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GB/T 47134-2026: Facility management - Development of a facility management strategy
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GB/T 47134-2026: Facility management - Development of a facility management strategy

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National Standards of the People's Republic of China ICS 03.080.01CCS J 04 Facility Management Facility Management Strategy Development (ISO 41014.2020, IDT) Released on 2026-01-28 Implemented on 2026-05-01 State Administration for Market Regulation The State Administration for Standardization issued a statement.

Table of contents

Preface V Introduction VI 1.Scope 1 2 Normative References 1 3.Terms, Definitions and Abbreviations 1 3.1 Terminology related to facility management 1 3.2 Terminology related to assets 2 3.3 Terminology related to relevant personnel 2 3.4 Terminology related to procurement 3 3.5 Terminology related to the process 3 3.6 Financial Terminology 4 3.7 Terminology related to general business operations 4 3.8 Terminology related to measurement 5 3.9 Abbreviations 5 4.Understanding the organization of requirements 5. 4.1 Organization 5 4.1.1 General Rule 5 4.1.2 Structure 6 4.1.3 Human Capital 6 4.1.4 Value System and Organizational Culture 7 4.1.5 Management Style 7 4.2 Governance 7 4.2.1 General Rule 7 4.2.2 Ownership and Use 7 4.2.3 Leadership 7 4.2.4 Regulation and Compliance 7 4.2.5 Policies and Procedures 7 4.2.6 Maturity of Activities, Processes, and Systems 8 4.3 Background 8 4.3.1 General Rule 8 4.3.2 Business Strategy 8 4.3.3 Goals, Needs, Constraints, and Value Drivers 9 4.3.4 Measurement successful 9 4.3.5 Performance Indicators 9 4.3.6 Market and Competition Analysis 9 4.3.7 The Relationship Between Core and Non-Core Activities 9 4.3.8 Target Operation Mode 10 4.3.9 Current and planned non-core activities 10 4.3.10 Improvement Target 10 4.3.11 Information and Communication Technology 10 4.3.12 Information Management 10 4.4 Risk Management 11 4.4.1 Threats and Opportunities 11 4.4.2 Continuity and Recovery Plan 11 4.5 Strategic Synergy 12 5.Develop FM requirements 12 5.1 Current and Future Concerns Regarding Facilities 12 5.1.1 General Rule 12 5.1.2 Nature of the Facility 12 5.1.3 Sustainable Space Supply 15 5.2 FM Maturity 15 5.2.1 General Rule 15 5.2.2 Current competence 15 5.2.3 Improvement Target 15 5.3 Handover of renovated or newly constructed facilities 16 5.4 Stakeholders 16 5.4.1 General Rule 16 5.4.2 Facility Users 16 5.4.3 Standard Level 17 5.5 Accessibility, Inclusivity and Equality 17 5.6 Functional Requirements 17 5.7 Service Scope 17 5.7.1 General Rule 17 5.7.2 Technical Services 17 5.7.3 Business Support 18 5.7.4 Integration Mode 18 5.8 Service Standards 18 5.9 Results and Objectives 18 5.9.1 General Rule 18 5.9.2 Environmental Performance 18 5.9.3 Social Performance 19 5.9.4 Economic Performance 19 5.10 Service Level 19 5.11 Service Delivery Option 19 5.12 Seeking to purchase 19 5.12.1 General Rule 19 5.12.2 Internal Service Provision 20 5.12.3 External Service Provision 20 5.13 Innovations in Service Delivery 20 5.14 Market Audit 20 5.15 Confirmation and Feedback 21 6.Develop an FM strategy 21 6.1 Developing a Strategy 21 6.2 Format and Content 21 6.3 Budget Preparation Requirements 21 6.4 Procurement 22 6.5 Communication and Feedback 23 6.6 Implementation Plan 23 7 Performance Management 23 7.1 Monitoring and Controlling Performance 23 7.2 Performance Indicators 23 7.3 Performance Measurement 23 7.4 Performance Review 24 7.5 Corrective Actions 24 7.6 Feedback and Lessons Learned 24 8.Improvement Results 24 8.1 Application of Lessons Learned 24 8.2 Reassess Outputs and Objectives 25 8.3 Updated FM Strategy 25 8.4 Update FM Policy 25 Appendix A (Informative) Examples of Threats and Opportunities... 26 Appendix B (Informative) Examples of Factors Influencing Business Strategy...28 Appendix C (Informative) Considerations when developing a formal FM strategy document... 29 Appendix D (Informative) FM Strategy Examples...31 References...33 Index ...34

