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Abstract
Service‐led construction projects imply major changes in methods and work processes for contractors and a need to reorganize the contracting company. A major change within a performance‐based approach is that contractors act as maintenance‐engineering consultants to clients and as service providers to end‐customers. Offering new services demands additional resources, skills and competences of contractors. In performance‐based maintenance partnerships contractors have the responsibility for the agreed performance of building components and clients’ and end‐customers’ satisfaction during the entire contract period by handling planned and reactive maintenance. End‐customers are particularly concerned with reactive or daily maintenance. Satisfaction is affected by the result of maintenance and especially the maintenance service delivery process. Maintenance contractors need knowledge about concepts such as whole‐life costing, key performance indicators and service levels, and need communication and empathy skills, especially in dealing with end‐customers.
