment of currently employed individuals; or the effective or temporary hiring of competent individuals.

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ABNT NBR ISO 41001:2020

7.3 Awareness

The people or entities that perform work under the control of the organization must be aware:

from FM policy;

two strategic objectives, outputs, and desired outcomes of the organization;

from your contribution to the effectiveness of the FM system, including the benefits of improvement
of FM performance;

the implications of non-compliance with the FM system requirements.

7.4 Communication

The organization must determine the need for relevant internal and external communications.
to the FM system, including:

about what information she will communicate;

— or the reason why information needs to be communicated;

when to communicate;

— with whom to communicate;

how to communicate;

— how to monitor the effectiveness of communications.

7.5 Documented information

7.5.1 Generalities

The organization's FM system must include:

documented information required by this document;

— documented information determined by the organization as necessary for the effect-

activity of the FM system.

NOTE The extent of documented information for an FM system may differ from one organization to another.
for another due to:

depending on the size of the organization and its type of activities, processes, products, and services;

the complexity of processes and their interactions;

- to the competence of people.

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7.5.2 Generate and update information

When generating and updating documented information, the organization must ensure:

the identification and appropriate description (for example, title, date, author or reference number);

the appropriate format (for example, language, software version, graphics) and media (for example,
paper, electronic means)

the review and appropriate approval regarding compliance and adequacy.

7.5.3 Control of documented information

The documented information required by the FM system and by this document must be con-
pranks to ensure that they:

a) are available and suitable for use, where and when they are needed;

b) are adequately protected (for example, against loss of confidentiality, misuse

or loss of integrity.

For the control of documented information, the organization must address the following activities,
as applicable:

level of information required to support the objectives of the requesting organization;

information governance requirements;

distribution, access, retrieval, and use;

storage and preservation, including the preservation of legibility (i.e., sufficiently

clear for reading);

change control (for example, version control);

retention and disposal;

prevention of the unintentional use of outdated information;

protection of documented information and data.

The externally sourced documented information determined by the organization as necessary

for the planning and operation of the FM system, it should be identified, as appropriate,
are controlled.

NOTE Access may imply a decision regarding the permission to view only the information.
documented actions or the permission and authority to view and alter the documented information.

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7.5.4 Information and Data Requirements of FM

The organization must determine its information requirements to support its FM system and the
achieve your organizational goals. By doing this:

a) the organization must consider:

the functions and responsibilities of FM;

the processes, procedures, and activities of FM;

the significance of the identified risks;

the exchange of information with its stakeholders, including service providers;

the impact of the quality, availability, and management of information on decision-making

organizational;

the organization must determine:

- the attributes of the identified data;

the quality of the identified data;

— how and when data is collected, analyzed, and evaluated;

The organization must specify, implement, and maintain processes to manage its information.
and data;

d) the organization must determine the requirements for alignment of financial terminology and not
relevant finance for asset management throughout the organization;

the organization must ensure that there is consistency and traceability between the information and
financial and technical data and other relevant non-financial information and data, to the extent
the necessary to meet the applicable requirements, considering the requirements of its parties
interested parties and organizational objectives.

7.6 Organizational knowledge

The organization must determine the knowledge necessary for the operation of its processes and for
achieve compliance of products and services.

This knowledge should be maintained and made available as needed.

After considering the needs for change and trends, the organization must take into account its knowledge.
currently determine how to acquire or access any additional necessary knowledge and updates
required.

NOTE 1 Organizational knowledge is knowledge specific to the organization; it generally

is obtained through experience. It is information used and shared to achieve the goals of
organization.

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NOTE 2 Organizational knowledge can be based on:

a) internal sources (for example, intellectual property; knowledge acquired from experience; lessons learned
lessons from failures and successful projects; capturing and sharing knowledge and experience
undocumented; the results of improvements in processes, products, and services;

b) external sources (for example, standards, academic world, conferences, obtaining knowledge from
clients or external service providers.

8 Operation
8.1 Operational planning and control

The organization must plan, implement, and control the processes necessary to meet the
requirements and implement the actions determined in 6.1 (see also 6.2, Sections 9 and 10):

establishing criteria for the processes;

implementing control of processes according to the criteria;

— keeping the information documented to the extent necessary to have the confidence that the pro-
cessos have been carried out as planned.

It is advisable that the documented operational processes include:

relationship management

resource management, including capacity planning;

— statements and service level agreements;

project management.

The organization must control the planned changes and review the consequences of the changes not
intentional, taking measures to mitigate any adverse effects, as necessary.

The organization must ensure that processes are controlled.

8.2 Coordination with stakeholders

The organization must manage relationships with end users and other stakeholders.
and will continuously coordinate activities to minimize the negative impact on primary activities
from the requesting organization.

8.3 Service Integration

The organization must demonstrate that FM functions are integrated to ensure delivery.
effective and efficient FM services.

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9 Performance evaluation
9.1 Monitoring, measurement, analysis, and evaluation

The organization must determine the scope of the FM services to be monitored in accordance with 4.3.

The organization must determine:

- the relationship of strategic objectives;

the performance of FM, including financial and non-financial performance criteria for the
effectiveness of this document;

the data to establish the minimum performance;

What needs to be monitored and measured;

the methods for monitoring, measuring, analyzing, and evaluating, as applicable, to ensure
valid results

when monitoring and measurement should be carried out;

when the results of monitoring and measurement should be analyzed and evaluated.

The organization must retain appropriate documented information as evidence of the results.

The organization must evaluate the performance and effectiveness of the FM system.

The organization must create a structure around itself to organize and report its performance.

9.2 Internal audit

The organization must conduct internal audits at planned intervals to provide information
actions about whether the FM system:

a) is in compliance with:

the requirements of the organization itself for its FM system;

- the requirements of this document;

b) is effectively implemented and maintained.

9.2.2 The organization must:

a) plan, establish, implement and maintain audit program(s), including frequency,

methods, responsibilities, planning and reporting requirements, which must consider the
importance of the processes involved and the results of previous audits;

b) define the criteria and scope of the audit for each audit;

c) select auditors and conduct audits to ensure objectivity and impartiality

audit process;

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d) ensure that audit results are reported to the relevant management;

retaining documented information as evidence of the implementation of the audit program

and of the audit results.

9.3 Management Review

The senior management of the organization must review the organization's FM system at planned intervals.
to ensure its continued compliance, adequacy, and effectiveness.

The management review must include consideration of:

a) status of previous management review actions;

b) changes in external and internal issues that are relevant to the FM system;

FM performance information, including trends in:

non-conformities and corrective actions;

— results of monitoring and measurement for routine FM activities;

results of monitoring and measurement for non-routine FM activities;

audit results;

d) opportunities for continuous improvement;

opportunities for service improvement, cost reduction, or performance enhancement

environmental and social performance;

Changes in risk profile, options, or service delivery methodologies.

The results of the management review should include decisions related to opportunities for improvement.
continuous and any need for changes in the FM system, including:

variations in the FM system scope;

— improvement of the effectiveness of the FM system;

modification of procedures and controls to respond to internal or external events that

can impact the FM system, including changes to:

— commercial and operational requirements;

- conditions and operational processes;

- contractual obligations;

- risk levels and/or criteria for risk acceptance;

resource needs;

- financing and budget requirements;

how the effectiveness of controls is measured.

