Kpi Sla Report System

N.Astyl 1/16/2013

Performance Management Guideline

Integrated Facility Management

KPIs & SLAs

Business Process

NA 2 1/16/2013

SLA’s & KPI’s Business Process

Policy

It is Sodexho Integrated Facilities Management Department’s policy to provide a

Contract Performance Management Guideline on how to manage and operate

according to the agreed Contract Scope of Services and thus, to ensure the contract

is compliant to an operational audit and standard performance measurement model.

Purpose

The objective of this process is to measure the effective agreed indicators and

translate the outcome results into action plans that will consequently enhance and

optimize our Service delivery standards.

Generally, the standard indicator list is applied but could be customized at client

request (if applicable) leading to a new indicators set when necessary.

In the following paragraphs, we will figure out how these indicators are defined,

measured and used to enhance service delivery quality.

NA 3 1/16/2013

4 Set scoring target

1 Understand expectation (SOW)

2 Definition (SLA)

3 Definition (KPI)

Process Diagram

Definitions

1. Understanding Expectations (Scope Of Work)

In order to set effective Service Level Agreements the process should begin with an in-depth understanding of the service output expectations.

This understanding will be reached by organizing site visits to understand the client’s business environment and by initiating workshops with the clients.

2. Service Level Agreements ( SLA )

The SLA will define the level of the provided service based on the output specifications.

It is an agreement between the service provider and the client which quantifies the minimum quality of service that meets the business need.

It’s also concerns the standards on how the services will be operated, how fast and when they will be available.

3. Key Performance Indicators (KPI)

The Key Performance Indicators will be based on the SLA’s and are set to measure whether the agreed standard is reached.

4. Set Scoring Target

For each indicator a scoring target card needs to be set up in order to provide a measurement target status.

NA 4 1/16/2013

Indicator Measurement Process

The indicators’ objective is to provide an accurate measure on each service’s

performance. They should be easy to use and in most cases consist of simple

ratios. Such ratios must be used with care as they reflect relative rather than

absolute values.

Each step of the measurement process needs to be customized to ensure effective

results.

D Action Plan

A Key Indicators

B Indicator Measurement

C Reporting

A. Key indicators

Generally, we can differentiate five different indicator groups like for instance: Compliance:

Indicators to measure whether the service delivery is compliant to the contractual terms

- Are the service level agreements were strictly complied to? - Are all preventive actions handled as forecasted? - Are all the safety regulations followed as prescribed? ….

Quality :

Indicators to measure the service performance quality level

- How is the service provided? - Is the provision innovative & proactive? - Is the customer satisfied with the output? …..

Cost

Indicators to measure financial figures

- Is the activity provided within agreed budget/quotation?

- Is the audit report is satisfactory?

- How to identify potentiality to reduce cost? …..

NA 5 1/16/2013

Quantity :

Indicators to measure recorded number of activities

- Planned Maintenance programme adhered to? - Number of Incidents registered & prevented…… - Total visitors/ Occupancy (per day) …..

Timeliness

Indicators to measure the time of service delivery

- Is the information delivered at the appointed time?

- Is the service delivered within the agreed period of availability?

- Are emergency calls out procedures, followed, recorded accurately? …..

B. Indicator Measurement

The information needed to measure the indicator can either come from:

- General information (such as corrective order response time, %

accomplished preventive planning).

- Active measurement (such as committing surveys, inspections and

audits).

- Registration information (such as N° of incidents, N° of visitors…)

C. Reporting

The Reporting is fundamental to reflect the (Service Delivery) and (Contract Management) performance. Two conditions are to be applied:

o First the consolidation of measurement in a scorecard gives in each field a very clear output on performance result.

o Secondly, the results are to be analysed, checked as well as internally

and historically benchmarked.

NA 6 1/16/2013

D. Action Plan

Based on the score outcome, analysis and bench marking, clear key points are generated on what type of improvement actions to be set. Next step of this action is to control the effectiveness of these actions and possible extra actions to be defined, if necessary.

These procedures should be focalized as a living document with a continuous improvement focus objective. Sodexho and the client will continue to look for new and improved ways of conducting the business and to develop and explore new initiatives which will enable to increase value to the customers (Share Benefits, Payback, etc…)

SLA & KPI Business process

It is important to define the process under two categories:

- Service Delivery which covers all operations related to Soft Services and

Hard Services.