Foreword

This document conforms to GB/T 1.1-2020 "Standardization Work Guidelines Part 1.Structure and Drafting Rules of Standardization Documents". Drafting is scheduled. This document is equivalent to ISO 41014.2020 "Facility Management - Facility Management Strategy Development". Please note that some content in this document may involve patents. The issuing organization of this document assumes no responsibility for identifying patents. This document was proposed by the China Machinery Industry Federation. This document is under the jurisdiction of the National Technical Committee on Standardization of Facilities Management (SAC/TC 581). This document was drafted by. Beijing Zhongdian Kai'er Facilities Management Co., Ltd., Shenzhen Facilities Home Technology Co., Ltd., and Luzhou Xinglu Environment. Group Co., Ltd., China Machinery Research Institute of Standards and Technology (Beijing) Co., Ltd., Suzhou BoXi Intelligent Systems Co., Ltd., Microsoft (China) Limited Liability Company, Shanghai Donghu Property Management Co., Ltd., Shenzhen Xinghe Zhishan Life Co., Ltd., Sony (China) Co., Ltd., Beijing Bolu Xinyuan Facilities Management Co., Ltd., Jiaxin Liheng Facilities Management (Shanghai) Co., Ltd., Volkswagen (China) Investment Co., Ltd., Shanghai Fosun Healthcare (Group) Co., Ltd., China Jiliang University, Shenzhen Wanwu Liangxing Property Service Co., Ltd., Danfoss (Tianjin) Co., Ltd. The company, Volvo (China) Investment Co., Ltd., China Machinery Productivity Promotion Center Co., Ltd., Shanghai CRIC Information Technology Co., Ltd., and Hua BMW Automotive Ltd., Keppel Cloud Carbon Technology Services (Beijing) Ltd., China Electronics Technology Group Corporation (CETC) Digital Technology Group Ltd., and TÜV Rheinland Testing Certification Services (China) Co., Ltd., New Grand Property Group Co., Ltd., and Jiangsu Yongda Pressure Vessel Manufacturing Co., Ltd. The main drafters of this document are. Feng Weizhong, Wu Jiao, Xu Yun, Zhang Limin, Xu Lei, Jiang Yuan, Chen Kaijun, He Yuan, Sun Zhefeng, Yao Haoyang, and Fan Xuesong. Zhu Chunhua, Wu Hao, Zhang Jing, Yang Youhong, Zhou Zhe, Yang Likun, Su Yali, Huang Gang, Huang Chengyu, Zhang Zhaojuan, Ma Hongyu, Wang Zhisheng, Yu Zhen, Zhao Lianhe Gu Xiyin, Hu Yayun, Shi Weizhen, Ou Yongchao, Xu Qiubo.