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The organization must retain documented information as evidence of the results of the reviews.
carried out by the management.

The organization must:

communicate the results of the review carried out by management to the relevant stakeholders;

take appropriate measures related to these results.

10 Improvement

10.1 Nonconformity and corrective action

When a non-conformity occurs, the organization must:

a) react to non-compliance and, as applicable:

take measures to control it and correct it;

— to address the consequences;

b) evaluate the need for measures to eliminate the cause(s) of non-compliance in order to
it does not happen again or happens elsewhere:

reviewing the non-compliance;

determining the causes of non-compliance;

determining whether similar non-conformities exist or could potentially occur;

c) implement any necessary measures;

d) review the effectiveness of any corrective action taken;

e) make changes to the FM system, if necessary;

f) communicate the non-conformity and the corrective action taken to the relevant stakeholders.

Corrective actions should be appropriate to the effects of the non-conformities found.

The organization must retain documented information as evidence:

the nature of non-conformities and any subsequent actions taken;

— of the results of any corrective action.

10.2 Continuous improvement

The organization must continuously improve the compliance, adequacy, and effectiveness of the FM system.

The organization must demonstrate a continuous positive approach to the identification and assessment
and the management of internal and external factors that impact your services. It should seek innovation,
including the implementation of new solutions and changes in their work methods and results
for the benefit of the requesting organization.

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10.3 Preventive Actions

The organization must establish processes to proactively identify possible disparities in

delivery of services and in the performance of FM and assess the need to take proactive measures.

When a potential disparity in service delivery and/or FM performance is identified,

the organization must implement the corrective actions established in 10.1.

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Annex A
(informative)

Guidelines on the use of this document

A.1 Scope
This document specifies the requirements for planning, establishing, implementing, operating, monitoring,
review, maintain and provide a documented integrated FM system within the context of management
the activities and operational risks of an organization. This Appendix presents examples, practices
proven and strategic options for use. This document is not intended to prescribe
detailed elements, as the implementation will vary based on the mission, market, and goals
of the requesting organization.

The extent of applying these requirements depends on the environment and the operational complexity of the
demanding organization - its mission and policies, the nature of its activities, its products and
services, the geographical location and the conditions in which it operates. The document can be applied
the delivery of internal and external services of facility management.

NOTE The plan may refer to a decision regarding a fully outsourced service delivery,
combination of outsourced services and services provided internally or a delivery of
services fully provided internally.

A.2 Normative References

No additional guidance is needed.

A.3 Terms and definitions

No additional guidance is needed.

A.4 Organization context

A.4.1 Understand the organization and its context

It is advisable for a successful organization to align all service delivery plans with the
main objectives of the requesting organization.

Determining and defining relevant issues involves a process of analyzing, understanding, and reviewing issues.
fundamental related to the needs and requirements of the requesting organization:

the real estate and the FM strategy;

the set of properties;

— the assets and their physical condition;

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the competitive environment;

— your value generators (including cost/benefit analysis);

any resource flexibility needs;

business risk and contingency plan;

operational interdependencies within the requesting organization;

criticality of the FM activity mission;

the availability and capacity of supply chain options;

corporate policies (for example, environmental and corporate responsibilities);

compliance requirements and developments anticipated in this area;

organizational culture and management style;

reporting requirements and information management systems;

corporate goals;

innovation.

Documenting the FMenvolve system to generate explanatory records (in printed or electronic copy)
of which:

They should be appropriate to the nature, scale, and impacts of their activities, products, and services;

include a commitment to continuous improvement;

include a commitment to comply with all requirements for which

the demanding organization subscribes that they relate to the quality of life of people and to
productivity of the core business;

Explain how the system's objectives will be achieved and who is responsible;

provide the structure to establish and review FM objectives and goals;

they should be implemented and maintained;

---to be communicated to all interested parties;

Be available to all those who need access to perform their work.

External issues are those that are outside the direct control or responsibility of the organization.
although they have the potential to impact your operations and resources.

Internal issues are those that are directly controlled by the organization and for which it is responsible.
responsible.

Relevant to your purpose can be any issue that impacts strategic objectives, resources,
time or any aspect of the delivery of services within the scope of the FM system.

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It is advisable that the desired results of the systems are included in a document that identifies
the scope of your FM system. It should clearly establish this, in the most straightforward manner possible, in terms
objectives (measurable), the main results that come from the effective delivery of FM services.

A.4.2 Understand the needs and expectations of the stakeholders

A.4.2.1 Generalities

Stakeholders: There can be no definitive list of stakeholders.

Strategic objectives are long-term goals that have the effect of establishing direction and priorities.
for the other activities that occur within an organization.

Need is an expectation, specific or abstract, that is essential for enabling the realization of
main purpose and main objectives. A need may not be explicitly stated
by the interested party and can be understood by the organization as a result of the strategic analysis
carried out as shown in A.4.1. It is important to ensure that not only the requirements
explicit needs are identified, but also that implicit needs are identified
and served through the FM system.

There is no implication that it is convenient for needs to be strategic: they can be

any outcome that a legitimate stakeholder expects from the FM system.

Understanding the needs and expectations is necessary to establish functionality and priorities.
of and the most appropriate purpose of the FM system.

Although all stakeholders have needs, it is generally the needs of

government and the requesting organization prevail, although there may be exceptions in some
scenarios.

A.4.2.2 Stakeholders

In general, the characteristics of stakeholders are those that they have an interest in or that are
affected by some or all of the following organizational relationships or exits:

products and/or services delivered and received;

employment or training;

— environmental conditions;

products or services received from the organization;

— maintenance of activity records, operating licenses;

— costs and financial benefits;

contracts with the organization;

compliance;

communication.

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A.4.2.3 Requirements of stakeholders

When FM is responsible for creating a structure to manage compliance, activities of

continuity of business and records outside the primary activities of the main business, it is appropriate that
the organization:

include a procedure to identify applicable regulatory and statutory requirements that apply
related to the activities;

Create and maintain a record of compliance files, their location, and the date of the activity;

detail the operational risks and incident response activities, including management of
emergencies, environmental management and activities related to occupational safety and well-being.

A.4.2.4 Plan to meet the requirements

A plan outlines the outputs that will meet the requirements and the inputs needed to achieve
these outputs (for example, a service delivery plan). It is advisable that the plan establishes for
each service, at least:

who can initiate and approve a service request;

the planned lead time from the service request being received (not issued) to the service
being delivered;

— the processes for mobilization;

which organization will deliver the service;

What resources need to be available to deliver the service by the established deadline;

when and where the delivery will take place;

if there are any additional costs for routine delivery and, if so, who is the
responsible for these;

— changes in the quantity, speed, or quality of the response are possible and, in case
Affirmative, how the changes can be made and at what cost;

the processes for demobilization.

The plan does not establish:

service levels or quality targets;

measurable results;

contractual obligations.

Meanwhile, elements of the plan can be reflected or repeated in service level contracts.
or in performance requirements.

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A.4.3 Determine the scope of the FM system

It encompasses all activities that are included in the management system.