- Contract Management which reflect overall Management Performance in terms of Finance ( Savings, Budget,..) and all associated contractual services compliant, like Business Continuity Plan , HSE, Client Rules regulations and Sodexho Operating Model Procedures .

This process will most likely be automated via an online IT system; however these spreadsheet files were created here to illustrate the working process.

SERVICE

DELIVERY

CONTRACT

MANAGEMENT

SCOPE OF WORK

(SOW)

STANDARD OPERATING

MODEL

NA 7 1/16/2013

Business Processes of SLAs & KPIs

Service Level

Agreement ( SLA)

Key Performance

Indicators ( KPI)

Performance

Measurment Tool

Activity &

Frequency

Response Time

Customer

Satisfaction

Compliant

Operation

Completed Preventive

PlanningRecord / IFMS

Joined Inspection

Record / IFMSResponse Time

Priority Classification

Client Quality

Perception

Customer Quality

Perception

Survey

Corrective Orders

Financial

Performance

Client Rules &

Regulation Compliant

BCP Compliant

HSE Compliant

Standard Operating

Model & Reporting

Audit

(SOW)

ReportingFinancial

Management

Se

rvic

e D

eliv

ery

So

ft S

erv

ice

s

Ha

rd S

erv

ice

s

Co

ntr

ac

t

Ma

na

ge

me

nt

Source ILA

NA 8 1/16/2013

Service Level agreement (SLA)

Service Delivery

Activity & Frequency ( PM )

Response Time ( CM )

Source ILA

* Note: response time are measured only during working hours

SLA ( Activity & Frequency )

No. Service Task

Frequency KPI Measured by

SLA N°

X times per

Seasons/ All year % PPM completed

IFMS

95 % preventive planning completed

IFMS


IFMS


IFMS


IFMS


IFMS

SLA ( Response time )

No. Priority Condition

Response Time *

KPI Measured

by

SLA N° X day, hours,

minutes IFMS

Priority 1 - Emergency Work Orders which constitute a danger,

health hazard, seriously affect

occupation and/or endangerment of

security.

Respond within 10 minutes during normal working

hours and less then 1 hour outside of

these hours

95 % completed within the set response time

IFMS

Priority 2 - Urgent Work Orders that effect operational

effectiveness

Solved within one hour during normal

working hours


IFMS

Priority 3 - Normal Work Orders that not effect

operational effectiveness but

effect service delivery

Solved within three hours during normal

working hours


IFMS

Priority 4 - Other Work Orders that not effect

operational effectiveness or service delivery

Solved within 1 day during normal working hours


IFMS

NA 9 1/16/2013

Client & Customer Satisfaction ( Quality )

SLA Quality Expectation

No. Service Sub

Category

Output KPI Measured by

SLA N°

Satisfaction Customers provision

services in Sodexho’s

Scope

x % of Satisfaction Soft Service,

Survey

Satisfaction Customers

Corrective Order handling

x % of Satisfaction

handled corrective

orders

Inspection

Satisfaction Clients provision

services in Sodexho’s

Scope

X % of Satisfaction

Joined Inspection

Contract Management

Compliant Operation

SLA Compliant Operation

No. Service Sub

Category

Expectation KPI Measured by

SLA N°

Finance

The annual Financial budget and agreed

cost reduction targets shall be met

95 %

Complaint

Reporting

Local Rules & Regulations compliant

The services are delivered in accordance with all applicable current HSE Policies,

Standards and Procedures and Local Legislation

100 % Complaint

Inspection

BCP Complaint

Delivery of Service fit for purpose, efficient and done in a manner that does not

disrupt the business as usual

95 % Complaint

Inspection

Client Rules & Regulations Compliant

The services are delivered in accordance with all applicable current Clients

Policies, Standards and Procedures

95 % Complaint

Inspection

SOM &

Reporting

Reporting & Communication according schedule

All documentation at all times up to date All actions/ responsibilities

according agreement SOM

95 % Complaint

Inspection

Source ILA

NA 10 1/16/2013

Key Performance Indicators (KPI)

Key Performance Indicators ( KPI )

KPI N°

Indicator Critical Related SLA No.