Introduction

0.1 General Provisions Facilities management (FM) integrates multiple disciplines to impact the economic efficiency and productivity of society, communities, and organizations, while also affecting individuals. The way people interact with the built environment has an impact. Facility management influences global societies and people through the services it manages and delivers. Human health, well-being and quality of life (see ISO 41001). Note 1.FM is defined as an organizational function that aims to improve people’s quality of life and enhance core values by integrating people, places, and processes within the built environment. Organizational functions aimed at improving business productivity (see 3.1.1 in ISO 41011.2017). FM is of strategic importance because it directly supports the core business strategies of demanding organizations by managing secure, reliable, efficient, and [other technologies/services]. Cost-effective and sustainable facilities to achieve their set goals and plans. Note 2.A demanding organization is an entity with the right to satisfy a demand by incurring costs (see 3.3.1.1 in ISO 41011.2017), such as facility owners. Owner, operator, owner-operator, tenant, or in some cases, a management agent representing the owner. This document pertains to demand organizations and organizations responsible for FM (Factory Development) and facilities services. Due to the variability in how FM is organized, and the fact that facilities services are... It is necessary to differentiate between services provided by personnel within the demand organization, external service providers, or a combination of both. The guidelines in this document are primarily applicable to organizations responsible for facility management. In the absence of a formal FM organization, it is advisable to [take appropriate action]. Appoint an individual (or organization) to play an active role in developing FM strategy. ISO 41001 references the FM strategy and places it within the context of an FM management system. The benefits of developing an FM strategy include. --Enhance understanding of the goals, needs, and constraints of demand organizations, as well as appropriate approaches to FM and facility services; --Reduce the likelihood of a mismatch between the organization's goals and needs and its supporting methods; --FM requires synergy with the core business activities of the organization in need; --Improve the overall management efficiency of FM, especially the efficiency of facility service delivery; --Achieve consistent management practices through a methodology for developing transparent, repeatable, and measurable FM strategies; --A baseline for measuring improvements in FM operational efficiency and its contribution to the core business of the demand organization; --Contribution to the cost-effectiveness and competitiveness (where applicable) of the demand organization; --Promoting sustainable development by making more efficient use of scarce resources. The purpose of this document is to fill the current guidance gaps in order to determine the most appropriate FM and facility service methods. Its aim is to... By providing strategic advice on decisions that affect facility management and/or the provision of facility services, we enhance awareness, capacity development, and expertise. This document applies to any organization that has the following aspirations. --Utilize methods to develop FM strategy. -- Ensure that the FM strategy aligns with the core business strategy of the demand organization. -- Demonstrate compliance with this document by providing the following. • Make a self-evaluation and self-declaration; • Seek confirmation of its compliance from relevant parties within the FM organization; • Seek confirmation of your self-declaration from a party outside the FM organization. This document provides guidance for internal or external audit programs. Users of this document can apply their FM strategy development practices to international standards. Comparison with recognized benchmarks provides reasonable and reliable principles for the effective management of these practices. 0.2 Process Method This document provides a common framework for understanding the factors that FM organizations should consider when developing their FM strategies. It advocates a methodology to coordinate... FM organizations are helped to determine the most appropriate approach as a basis for subsequent implementation of tactical and operational FM requirements, supporting needs in the most suitable way. An organization's core business is primarily its business activities. This document emphasizes the importance of coordinating decision-making, activities, information, data, and stakeholders into a manageable process for developing an FM strategy. The outline and its various stages, including. --Understanding the needs of organizations. context, governance, risk management, and strategic alignment (see Chapter 4); --Develop FM requirements. focus on facilities, FM maturity, stakeholders, priorities, functional requirements, services, and delivery options. And sourcing (see Chapter 5); --Developing an FM strategy. Developing the strategy, format and content, budget requirements, procurement, communication, feedback, and implementation (see Chapter 6); --Performance Management. Monitoring and Control, Performance Indicators, Measurement, Review, Corrective Actions, and Lessons Learned (see Chapter 7); --Improvement Results. Apply lessons learned, reassess outputs and objectives, and update strategies and policies (see Chapter 8). When using a process-based approach to strategy development, it is helpful to consider these three phases. analysis, solution, and implementation. These are respectively in... Chapters 4, 5, and 6 through 8. This approach is designed to be scalable, meaning that the provisions of this document are applicable, in whole or in part, to any FM organization. Therefore, FM groups An organization can determine the objectives, needs, and constraints of its core business, as well as the type, size, complexity, conditions, and geographical location of its facilities, based on these factors. This involves determining which regulations apply fully or partially to the development of the FM strategy. Similarly, the responsibilities for analyzing, planning, and implementing the FM strategy will vary within an organization, depending on its structure and contracts. Scope. The responsibility assignment matrix can be used to allocate roles across core business areas, FM organizations, and service providers to develop FM strategies. Facility Management Facility Management Strategy Development

1 Scope

This document provides guidance for facilities management (FM) organizations in developing FM strategies. a) Aimed at ensuring consistency between facility management requirements and the objectives, needs, and constraints of the organization's core business; b) To enhance the usefulness and benefits offered by the facilities in order to improve the needs of the organization and its core business; c) Aimed at continuously meeting the needs of stakeholders and applicable regulations; d) Aiming to achieve sustainable development in a globally competitive environment.

2 Normative references

The contents of the following documents, through normative references within the text, constitute essential provisions of this document. Dated citations are listed below. For references to documents, only the version corresponding to that date applies to this document; for undated references, the latest version (including all amendments) applies. This document. ISO 41011 Facility Management Vocabulary Note. GB/T 36688-2018 Facility Management Terminology (ISO 41011.2017, IDT) 3.Terms, Definitions and Abbreviations The terms and definitions defined in ISO 41011 and the following terms and definitions apply to this document. 3.1 Terminology related to facility management 3.1.1 Facility management strategy The analysis of the organization's needs, the proposed facilities management solutions, and the implementation outline plan are presented. 3.1.2 facility management organization FM organization The entity responsible for facility management. 3.1.3 Integrator model A single supply chain partner participates in, coordinates, and controls the arrangements of key service providers covering a range of business support functions. 3.1.4 Post-occupancy evaluation To assess whether the actual performance of a facility after completion and commissioning matches the required performance, and to obtain lessons learned. Cheng (3.5.5). 3.1.5 serviced workspace serviced workplace Spaces that can be used immediately usually have flexible time and conditions. ...