Determining the scope of the system involves:

Identify and understand the maximum potential scope (the entire breadth) of the system;

identify the processes, assets, organizational activities, products and services, location
physics, monitoring and improvements to which the FM system is applied;

NOTE The specification of how the results will be achieved is not included in the process of
definition of the scope.

You will prioritize activities that are important for the results required by the stakeholders.
after the analysis established in A.4.1 and A.4.2;

ensure that the system addresses long-term needs (the entire life cycle);

ensure that the system provides the required flexibility and responsiveness;

identify and understand how the planned FM system relates, requires inputs from or is
necessary for output to other systems, including formal management systems (for example,
ABNT NBR ISO 9001.

Communicating the scope involves:

identify all parties or entities that are required to be in compliance with the
system

Prepare communication messages that are appropriate for each party/entity;

use appropriate means and channels of communication to ensure that the main messages
be clear and always be available;

check and confirm understanding at appropriate intervals.

A.4.4 FM System

Establish the FMenvolve system:

develop processes that allow the organization to respond appropriately to inputs from
other identified systems (A.4.3) and stakeholders (A.4.1);

specify the required outputs to meet the identified needs;

document the needs and the outputs.

Implementing the system involves:

activity planning as established in A.6;

— resources and communication as established in A.7;

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as operational steps established in A.8.1.

Maintaining and continuously improving the system involves:

performance evaluation as established in A.9;

improvement as established in A.10.

It is advisable that the system's content includes:

a model or a complete process map for your facility management activities;

a methodology for identifying critical decision points and associated needs

for information (see also A.10.2);

processes to provide for the organization's own continuous improvement cycle, as indicated
actions at appropriate moments, as needed for success and development of the
organization

development and maintenance of outputs that are valuable for this management system and for
the systems of the requesting organization.

A.5 Leadership

A.5.1 Leadership and Commitment

Leadership and commitment to the FM system are essential to ensure that the whole organization
organization follow and contribute to the system.

This can be achieved by ensuring that:

the organizational culture promotes and encourages the management of assets and services, supports a
long-term approach to profitable operations and integrate functions for the benefit of the mission
organizational;

the policy (general) and the objectives (results) are aligned with the directives and objectives
strategic identified and established in A.4;

the integration of system requirements is achieved through the system design process
described in A.4.3 and A.4.4;

the resources are planned and made available as described in A.7.1 and A.8.1;

the system communication for all who need to work within the system or support it is
achieved as established in A.7.4 and A.8.2;

the communication of the system and its processes and benefits to senior management takes place (according to
established in A.7.4) so that they understand and support the system and also understand how
influence the processes of change and improvement as established in A.10;

the measurement and reporting of results shall be as established in A.9;

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the management of service delivery personnel and service providers includes ensuring their
compliance and contribution to the system and its continuous improvement;

the internal departments collaborate for mutual success and resist pursuing their own
objectives at the expense of the success of the entire organization;

continuous improvement should be culturally integrated into the organization, as established in A.10;

risk management is to be carried out consistently, completely, and regularly, as established in A.9.

A.5.2 Policy

The purpose of an FM policy is to provide a long-term statement that:

provide clarity on priorities;

establish the relationship between the organization and the requesting organization for both
parts and any others required to fulfill the elements of the plan;

establish which activities, outputs, and results should be set (but not
set specific objectives that may vary periodically);

applies to all facilities covered by the scope of services and establishes the parameters
within which the planning and operations of service delivery can be carried out
in each individual installation.

In order for the FM policy to be useful, it is advisable that it:

be published in formats that are accessible in each location;

be accessible (when appropriate) to stakeholders (see A.4.2.2);

be updated regularly;

have any changes communicated to staff and service providers to ensure

that there is a clear understanding of the policy requirements;

— do not conflict with any other relevant policies within the organization (for example,
human resources, purchasing policy or risk management (see also ABNT NBR ISO 31000).

A.5.3 Organizational functions, responsibilities, and authorities

Assigning relevant functions involves:

conduct a general survey of which functions are relevant for the governance of the system
FM, which may include functions that are completely dedicated to the system or that are involved
only partially;

maintain clarity and consistency in the way the function descriptions applied to the system are
established;

allocate responsibility for compliance with specific system elements;

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- allocate authority to initiate actions, propose changes or respond to the departures of the elements of
system.
It is appropriate that the responsibility:

— be clearly defined;

— have only a single function responsible for compliance with any defined part of
system

have a function responsible for the performance and compliance of the entire system.

It is advisable that the person with total responsibility for the FM system:

ensure that the system meets the strategic objectives of the requesting organization and not
it exists only for the purpose of compliance with itself;

implement processes to ensure that the system complies with the requirements
of this document;

Schedule regular routine reviews of the system and compliance;

ensure that appropriate information is available to confirm that the processes

The system is properly documented and aligned with the FM policy and objectives.
correspondents of the organization;

— revise and approve a suitable reporting routine for the organization's executive management on the
performance of the FM system;

ensure that this report includes any changes in responsibilities and authorities;

schedule periodic routine updates of the FM plan;

adapt supply strategies and procedures to ensure that the providers of

designated services must have experience in management system standards and have a
demonstrable capacity to comply with these standards;

communicate and, when necessary, take charge of the guidance and training of the providers
services and its personnel to ensure they understand the objectives and results of the system,
how to fulfill them, how to propose changes, improvements and the benefits they have in supporting the
system.

A.6 Planning

A.6.1 Actions to address risks and opportunities

Determine the risks involved:

consider the issues mentioned in 4.1 and the requirements referred to in 4.2;

— understanding that risks are often expressed in terms of a combination of the consequences
consequences of an event (including changes in circumstances) and the associated probability of
occurrence and its impact, if it occurs, on operations and people (deals with risk management);

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identify opportunities and threats;

review the types and levels of risk whenever there is a material change in circumstances.

NOTE The ABNT NBR ISO 31000 provides guidelines on risk management.

The risks can be considered in the following areas or other criteria on a broader basis:

-technicians;

financial

-environmental;

social;

politicians;

— commercials;

— reputational;

organizational.

Ensuring desired outcomes involves:

understand the criteria that could trigger a specific risk response;

ensure that appropriate resources are available to respond in a timely manner

desired

ensure that the staff is adequately trained;

integrate and implement these actions into the FM system process.

Achieving continuous improvement in risk management involves:

learn from the experience of other installations and organizations;

improve the identification of opportunities and threats;

- organize and participate in post-event reviews to identify lessons learned;

— legal connection with government security emergency services on current and emerging risks;

to connect with the internal risk planning functions of the requesting organization.

Planning actions to respond to the identified opportunities and threats involves:

assess

the probability of occurrence of an identified risk;

the likely impact of an occurrence;

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the consideration of potential actions to prevent or reduce the likelihood of an occurrence;

the consideration of potential actions to reduce the impact of an occurrence (i.e., mitigation);

the degree of acceptability of any residual risk;

prepare plans to implement the identified preventive actions;

prepare plans to initiate and implement responses to risks (for example, response plans
emergency preparedness;

prepare plans to provide temporary operational capacity after a risk event [by
example, business continuity plans (see ABNT NBR ISO 22301);

prepare plans to restore services to full operation as quickly as possible (by

example, recovery plans;

integrate all these plans into FM processes;

ensure that the documented information will be available to assess whether the responses
the risks were effective (see 7.5).