Target Assessment

Method Frequency

KPI N°

1. Response Time (CM )

NO SLA N°

1-Unacceptable: X % 2-To be improved: X% 3- Expected: X% 4- Outstanding: X%

Measurement Via table or

IFMS Software (% responded in time)

2. Completed Preventive Planning (PM)

NO SLA N°


Measurement Via table or

IFMS Software (% of plan that was

accomplished)

KPI N°

1.Service Quality NO SLA N°


Inspection (% of satisfaction)

2. Client Quality Perception

NO SLA N°


Joined Inspection

(% of satisfaction)

3. Customer Quality Perception

NO SLA N°


Survey (% of Satisfaction)

KPI N°

1. Finance Yes SLA N°


Reporting

2. HSE NO SLA N°


Audit

3. Business Continuity plan

Yes SLA N°


Audit

4. Client Compliant NO SLA N°


Audit

5. SOM Compliant NO SLA N°


Audit

Source ILA

NA 11 1/16/2013

Score Card ( Reporting )

Scorecard

KPI No

Related SLA

Critical/ Central

Scoring Score

Assessment Method

Frequency

Service Delivery

Response Time

KPI N° SLA N°


IFM Software

Preventive Planning

KPI N°

SLA N°

Central


IFM Software

Weight X % of 100% Min Meets

Customer Satisfaction

Service Quality

KPI N° SLA N°


Inspection

Client Quality

Perception KPI N° SLA N° Central


Joined

Inspection

Customer Quality

Perception KPI N° SLA N°


Survey

Weight X% of 100% Min Meets

Contract Management

Financial KPI N° SLA N° Critical Central


Reporting

HSE KPI N° SLA N° Critical


Audit

Business Continuity

KPI N° SLA N° Critical Central


Audit

Customer Compliant

KPI N° SLA N° Central


Audit

SOM Compliant

KPI N°

SLA N°

Central


Audit

Weight X% of 100% Min Meets

Total Score

Source ILA

NA 12 1/16/2013

The attached spreadsheet is designed to sum up the site scorecards

concerning most of our projects included here as an example (Westpac).

NA 13 1/16/2013

NA 14 1/16/2013

NA 15 1/16/2013

SL Number Service level Requirement KPI'S FREQ. Target WeightingOverall

TargetSep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08

FM 01 Business Continuty Plan 89% 81% 90% 81% 89% 83% 89% 81% 90% 80% 89% 82%

1Sodexho maintains its own BCPs &

annually reviews/tests and aligns with

WBC requirements (SXO)

Evidence that testing was completed successfully and

tested to agreed specifications Y 100% 5% 100% 100%

2

Planned closures of Sodexho critical

services will be agreed 5 days in

advance with Westpac business contact

(SXO)

All planned closures advised to appropriate WBC

business contact at least 5 days in advanceQ 100% 5% 100% 95% 90% 100% 95%

3

Programmed maintenance work on

Westpac equipment critical to business

continuity is completed in accordance

with agreed schedule (WBC)

Evidence is provided that agreed schedule is completed

(no less than 95% of scheduled work) with work in

progress to complete outstanding items evident and

agreed as being appropriate

M 100% 20% 100% 100% 85% 100% 85% 100% 85% 100% 85% 100% 80% 100% 85%

4

Sodexho effectively executes its

accountabilities in relation to significant

unplanned business disruptions in the

Westpac business (WBC)

Westpac Post Incident Review conducted - Sodexho

accountabilities met (e.g. communication; knowledge;

participation in situation management; actions

assigned/agreed by Westpac)

M 100% 20% 100% 90% 80% 90% 80% 90% 80% 90% 80% 90% 80% 90% 80%

5Minimise disruptions resulting from

Sodexho executing its accountabilities

No critical site outages caused by the negligence of

Sodexho or its contractorsM 100% 50% 100% 85% 80% 85% 80% 85% 80% 85% 80% 85% 80% 85% 80%

