Presentation for World Workplace Europe 2019 (Amsterdam). Case studies from Belgium and the Netherlands about the implementation of ISO41001

1. ISO41001: Raising the bar in FM
Case studies in Belgium & the Netherlands

2. Ine Schaeps
• FM Consultant PROCOS Group
• ISO41001 Trainer PROCOS
Group/NBN
• Member European FM standards
committee (CEN/TC348)
• Member ISO FM standards
committee (ISO/TC267)
Ian van der Pool MFM, CFM
• Head of FM, (NLD) Joint Support Command
• ISO41001 Trainer/senior FM consultant HEYDAY
• Chairman CEN/TC348 (EN15221-series)
• Head of Delegation ISO/TC267 (ISO41000-series)
• Co-author ISO41001
• Co-author prISO41014: FM Strategy
• Convener AG1 Road Map
• Past chair FMN
• Past Director IFMA BoD

3. Todays goals
• Understanding the context of the demand organization and the effects on FM
• Understanding the need for adaptive management in a VUCA world
• Understanding the need of simplicity and transparancy
• Knowledge about ISO41001: 2018
• Understanding why both organizations have chosen to implement ISO41001
• Sharing the (initial) findings through case studies in Belgium and the
Netherlands

4. What is FM?
Organizational function which integrates people,
place and process
within the built environment
with the purpose of improving the quality of life of
people and
the productivity of the core business

5. FM goals

6. Generic approach
Create a plan for the delivery of facility
services, based on the needs of the
organization you are supporting.
Execute this plan, evaluate it and improve
where needed.
Plan – Do – Check - Act

7. Howwellcanyoupredicttheresultsofyouractions?
How much do you know about the situation?
AMBIGUITY
Lack of clarity about meaning of an event
COMPLEXITY
Multiple key decision factors
UNCERTAINTY
Unclear about the present
VOLATILITY
Increasing rate of change

9. GAP
Time
Performance
Desired direction
Changing the business
Current direction
Running the business

11. OPERATIONAL
STRATEGIC Focus for OODA
Desired direction
Changing the business
TACTICAL Focus for PDCA
Current direction
Running the business
ORGANIZATIONAL LEVEL

12. Tactical approach: stick to the plan and be/feel save
Running the business/Current direction
Adaptive approach: actively scout for motives to
divert from the plan
Changing the business/Desired direction
‘I love it when a plan comes together.’
Col. John ‘Hannibal’ Smith
A-Team

13. Professionals shouldn’t trust anyone!
‘Whenever you have to trust someone your risk and stress
increase.
True experts don’t rely on trust but they make things
simple and transparent enough so that everyone
understands it.
This way you don’t need to trust them but you know they will
perform at a high caliber.
The only true way of minimizing risk is by creating
transparancy.’
Prof. Dr. Dean Kashiwagi
Arizona State University
Founder Best Value Procurement

14. How have we organized this within FM?

15. What does ISO41001 actually do?

16. Case study #1 – Fed. government
FM MISSION STATEMENT:
“The FM department acts as a
professional service by providing
reliable services and goods to the
general managements and staff
services of our FPS. It has a supporting
role within the organization and it
strives to optimize the service
provision. FM in FPS works in a
customer-oriented way, driven by
customer demand and taking into
account the agreements made in
advance. It also means an integration
of different services that are offered.
The FM department ensures
transparent and correct
communication about the completion
phase of the request so that the
customer is kept informed of the
progress of the service.”