It is advisable for the organization to determine how any issues identified in 6.1 and the requirements
In 4.2 they will be addressed. It is advisable that this involves the assessment of the need for an action plan and,
if necessary:

integrate these actions into the FM system process;

Implement the described and appropriate actions;

Ensure that the documented information will be available to assess the effectiveness of the
actions (see 7.5).

A.6.2 FM objectives and the planning to achieve them

It is advisable that organizational objectives consider related functions related to the scope.
global services, as well as the objectives at various levels of the organization (for example, levels
strategic, tactical, and operational).

The planning of objectives involves:

establish the method and criteria for decision-making;

prioritize activities and resources to achieve objectives;

understand and document the processes to be used in managing facilities over time
of their complete life cycles;

to identify the key critical results for stakeholders;

schedule when and/or how often they need to be reached;

ensure that the results are measurable and define how they will be evaluated and reported.

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Considering the requirements of the stakeholders involves:

discuss and, as applicable, negotiate with the identified stakeholders

blessed in A.4.2);

document the results of these discussions;

communicate the results of this process to the stakeholders;

incorporate the agreed requirements into the various policies and plans, as appropriate.

Planning how to achieve the goals involves determining and documenting:

- how this planning integrates with other planning activities, including resources
financial, human resources and other support functions;

the method and the criteria for:

decision making;

prioritize the activities and the required resources;

the processes to be used in the management of installations throughout their life cycles
complete:

— what will be done;

what resources will be required;

— who will be responsible;

— in what frequencies will they occur;

when they will be completed;

how the results will be evaluated;

the financial and non-financial implications of the FM plan(s).

It is advisable for the organization to develop short, medium, and long-term plans to address the different
planning horizons for the requesting organization.

Planning horizons are periods of time over which it is advisable for an organization
look to the future in your business planning and within which it is advisable that decisions
business decisions should be made before the implementation of specific actions.

Appropriate planning horizons are those defined by the organization as part of its
business planning.

At an operational level, it is advisable for planning horizons to consider lead time.

notification periods required by service delivery teams in order to plan, provide
resources and carry out an activity.

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The effectiveness regarding this involves:

understand how much time the organization requires to make decisions;

-issue all necessary information to support decision-making;

program availability of resources to achieve target results within constraints

cost agreements;

— plan tasks to ensure completion within optimal time and budget;

- evaluate future risks that may impact the organization's advanced planning;

understand restrictions on efficient operations.

A.7 Support

A.7.1 Resources

The resources include:

— people (see also A.7.2);

service providers;

materials;

financing;

tools and equipment.

Determining the necessary resources involves:

evaluate the levels of demand in terms of quantity and quality;

understand the logistics of moving personnel and materials to the delivery point.

Evaluating the necessary staff involves determining:

How many people are required to provide the services based on the potential contribution?
maximum in volume of each staff member;

the distribution of personnel;

the knowledge, skills, and special competences that are required (as established
cited in A.7.2 and A.7.6;

the selection, management, and training of the right personnel;

— certifications are required;

— how the staff will be supervised.

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Evaluating the funding requirement involves determining:

the financing that will be required for the requested services, in terms of the cost of each
unit component of the service delivered;

the financing that is available;

whether the financing is adequate to address operational and long-term needs

installation and/or address the FM service plan;

the distribution of funding, for example, salaries, materials, and other expenses.

Evaluating the necessary materials, equipment, and tools involves determining:

the equipment that will be required to deliver the services;

a source of special equipment that is not usually readily available;

training and/or safety precautions at work that are required for equipment
or tools.

Provide resources involve:

reference to the policy and the FM plan;

Ideally, use the processes established in ABNT NBR ISO 41012;

— understand the planning horizons (as established in A.6).

Supervising resources involves:

understand the effective scope of control of the supervisory personnel, considering:

the location of the activities;

the delivery time;

the nature of work;

the characteristics of the stakeholders;

the skills and experience required to provide meaningful control over the staff of
qualified delivery;

clarity of reporting lines;

communication of service quality and time expectations;

delegation of authority to control and report data to supervisors.

Monitoring resources involves understanding:

the performance metrics in general terms;

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the specific measures to be monitored (see data collection, below);

the data that will be collected;

how the data will be collected;

— how the data will be stored and retrieved for analysis;

who will analyze the data;

— who will use the resulting reports.

Collecting data involves understanding:

the data that is necessary to evaluate the services;

NOTE 1 This could include the use of FM technology to track activity and productivity,
however, not the specificities of what is managed in the system.

the scale and complexity of the installation;

NOTE 2 This could be stated in terms of area, height, other quantitative information of
size or description of the uses of the facilities.

if there are specific components or items in the installation that should be listed;

the reporting requirements for both clients and the requesting organization, the staff
or other interested parties;

if there is information that should remain confidential/internal and why.

A.7.2 Competence

Determining the required competencies involves:

identify the activities and processes within the scope of the service that require personnel
qualified or certified that meets the requirements of the system or service activity, with
based on the organization's objectives and its plans;

review the relevant input characteristics (for example, certified training in skills
data) and requirements for the service;

identify the personnel that meet the required criteria to provide the covered services.

Ensuring the competence of the personnel involves:

to ensure that the personnel specifications for relevant positions are consistent with
the evaluated requirements;

ensure that the staff complies with the required standards;

ensure that the staff commits to continued education and/or development

professional;

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validate education, training, and/or experience;

periodically review the staff's competencies;

review the training and education requirements at planned intervals or when necessary
compliance data changing;

keep education and training data and know the expiration dates, if any;

— maintain methods to notify personnel of the expiration dates of the certificates;

create and implement individual competency development plans for all staff.

Actions to acquire the necessary skills may involve:

ensure that recruitment is based on these personnel specifications;

specify requirements for service providers and conduct verifications of their personnel;

identify the appropriate providers for the proper training, education, and certification for:

identify skills for which it is appropriate for training to be provided by organizations

certified actions;

identify examination and validation requirements;

identify the necessary resources to acquire training, exam, and certification.

Gathering appropriate evidence of competence involves:

identify where the records of education, training, and certification will be kept;

ensure that the records are complete for each employee in a position where
requires specific education, training, or certification;

ensure that the records identify the expiration dates of the certification;

ensure that the staff has current and valid certifications.

Planning resources and future requirements involves:

be aware of the potential and planned changes to the scope of the service;

to be aware of the potential or planned changes that will impact the volume of services or
required skills (for example, changes in service quality);

— to be aware of when the existing staff may retire or be promoted;

contingency plan for absence or resignation of personnel.

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A.7.3 Awareness

Creating and maintaining awareness involves:

ensure that the staff (including the service provider's staff) is aware of the existence
the importance of FM policy and have access to it in all places where they can
I need to consult her;

ensure that the staff has been trained in relevant aspects of the FM policy;

train relevant personnel to understand how policy reflects on strategy, quality objectives
of the service and results and their contribution to all these elements;

communicate any changes to the FM policy to the staff in a timely manner;

— explain to the staff how the FM policy is coordinated with compliance requirements;

explain the rationale behind the FM policy and how compliance with it will be monitored
and fulfilled;

— explain the personal and organizational impacts of non-compliance with the policy, plans and
procedures;

ensure that the staff understands the process used to address the deficiencies and how they
contribute to the resolution of these deficiencies.