FM 02 Customer Satisfation 90% 83% 91% 83% 90% 88% 83% 90% 84% 82% 90% 84%

1Achieve targeted service rating on 3 key

survey areas: (a) service line Ratings for each service area/site (as agreed ) M 100% 25% 100% 85% 100% 85% 100% 100% 85% 100% 85% 85% 100% 85%


survey areas: (b) technical services

delivery

Ratings for each service area/site (as agreed ) M 100% 25% 90% 80% 90% 80% 90% 90% 80% 90% 80% 80% 90% 80%


survey areas: (c) client services Ratings for each service area/site (as agreed ) M 100% 25% 80% 85% 80% 85% 80% 80% 85% 80% 85% 80% 80% 85%

4Continuous improvement actions

implemented as agreedAchievement of agreed continuous improvement actions Q 100% 25% 95% 80% 85% 85%

FM 03 Green House Challange 93%

1

1. Satisfy agreed reporting requirements

for Westpac's environmental

sustainability initiatives

1. Inputs to Westpac's environmental reporting

submitted in full and on timeY 100% 34% n.a. 90%

2

2. Building sustainability Tenancy ratings,

currently AGBR with the intention to

move to NABERS rating, to be agreed

with WBC implemented and/or

maintained as agreed for specified sites

2. Agreed Tenancy ratings achieved

Y 100% 34% n.a. 95%

3

3. Business Cases developed to meet

Westpac's environmental sustainability

initiatives (look at identifying annual

initiatives)

3. Business Cases, to meet Westpac's

sustainability initiatives, are developed to the

required quality and provided within the agreed

timeframe.

Y 100% 32% n.a. 95%

FM 04 Financial Management 85% 83% 78% 85% 83% 93% 85% 83% 85% 85% 83% 85%

1

1. The Approved Budget is not exceeded 1. The Approved Budget is not exceeded - SEE

NOTE Y 100% 80% 99,75% 95%

2A

2. All invoices from Third Party

Contractors are paid within agreed terms

of payment where legitimate claim for

payment is made

2A. Legitimate payment claims from Third Party

Contractors are paid within agreed terms - SEE

NOTE 2A M 95% 5% 99,75% 90% 80% 75% 90% 80% 90% 90% 80% 90% 90% 80% 90%

2B

2. All invoices from Third Party

Contractors are paid within agreed terms

of payment where legitimate claim for

payment is made

2B. Sodexho will report on all disputed claims -

SEE NOTE 2BM 100% 5% 99,75% 80% 85% 80% 80% 85% 80% 80% 85% 80% 80% 85% 80%

3

3. Sodexho's financial controls meet

Westpac's requirements

3. Annual audit (SOX) is undertaken to

demonstrate financial controls are effective - SEE

NOTE 3 Y 100% 5% 99,75% 90%

4

4. Sodexho only make payments with

appropriate authority

4. Sodexho approved payments, outside the

Approved Budget are reported - SEE NOTE 4

Y 100% 5% 99,75% 80%

FM 05 Statutory Compliance 90% 80% 90% 90% 80% 88% 90% 80% 90% 90% 80% 90%

11. Sodexho's Third Party Contractors are

appropriately qualified and insured - SEE

NOTE 1

1. Audit of Third Party Contractor qualifications and

insurances Y 100% 25% 100% 90%

2A

2. Sodexho fulfils its statutory

compliance obligations under the

Agreement

2A. Provision of OH&S reports

12 100% 25% 100% 90% 80% 90% 90% 80% 90% 90% 80% 90% 90% 80% 90%

2B2. Sodexho fulfils its statutory


Agreement

2B. Provision of compliance report

Y 100% 25% 100% 90%

2C2. Sodexho fulfils its statutory


Agreement

2C. Agreed items from statutory audits are

completed with agreed timeframes - SEE NOTE 2 Y 100% 25% 100% 80%

TBD upon

analysis of

results from

first survey.