21. Case study #2 – (NLD) Ministry of Defence

22. Case study #2 – (NLD) Ministry of Defence

23. Case study #2 – (NLD) Ministry of Defence

25. Facts + Figures: Division Facilities, Logistics & Security
• 50 cars replaced each week
• 200 locations
• 248 flat rail cars
• 5.600 civilian cars
• 11.000 buildings
• 35.000 visitors Bronbeek
• 35.000 airline tickets booked
• 250.000 invoices paid
• 300.000 postal items
• 500.000 vehicle requests
• 550.000 workorders in PLANON
• 5.000.000 guests Paresto
• 20.000.000 visitors at the gate
• €350.000.000 contract value
30.000.000 cups / year
=
3.740.000 liter
=
17 m³ per work day

27. Demand organization
Core business strategy, supported by FM
FM strategy
FM policy
FM plans
implement
measure
improve
FM organization

31. What is actually the scope of
the FM organization within
the NLD Ministry Defence?

36. FM Policy
PLANCHECK
DO
ACT
Improve
Measure FM Plans
Implement
(FM) ORGANIZATION
10. Improvement
9. Performance
evaluation
8. Operation
4. Context
5. Leadership
6. Planning
7. Support
FM Strategy
Core Business Strategy Supported By FM
DEMAND ORGANIZATION

37. FM Policy
PLANCHECK
DO
ACT
Improve
Measure FM Plans
Implement
(FM) ORGANIZATION
10. Improvement
9. Performance
evaluation
8. Operation
4. Context
5. Leadership
6. Planning
7. Support
FM Strategy
Core Business Strategy Supported By FM
DEMAND ORGANIZATION

38. In what context does the
demand organization operate?
What are the goals, risks and threats?
Top management Demand organization
Top management FM organization

39. Introduction
• Clause 1: Scope
• Clause 2: Normative References
• Clause 3: Terms and Definitions
Requirements
• Clause 4: Context of the Organization …………………… PLAN
• Clause 5: Leadership ………………………….…………………..PLAN
• Clause 6: Planning ……………….….……………………………..PLAN
• Clause 7: Support ……………………………………………………PLAN
• Clause 8: Operation ………………..…………………………….. DO
• Clause 9: Performance Evaluation ……....……………….. CHECK
• Clause 10: Improvement …………………………………….... ACT

40. Issues
Internal
External
Interested
parties
Internal
External
Scope of the
FM-MS
What’s in?
What’s out?
Contextoftheorganization
4.1
4.2
4.3
Activities:
• Defining
stakeholders
• Setting
expectations
• Defining the scope
• Understanding
requirements

41. Demonstrated
commitment
top-management
5.1
Policy
5.2
Roles, responsibilities
& authorities defined
5.3
Management shall demonstrate leadership

42. Wrap-up

43. Conclusions
• You already have a managementsystem in place
• If you already have another MSS (e.g. ISO9001) in place,
then most of the work has been done already.
• The/this system supports your FM organization
• You don’t need to work in a different manner
• You don’t need to reinvent the wheel
• You should combine and structure present and missing
management information
• Complete the system by assaying the framework for risk
management as well as regulatory and statutory demands
Working with ISO41001 will change the type of conversation
you have with the demand organization.

44. A big step in FM evolution!

45. ISO41001: It’s a big deal!

46. Do you need more information?
Ready to launch?

47. ISO41001 Training courses in Europe:

48. ISO/TC267 Facility Management
• FM professionals from 45 countries
• NL represented by NEN:
• Ian van der Pool
• Emiel Roos
• Ron Brouwer
• Cindy van Leeuwen
• Belgium represented by NBN:
• Ine Schaeps
• Ian is co-author of ISO41001
• NL vertaling NEN-ISO41001 by Ian, Emiel & Ron

49. ISO/TC267 Facility Management
• ISO 41011: Facility Management – Vocabulary (Dutch translation available)
• ISO 41012: Facility management – Guidance on strategic sourcing and the
development of agreements
• ISO/TR 41013: Facility management – Scope, key concepts and benefits
• ISO 41001: Facility Management – Management systems – Requirements with
guidance for use (Dutch translation available)
• ISO/WD 41014: Facility management – Development of facility management strategy –
in progress
• ISO/WD 41015: Facility management – Influencing behaviors for improved facility
outcomes and user experience – in progress

50. Ine Schaeps
ine.schaeps@procosgroup.com
+32 4 7252 6669
Ian van der Pool MFM, CFM
ihp@visionfm.eu
+31 6 4641 4343
ih.vd.pool@mindef.nl
+31 6 3017 1861