A.7.4 Communication

Planning communication is crucial for success due to the broad scope of services, variety of
locations and diversity of stakeholders to be engaged. Communication is bidirectional.

Therefore, it is important that a communication plan connects and responds to the objectives and services of
organization.

The information to be communicated can be evaluated considering:

the purpose of communication;

the urgency of the message's content;

from whom the communication originates;

who is delivering the communication;

the expected actions of the recipients as soon as they received the message;

the needs for technical information and skills of the recipients;

the recipients' ability to access more detailed information beyond what is contained
in communication.

Assessing the need for information involves:

understand the specific areas of interest of each stakeholder;

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the scale and potential impact of any predicted or expected changes (the risk and the opport
opportunity for change;

if the purpose of communication is motivational, technical, or informative.

Deciding the frequency and timing of communication involves:

distinguish routine communications from communications based on change or risk;

understand which events will regularly trigger a need for communication (for example-
plo, annual budget;

understand what changes or risks create a need for communication;

evaluate how much communication can be received without creating 'message fatigue'.

Selecting the recipients of the communication involves:

establish means to transmit information in cascade throughout the organization and chain of
supplies;

— understand how the other stakeholders communicate internally and who they are
primary contacts;

understand who is expected to act on the information and distinguish them from those who merely
it is necessary to know that something is being done.

Selecting communication methods involves:

understand the technical knowledge of the recipients;

understand the time available for recipients to accept the communication (for example, a
executive director may request brief, specific, and non-technical messages, while a
engineering designer may require complex and highly technical messages;

— analyze the available methods for communication [for example, spoken method; written method]
or images (or a combination of these) using social media; Internet; printed or
posters] and selecting the most suitable one;

consider the need for multiple types of communication to reach large audiences with
different characteristics.

Measuring the effectiveness of communication involves identifying:

— how it will be measured;

the frequency of assessment;

who will carry out the assessment;

— how the assessment will be conducted;

— who (except the advisor) it is appropriate to participate in the evaluation;

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What performance indicators will be used to measure effectiveness;

the source and validity of any measures used in the assessment;

how changes based on evaluation and measurements will be made.

A.7.5 Documented information

A.7.5.1 Generalities

Establishing the needs for documented information involves considering:

the documented information required to ensure the effectiveness of your FM system

and FM activity;

What different types of documented information deal with the elements of the FM system?
from a specific installation or a facility service;

as the required information differs from one installation or organization to

another and which are appropriate for each one;

the benefits of ensuring that the information retained is proportionate to the complexity
the facilities and the activity of FM;

-of the identification and definition of documented information that will be managed and maintained
long lifecycle of the installation;

the duration of the organization's responsibility for installation;

of any requirement to keep the information documented for any defined period
after the dissolution of an establishment or termination of its contractual relationship with the organization
claimant, according to your business requirements and other compliance requirements;

— of the evaluation and use of appropriate technologies.

Generating and updating documented information involves:

ensure that appropriate controls are implemented to ensure that the information
be appropriate to the needs of the organization;

confirm that these controls effectively ensure that the personnel supporting the activity
FM is using approved, accurate, and current information.

A.7.5.2 Generate and update information

For the FM system to be effective, the organization needs to ensure that the information it holds
the information she needs in documented form:

are easily searchable;

- be clearly identifiable;

— be in a format and on a medium that allows them to be used;

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— be appropriate and suitable for the intended purpose.

If this is not planned and maintained properly, there is a risk that the information may not be
whether or not they will be used.

A.7.5.3 Control of documented information

Controlling information involves:

determine who needs access to view the information;

— determine who has the authority to update, change, or delete the information;

understand when and how often the required information is available for use.

Protecting information involves:

establish governance protocols;

train all users on information in control procedures;

implement access controls to information appropriate to the value of the information,

example:

permission to view, but not to edit or copy;

permission to copy, but not to edit;

authority to edit data;

authority to change processes;

permission and authority to delete information;

the implementation and compliance with change control procedures;

implementation of backup and data recovery/restoration processes.

The decisions regarding retention, disposal, and destruction involve:

understand the organization's and the requesting organization's policies on information retention;

establish policies to limit the accumulation of outdated or replaced information;

establish time limits for the retention of highly detailed information;

methods to periodically check for duplicate information and allow the removal of copies
unnecessary.

NOTE The principles of ABNT NBR ISO/IEC 27001 can be applied.

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A.7.5.4 FM information and data requirements

In general, it is advisable for the organization to consider its information and data requirements for FM.
linked to the following areas:

consider the role of the FM function;

— strategy and planning (for example, service levels and objectives, facility management)
the installation strategy, demand management strategy and plans;

— processes (for example, objectives and performance indicators of the process, processes and pro-
procedures related to installation and facility services;

consider the significance of the identified risks (see A.6.1);

— characteristics of the facility assets (for example, ownership, design parameters,

supplier information, physical location, condition, dates in service, materials);

delivery and service operations (for example, service levels, performance objectives
and performance characteristics, future requirements, demand management objectives), including
maintenance management (for example, failure history, dates of improvement or replacement, require-
future maintenance sites;

management requirements and performance report (for example, performance data, objectives
of continuous improvement, applicable report;

financial management and resource issues (for example, cost history, replacement value,
acquisition date, materiality, life cycle cost analysis, service life;

risk management;

contingency and continuity plan;

asset management;

contract management (for example, contractual information related to facilities and services
defacility, supplier information, service objectives, third party agreements.

It is advisable for the organization to use a systematic approach to identify the necessary information.
salaries and establish the appropriate information repositories.

Planning information management, including the exchange of information with stakeholders, involves:

evaluate which stakeholders the information is essential, required, or useful to;

understand your ability to produce information that is accurate, correctly formatted,

timely and (when necessary) validated;

take actions to improve the exchange of information when necessary;

schedule the information exchange;

implement systems to acquire information as and when required.

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Understanding the impact of information exchange on decision-making involves:

to communicate well in advance the planning horizons for decisions in order to

that other parties understand their obligations and the impact of sharing information;

agree and establish limits on the dissemination of shared information, especially

when this has commercial value for the other party;

respect the confidentiality of the stakeholders and their rights not to have their data
shared beyond the agreed terms and conditions.

Determine attributes involves (see also A.7.5.2):

understand any specific industry standards or protocols for data and reporting;

assess the level of data detail required, both routinely and periodically;

evaluate the information requirements to ensure they are adequate for the risks of the installation
relationship, service or management system.

Determining when data is collected, analyzed, and evaluated involves:

establish the data collection processes from all relevant stakeholders (including
service providers);

— map the flow of data;

integrate data sources for planning, reporting technology systems, and operational systems,
appropriate to the size, complexity, and capacity of the organization;

assess the organization's ability to maintain appropriate quality and timeliness of

data.

Specifying, implementing, and maintaining processes for data and information management involves:

understand the value of data and information for effective decision-making;

understand the impact of data and information quality (accuracy, timeliness, level of detail
(launch) related to the cost and complexity of collecting, processing, managing, and sustaining
the information

determine, assign, and periodically review the responsibilities for the administration of
specific data and information;

the establishment of required skills to collect, interpret, use, and report data
and information.