BALANCED SCORE CARD

NA 16 1/16/2013



FM 06 Procurement 90% 90% 90% 90%

1

1. Sodexho's Third Party Contractors are

procured under agreed procedures -

SEE NOTE 1

1. Audit of procurement activity shows compliance

with agreed procedures

Q 100% 15% 100% 90% 90% 90% 90%

2A

2. Agreed KPIs are used to manage

Third Party Contractor Performance for

key services - SEE NOTE 2

2A. Performance review for Key Services (except

cleaning - covered in FM10) - SEE NOTE 2A

Q 100% 35% 100% 90% 90% 90% 90%

2B

2. Agreed KPIs are used to manage

Third Party Contractor Performance for

key services - SEE NOTE 2

2B. Actions to remedy performance shortfalls are

implemented (except cleaning - covered in FM10)

Q 100% 50% 100% 90% 90% 90% 90%

FM 07 Reporting 95% 85% 90% 90% 95% 85% 90% 90% 95% 85% 90% 90%

1

1. Report completeness

Reports for item 1, 2 and 3 above include

those reports listed in Schedule 24 and

any additional ad hoc reports agreed to

by Westpac and Sodexho

1. All complete

NOTE: In relation to the UGS financial report, if the

timely delivery of this report is missed on two

occasions in the contract year, the whole Service

Level is deemed to have failed.

M

1. All complete

20%

No more than

three failures

in a contract

year. 95% 85% 90% 90% 95% 85% 90% 90% 95% 85% 90% 90%

2

2. Report timelines (furnished by due

date) Reports for item 1, 2 and 3 above

include those reports listed in Schedule

24 and any additional ad hoc reports

agreed to by Westpac and Sodexho

2. All on time

NOTE: In relation to the UGS financial report, if

the timely delivery of this report is missed on two



M

2. All on time

20%

No more than

three failures

in a contract

year. 95% 85% 90% 90% 95% 85% 90% 90% 95% 85% 90% 90%

3

3. Report accuracy





3. All accurate





M

3. All accurate

20%

No more than

three failures

in a contract

year. 95% 85% 90% 90% 95% 85% 90% 90% 95% 85% 90% 90%

4

4. UGS Report provided on time,

complete, accurate





4. All of the above





M

4. All of the

above

30%

No more than

three failures

in a contract

year. 95% 85% 90% 90% 95% 85% 90% 90% 95% 85% 90% 90%

FM 08 Service Line 95% 85% 90% 90% 95% 85% 90% 90% 95% 85% 90% 90%

11. Service Line service is available as per

Schedule 1 [1.12(ii)]

1. PABX report confirms availability within standard

Serviceline operating hours M 99% 15% 98,15% 95% 85% 90% 90% 95% 85% 90% 90% 95% 85% 90% 90%

2A

2. Within agreed standard operating

hours, telephone calls are answered

within 30 seconds

2. Measured using data on calls (as shown on

PABX report):

2A. Minimum % of calls answered < 30 secondsM 90% 17% 98,15% 95% 85% 90% 90% 95% 85% 90% 90% 95% 85% 90% 90%

2B

2. Within agreed standard operating

hours, telephone calls are answered

within 30 seconds

2. Measured using data on calls (as shown on

PABX report):

2B. No less than 5% of calls abandoned after 30

seconds

M 100% 17% 98,15% 95% 85% 90% 90% 95% 85% 90% 90% 95% 85% 90% 90%

3A3. Email requests to Service Line are

acknowledged & logged when

appropriate

3A. Email request acknowledged within agreed

timeframe (8 business hours) M 100% 17% 98,15% 95% 85% 90% 90% 95% 85% 90% 90% 95% 85% 90% 90%

3B3. Email requests to Service Line are

acknowledged & logged when

appropriate

3B. Logged within the system within agreed

timeframe (8 business hours) - where email

requires generation of work request M 100% 17% 98,15% 90% 85% 95% 90%

44. Outside agreed standard operating

hours, Severity 1 calls are responded to

within agreed time

4. All after hours Severity 1 calls responded to

within 15 minutes, through agreed escalation path M 100% 17% 98,15% 85% 90%

FM 09 Technical Service Delivery 90% 90% 90% 95% 85% 90% 90% 90% 95% 85% 90% 90%

1A

Work orders are completed or regraded

within the agreed timeframe:

Severity 1

1A. Number of Severity 1 work orders completed

or downgraded as per system report M 97% 10% 89,20% 90% 90% 90% 95% 85% 90% 90% 90% 95% 85% 90% 90%