NOTE The information is transmitted or represented by an arrangement or sequence of data.

specific.

Aligning terminology involves:

the alignment of information requirements for different levels and functions within the organization;

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understand the expectations of the information terminology of the requesting organization and others
relevant stakeholders who receive the information;

map several terms used to ensure that a common usage is adopted whenever possible
or terms can be exchanged when necessary;

the vertical alignment of information from the senior management of the organization to the operational areas;

horizontal alignment between organizational functions, including facility management, asset management, management
financial and risk management functions, using common terminology.

Ensuring data consistency and traceability involves:

the establishment and continuous improvement of controls, specifications, and level of accuracy for the data;

the need for all information regarding the facilities and services
are appropriate, consistent, and traceable, and reflect the technical and operational reality
(for example, completeness, accuracy).

A.7.6 Knowledge

Organizations rely on the knowledge and experience of their personnel to carry out their
operational plans. Therefore, it is necessary for a robust management system to be able to deliver
consistent compliance results so that such knowledge is captured and is
recoverable.

This knowledge can be used during planned or unplanned changes or for

innovation and service development.

It is advisable that systems be implemented to prevent the loss of this knowledge when the
people leave the job in the organization, become unmotivated or become ill.

Knowledge can be retrieved to enable the organization:

Learn from this experience and apply it to service improvements;

— compare processes and results.

A.8 Operation

A.8.1 Operational planning and control

Planejarenvolve

-reference to organizational strategy (see Sections 4 and 6);

-- for each process:

Identify the activities that make up the process;

establish and define the criteria that will indicate that the process needs to be carried out;

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establish minimum and maximum time between the criteria being met and the
process that is being completed;

detail the capacity and availability of required resources (see Sections 6 and 7) for
achieve this lead time;

establish the required training for the personnel performing each activity;

detail the responsibilities between internal resources and supply chain support
(see also ABNT NBR ISO 41012);

detail the tools and materials required;

detail the plans, protocols, and systems of the process necessary to carry out the delivery
of the service;

— test plans, protocols, and systems of the process to manage service delivery;

review and assess the risks and opportunities before carrying out the work;

schedule activities in accordance with the service delivery plan;

balance the scheduling and priority of each activity in the context of the totality of activities
required and the needs, practices and processes of the organization.

Control involves:

deliver prescribed and measurable results;

— to be carried out through planned, programmable, consistent, and replicable mechanisms;

— prove documented reports of results, including non-conformity (see Section 10).

Relationship management involves:

service level agreements with relevant departments within the requesting organization,
considering different requirements and needs, where possible;

regular formal reviews with stakeholders and relevant departments within

demanding organization as input to strategic plans, to modify existing plans and
identify new projects and requirements;

a communication plan to promote plans, successes, and initiatives for the workforce of
demanding organization in order to align them with the organization’s changing needs
plaintiff;

establish processes to ensure that FM technology data and other related records
all assets are updated, take into account the changes made,
be accessible and that can be analyzed effectively;

monitor the flow of people and products around the facility, for example, at the entrance to a
property, in defined spaces, occupancy of tables, meeting spaces and social spaces
to understand how the installation is used;

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manage proactively the allocation of space for service users, and the means by which
the space can be utilized in a way to achieve the best balance between supply and demand for
ensure that an effective experience for people is delivered.

Resource management involves:

systems to evaluate and manage minimum stock levels, reorder points

Lead times delivery;

systems for creating and managing availability and flexibility of service delivery personnel;

regular audits of storage capacity and operational logistics;

— maintenance, review, and communication of agreed space standards;

regular reviews planned to reflect changes in business needs, methods of

work and the capabilities of the supply chain derived from a combination of the contract
(if any), agreements on service specification and service level.

It is advisable that the service level statements and service level agreements are:

concise;

understandable to non-specialist end users;

— objective declarations of the organization's service obligations to the end user;

— reviewed at planned intervals to ensure their continued relevance and adequacy.

Project management involves:

treatment as a distinct qualification and discipline where the staff is trained and developed
specifically for managing projects;

documented procedures to be used throughout the project lifecycle;

— to plan and manage the use of software, processes, and systems specifically designed for
this purpose;

routine risk assessments at the beginning and at scheduled intervals throughout the project;

scheduled and regular routine reports in accordance with the plan;

an effective change control procedure;

— a project/program governance structure as an authority to agree with

changes during the project;

the project initiator, the representative, and the providers of the requesting organization are
actively involved throughout the project's lifecycle, as well as the FM teams.
and purchases;

a selection process for the supply chain that involves and attracts the parties
identified residues;

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updated service delivery plans for the provision of services to the workplace;

compliance with documented supplier selection processes, including:

clearly defined selection criteria for the supply chain;

assessment of the cultural fit of a supplier with the organization and the 'experience in
"workplace" that is being sought to achieve as part of the supplier selection process;

pre-qualification processes for vendors, including, when necessary, site visits

of reference;

partnership between buyer and supplier supported by a governance structure that

I sought to build a mutual business base to provide long-term benefits;

development of a culture that encourages innovation and flexibility in order to respond to

business changes;

scheduled performance review and comparative analysis of the contract, with independent audit
appropriate pendant;

development of appropriate relationship styles with dependent suppliers

of the nature of the service and its criticality for the organization; in some cases, to develop
collaborative relationships through strategic partnership agreements;

the use of supplier management information and communication technology systems;

early forecasts of events;

provision for unforeseen events;

result of service improvement reviews.

Controlling processes may involve:

— documented standards;

documented procedures;

documented change control procedures;

— measurable results and documented measurement system (see Section 9);

- a clear structure of supervisory management;

scheduled data reports;

data capture;

electronic monitoring;

— systems for feedback results to end users and other stakeholders (see 8.2
and Section 9).

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It is advisable to keep information (see A.7.5):

— have your own documented processes;

do not be more burdensome than is essential for the effective preservation of records;

be routinely planned in operational processes;

be the responsibility of the entire organization;

be robust and secure and comply with the organization's data protection requirements
plaintiff

— create and support a network within the workforce that will advocate for change and inform about
user feedback

Include a communication plan to ensure that the facts about changes are understood.
consistently.

Controlling processes involves:

ensure that the requesting organization has the right to review, measure and/or see reports
about all the processes carried out by the organization;

the existence of a service delivery plan that clearly delineates the division of responsibilities
between the parties;

to ensure that the requesting organization has the right to discuss, propose, and, if necessary,
request changes to processes for the purposes of continuous improvement (see 10.2).

A.8.2 Coordination with stakeholders

Managing relationships involves:

Identify, document, and understand all classes or groups of contracted outputs of interest.
potential and current issues of FM service.

Coordinating activities involves:

plan to reduce resources used:

to ensure that activities are organized in such a way that resources are not
wasted due to inadequate programming or lack of materials or skills;

by personnel adequately trained in all aspects of a task or process of

relevant work to your workplace;

to ensure that the work can be carried out in the planned time without interruption
the activities of the requesting organization (for example, it may be that during periods
business cycle critics of the requesting organization, no change from the office
or maintenance on the critical plant may occur);

understand the processes of the requesting organization;

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communicate with the requesting organization in order to identify, analyze and plan these
restrictions on your planned activities.

Effective integration of services: see A.8.3.

A.8.3 Service Integration

Integrate functions of FMenvolve:

search for and identify potential synergies for reallocation of task responsibilities, personnel
with multiple skills and scheduling activities to enhance staff productivity
from FM;

develop consistent standards for information and data (see A.7.5.4);

develop consistent and identifiable workflow processes for all lines of

service

effectively communicate through all FM functions and support services;

implement FM technologies to support the consistent delivery and measurement of FM services;

to innovate through traditional functional lines and processes to address the requirements and
opportunities for change;

Ensure that all teams and service providers supporting the operation meet.
regularly to identify ways to work together to improve overall delivery of
service.

Effective reintegration of FMenvolve services:

— a focus on individual skills and organizational capabilities;

to adopt a behavior that integrates decisions related to facilities in processes of

strategic planning to support the global mission of the organization;

use a lifecycle management approach to operate efficiently, reliably,

profitable and sustainable way;

measure performance (see Section 9) to support the continuous improvement (see Section 10) of processes
of FM.

It is advisable for the organization to develop:

a document that clearly identifies the functions and responsibilities within the organization
for the delivery of FM functions;

a communication matrix that involves end users and service providers.

It is advisable that this integrated system be used to provide feedback to the organization on the effectiveness
quality and efficiency of the service provided.

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It is advisable that the integration of services also considers greater integration and systems using
the following documents, as appropriate:

quality management;

collaborative work;

environmental systems;

business continuity;

energy management;

asset management;

social responsibility;

risk management

occupational health and workplace safety;

information security.

A.9 Performance evaluation

A.9.1 Monitoring, measurement, analysis, and evaluation

Determine the scope of FMenvolve services involves the processes established in A.4.3.

Determining the relationship for strategic objectives involves:

to understand how critical the quality, cost, and timeliness of each service is and the part of a
service is for the achievement of strategic objectives;

understand the impact associated with service failure and identify where this failure can result
on unmet strategic objectives;

prioritize the monitoring of these activities with positive and negative risk characteristics
more significant.

Establishing performance criteria involves:

— ensure that those services identified as most critical to the strategic objectives
have the main focus and the most rigorous success criteria;

Identify performance results that can meet one or more of the following items:

— indicate in advance a risk of failure (i.e., create an opportunity for prevention

of the failure);

align with strategic objectives in order to indicate the success of the organization and/or
service

lead to achievable improvement opportunities;

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identify and select an appropriate number and a mix of operational metrics and
process, management metrics and key performance indicators (KPI) summarized to enable
a broad view of performance;

BRAZILIAN NOTE KPI = Key Performance Indicators.

add performance indicators that can be consolidated for top management allowing it
to make informed decisions regarding strategies and priorities (this could involve
the weighting of multiple indicators;

collect and combine data in the correct order that allows for the measurement of performance in each
level and allow for the capture of appropriate granularity for analysis and corrective action;

establish realistic comparators against which the expected performance will be measured;

establish an appropriate sampling and evaluation method in the case of multiple items/
datasets.

Activities or results that have a significant impact on the organization's capacity to

Reaching your goals will likely require KPI.

It is advisable for the organization to differentiate between KPIs and routine performance indicators.
FM, as in any other support service, it is important to clarify what constitutes a
key performance for the requesting organization and what constitutes a key performance for the
organization. These are rarely the same thing. It is advisable that both be tracked and reported
for different stakeholders.

Certain activities are less likely to benefit from routine monitoring. These
include those that:

they have low criticality;

— high cost of data capture;

cannot be easily changed;

where the data is highly subjective or unreliable.

It is important that the KPIs are focused on critical success factors. These are the factors that are
directly relevant to the effectiveness of the organization's performance. An excessive number of
performance indicators will hinder effective monitoring.

Determining what needs to be monitored and measured involves:

— understand the different requirements for each service, considering:

the criticality of the service for the primary activities of the organization;

the strategic importance of the activity for the organization's objectives;

the cost of the service being monitored in relation to the totality of the services that are
being delivered;

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the probable reliability of data resulting from measurement;

the ease with which data can be gathered or derived;

the ability to make changes in the volume, quality, and cost of the service as a result
state of any analysis.

Establishing methods for monitoring involves:

develop systematic processes for monitoring, measuring, analyzing, and evaluating

FM activities;

define the requirements and outputs for monitoring and measurement (data format);

execute measurement on a planned base, aligned with the relevance of the indicator;

establish and maintain monitoring procedures, data collection procedures and

consistent data recording systems;

to configure and use technologies to enable accurate and consistent data capture and reporting
of performance;

coordinate the monitoring and measurement methods with the policies, agreements, and plans, as per
described in Sections 5, 6, and 7, so that there is a clear understanding of what will be measured and how
he is relevant to the goals of the organization and/or requesting organization.

Deciding when to monitor and measure involves:

understand

the relevance of the service to the required outcome;

the risks and opportunities associated with the service;

the frequency of service delivery;

the time required to acquire the data;

the variability in service volumes over time;

understand the reporting requirements of both the organization and the requesting organization;

create a monitoring and measurement requirements schedule based on the needs of

report

ensure that the entities responsible for collecting and analyzing the data and reporting the information
they have the resource capabilities and skills necessary to carry out the activities of
monitoring and measurement at the required moment.

Deciding when to conduct analysis and evaluation involves:

— for data that leads to decision making:

understand how much time is required to collect, compare, and analyze the data (lead time);

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understand when the evaluations need to be completed and available in order to inform
the decision makers (the planning horizons);

understand if any consultation with other interested parties is required and, in case it is affirmed
how long is required for this consultation;

— for data that informs performance measures:

the planned reporting schedules;

the comparative periods of previous data sets so that the durations of

activity and seasonal comparison options remain valid;

relevant compliance requirements.

Documented evidence involves the processes established in A.7.5.3.

Evaluating performance involves:

conduct periodic assessments of both the component elements and the entire system;

the communication with end users and the requesting organization, when relevant;

the communication with suppliers, staff, and other stakeholders who implement or
that are affected by parts of the FM system;

— search for redundancies and duplications, risks, and lack of clarity in the conclusion of the process;

use a variety of sources of information to ensure a broader view.

It is advisable for the assessments to identify possible opportunities or need for changes.
for:

- the FM policy;

-as strategies;

— the objectives;

the operational processes;

— other elements of FM systems and commitment to continuous improvement.

Creating a structure involves the selection of a balanced set of measures (for example, including
final user feedback, volumetrics, punctuality, cost compliance, rework, and outlook
financial.

The tools, technologies, and methods to monitor the performance of services can be
established, once it has been determined what needs to be monitored and measured.

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A.9.2 Internal audit

The purpose of internal audits is to ensure:

consistent compliance with the management system;

that the FM system is achieving its objectives, is in compliance with its agreements
of the planned service levels and have been properly implemented and maintained;

the identification of opportunities for improvement.

NOTE ABNT ISO 19011 provides guidelines for auditing management systems.

Compliance involves demonstrating:

procedural compliance;

documentary compliance;

the achievement of the required results.