1B Severity 2

1B. Number of Severity 2 work orders completed

or regraded as per system report M 90% 40% 89,20% 90% 90% 90% 95% 85% 90% 90% 90% 95% 85% 90% 90%

1C Severity 3

1C. Number of Severity 3 work orders completed


1D Scheduled

1D. Number of Scheduled work orders completed


FM 10 Cleaning Services 90% 90% 90% 95% 85% 87% 90% 90% 95% 85% 90% 90%

11. Average national result on cleaning

audit show that service meets standard

1. Results of QA audit report

M85% (based on

Retail national

average)

30% 80,50% 90% 90% 90% 95% 85% 90% 90% 90% 95% 85% 90% 90%

2

2. Achieve targeted service rating on

satisfaction survey

2. Results of customer satisfaction survey (refer

FM02) - SEE NOTE 1 Q 70% (average of

those surveyed)50% 80,50% 90% 85% 95% 90%

3A3. Agreed KPIs are used to manage

Third Party Contractor Performance

3A. Report of service provision (performance

review for Key Service - Cleaning, as in FM06-2A) Q 100% 10% 80,50% 90% 85% 95% 90%

3B3. Agreed KPIs are used to manage

Third Party Contractor Performance

3B. Actions to remedy performance shortfalls

(based on performance reports) are implemented

as agreed

Q 100% 10% 80,50% 90% 85% 95% 90%

BALANCED SCORE CARD

NA 17 1/16/2013



FM 11 Westpac Place 92% 88% 90% 92% 88% 93% 90% 88% 91% 85% 92% 89%

Westpac Place ( Cleaning ) 90% 90% 90% 95% 85% 90% 90% 90% 91% 85% 90% 89%

AResult on cleaning audit shows that

service meets standard

Result of QA

M 85% 20% 100% 90% 90% 90% 95% 85% 90% 90% 90% 95% 85% 90% 90%

Achieve targeted service rating on

satisfaction survey

Results of customer satisfaction survey (refer

FM02 ( NOTE 1) Q 70% 20% 100% 90% 90% 90% 90%

Agreed KPIs are used to manage Third

Party Contractor Performance

Report of service provision

Q 100% 30% 100% 90% 90% 90% 85%

Agreed KPIs are used to manage Third

Party Contractor Performance

Actions to remedy performance shortfalls (based

on performance reports) are implemented as

agreed

Q 100% 30% 100% 90% 90% 90% 90%

Westpac Place( Technical Services ) 93% 88% 90% 91% 90% 95% 91% 88% 91% 90% 92% 91%

BWork orders are completed or regraded

within the agreed timeframe

Severity 1

Number of Severity 1 work orders completed or

downgraded as per system report M 97% 10% 89,20% 90% 90% 90% 95% 85% 90% 90% 90% 95% 85% 90% 90%



Severity 2


regraded as per system report M 90% 10% 89,20% 95% 85% 90% 90% 90% 95% 95% 85% 90% 90% 90% 95%



Severity 3





Scheduled

Number of Scheduled work orders completed or


Westpac Place ( Customer Satisfaction ) 93% 88% 90% 90% 90% 95% 90% 88% 90% 80% 93% 89%

C

1. Achieve targeted service rating on 4

key survey areas

(a) on site FM team

1 . Ratings as agreed

M to be set 20%

TBD upon

analysis of

results from

first survey.

95% 85% 90% 90% 90% 95% 95% 85% 90% 80% 90% 95%


key survey areas

(b) technical services delivery


M to be set 20%

TBD upon

analysis of

results from

first survey.

90% 90% 90% 90% 90% 95% 85% 90% 90% 80% 95% 85%


key survey areas

(c) client services team


M to be set 20%

TBD upon

analysis of

results from

first survey.

95% 85% 90% 90% 90% 95% 95% 85% 90% 80% 90% 95%


key survey areas

(d) Executive Hub


M to be set 20%

TBD upon

analysis of

results from

first survey.

90% 90% 90% 90% 90% 95% 85% 90% 90% 80% 95% 85%

2. Continuous improvement actions

implemented as agreed

2. Achievement of agreed continuous improvement

actionsQ 100% 20%

TBD upon

analysis of

results from

first survey.

90% 95% 90% 85%

BALANCED SCORE CARD

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