A.9.2.2 An effective auditing program will establish:

— planned regular audits that it is advisable to:

- direct the preparation and conduct of audits;

Let's identify the necessary audits to meet the program's objectives;

— they should be based on the nature of the organization's activities, in terms of its evaluation of
risk and impact analysis, the results of previous audits and other relevant factors;

— based on the complete scope of the FM system (however, each audit does not
it is necessary to cover the entire system: audits can provide samples of elements of the sis-
theme and operational functions, as long as the total audit program ensures that all the
units, functions, activities, and elements of organizational systems should be addressed among
external audits)

the means by which the system will be evaluated;

-the samples (if any) to be collected during the audit;

who will carry out the audit (internal audits can be conducted by personnel from within the
organization or by external bodies that work on its behalf: in both cases, it is advisable
that the people conducting the audit are competent and in a position to do so
impartially and objectively; in smaller organizations, the auditor's independence may be
demonstrated by an auditor who is free from responsibility for the activity being
audited) ;

what information they will need to access;

how long will the audit take;

What is the format of the audit report;

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to whom the report will be provided;

Who is responsible for following up on the recommendations of the audit report.

A.9.3 Management Review

Management review is different from an audit. An audit considers compliance with

the objectives, procedures, and internal results of the system, while the goal of a review of
Management is to consider the compliance of the system as a whole and its contribution to the strategy.

The management review allows the top management of the organization:

evaluate the compliance, adequacy, and continuous effectiveness of the FM system;

address the need for changes in the main objectives and elements of the FM system
including:

global politics;

resource allocations;

risk acceptance;

— objectives and goals;

- FM strategies.

The management review involves consideration:

— the status of actions identified as required after previous management reviews;

of changes in external and internal factors that are relevant to the FM system;

— information about FM performance, including trends in:

non-conformities and corrective actions;

monitoring and measurement results;

— monitor and measure results for non-routine FM activities;

- audit results;

of opportunities for continuous improvement through social, environmental, and economic aspects.

NOTE Non-routine activities may include undesirable or unforeseen events or problems.

Conducting a management review involves:

— a planned and regular schedule (generally at least annually);

a formal review process, separate from routine continuous improvement processes;

— a structured and properly documented database;

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the engagement of the staff involved in the implementation of the FM system and in the allocation
of its resources;

the consideration of trend development and best practices in the organization's sector
claimant, in the FM industry or in the supply chain industry;

developments in planning, operation, maintenance, and renewal techniques of FM;

— benchmarking procedures, results, and inputs.

The management review can also be triggered by:

— significant changes in the supply or in the sector/industry of the requesting organization: these
changes can create risk and opportunity and impact the needs of the organization or the
system

significant changes in operational requirements;

— major changes in service level agreements or performance goals;

— major changes in results or service quality volumes;

unexpected events.

It is advisable that the outcomes of the management review include:

decisions related to continuous improvement opportunities;

any need for changes to the FM system, including changes for:

- scope;

commercial and operational requirements;

— operational conditions and processes;

- contractual obligations;

external compliance requirements;

risk levels and/or criteria for risk acceptance;

resource needs.

A.10 Improvement

Non-compliance and corrective action

The notification of a non-compliance occurrence often involves:

defect reports, complaints or feedbacks:

of the end users;

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ABNT NBR ISO 41001:2020

from the requesting organization;

-from the service delivery personnel;

— of service providers;

from another interested party;

the use of communication channels, including:

entry contact through service desk/helpdesk/contact center/call center;

user's outbound contact through follow-up by the service delivery personnel;

— user satisfaction survey results;

— variations in performance or service quality identified by monitoring mechanisms

mentor and report;

variations in the expected, predicted, or historical levels of material consumption;

variations in the expected, projected, or historical levels of cost or revenue;

interruptions in the activities of the requesting organization;

automated system reports (for example, through FM technology outputs).

It is appropriate that the reaction to a non-conformity is:

- based on response plans;

— proportional to the implications of impact, risk, and cost of the event (it is common to prioritize not
compliances that endanger life safety or put systems at risk
critical mission)

completed in a timely manner;

effective in neutralizing the effects of non-compliance and/or addressing the root causes;

— complete, as it deals with the impact and consequences of the event, as well as the
immediate risks and direct causes.

Evaluate the actions to eliminate the causes involves:

— a review of the event after it has been resolved for:

evaluate the effectiveness of corrective actions;

identify the root causes;

consider improvements in the response;

consideration:

— of the impact of non-compliance;

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 ABNT NBR ISO 41001:2020

- the associated risks;

the chances of a recurrence;

from the root cause of the event;

the available options to minimize the risk of recurrence or mitigate the impact in the future;

of the costs involved in these preventive actions and the balance of costs in relation to risk
assessed residual;

document and communicate the results of the review in order to explain to stakeholders the course
of the event and the corrective action taken.

A.10.2 Continuous improvement

Continuous improvement involves:

apply a process to continue reviewing the actions;

identify and prioritize areas that could be improved;

ensure that the plans are properly implemented to correctly identify the
non-conformities (see A.10.1) and service disparities (see A.10.3);

to seek to anticipate and avoid future non-conformities;

plan the implementation of improvements;

communicate the objectives and procedures of the improvements;

implement corrective or improvement actions;

— plan for formal and continuous review of the implementation;

support the results;

predict future requirements.

Demonstrating a positive approach involves:

adopt and promote an organizational culture that embraces change;

constantly seeking improvements and innovations:

— at no cost;

in the use of resources;

-in the availability of skills;

in the quality of service;

in the quality of the materials;

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ABNT NBR ISO 41001:2020

— in the results;

in the satisfaction of the end user;

— in the procedures;

ensure feedback on suggestions for change for all stakeholders;

effective change management techniques, including:

plan actions;

— carry out the action;

review the impact and the result;

initiate additional changes to improve results when necessary.

A.10.3 Preventive actions

The process to identify disparities in service delivery may include:

understand the changes in the demanding organization:

culture

operational context;

— objectives;

strategy

competitive environment;

financial environment

compliance requirements;

— apply processes, including:

benchmarking;

sharing of best practices;

— focus groups on the customer;

customer feedback surveys.

It is advisable that the disparities identified in the delivery of services be addressed because:

they have the potential to render the service non-compliant with organizational requirements,
even if they meet previously agreed service levels;

It is therefore advisable that they be treated in the same way as non-conformities so that
ensure that a management review (see A.9.3) takes place and that any required changes
be properly documented.

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Bibliography

ABNT NBR ISO 9001, Quality management systems – Requirements

ABNT NBR ISO 14001, Environmental management systems – Requirements with guidance
for use

ISO 16739, Industry Foundation Classes (IFC) for data sharing in the construction and facility
management industries

ABNT NBR ISO 19011, Guidelines for auditing management systems

ABNT NBR ISO 22301, Societal Security – Business Continuity Management System
business - Requirements

ABNT NBR ISO 26000, Guidelines on social responsibility

ABNT NBR ISO/IEC 27001, Information technology - Security techniques - Systems of

information security management - Requirements

ABNT NBR ISO 31000, Risk management - Guidelines

ABNTNBR ISO 41012, Facility management – Guidelines on strategic supply management

the development of agreements

ISO 45001, Occupational health and safety management systems – Requirements with guidance
for use

ABNT NBR ISO 50001, Energy management systems – Requirements with guidance
for use

ABNT NBR ISO 55001

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