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KPIs & SLA

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Performance Management Guideline
Integrated Facility Management
N.Astyl
1/16/2013
SLAs & KPIs Business Process
Policy
It is Sodexho Integrated Facilities Management Departments 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
1/16/2013
1 Understand expectation (SOW)

4
2 Definition (SLA)
Set scoring target
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
clients 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.
Its 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 SLAs 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
1/16/2013
Indicator Measurement Process

The indicators objective is to provide an accurate measure on each services
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.
A
D
Key Indicators
B Indicator Measurement
Action Plan
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
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
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 .
SCOPE
OF WORK
(SOW)
SERVICE
DELIVERY
CONTRACT
MANAGEMENT
STANDARD
OPERATING
MODEL
This process will most likely be automated via an online IT system; however
these spreadsheet files were created here to illustrate the working process.
NA
1/16/2013
Business Processes of SLAs & KPIs
Soft Services
Hard Services
Service Delivery
(SOW)
Service Level
Agreement ( SLA)
Key Performance
Indicators ( KPI)
Performance
Measurment Tool
Activity &
Frequency
Completed Preventive
Planning
Record / IFMS
Response Time
Response Time
Priority Classification
Record / IFMS
Client Quality
Perception
Joined Inspection
Customer Quality
Perception
Survey
Corrective Orders
Financial
Performance
Reporting
Customer
Satisfaction
Financial
Management
Contract
Management
HSE Compliant
BCP Compliant
Compliant
Operation
Audit
Client Rules &
Regulation Compliant
Standard Operating
Model & Reporting
Source ILA
NA
1/16/2013
Service Level agreement (SLA)

Service Delivery
Activity & Frequency ( PM )
SLA ( Activity & Frequency )
No.
Service
Task
SLA N
Frequency
KPI
X times per
Seasons/ All year
% PPM completed
Measured by
95 % preventive planning
completed
completed
completed
completed
completed
IFMS
IFMS
IFMS
IFMS
IFMS
IFMS
Response Time ( CM )
SLA ( Response time )
No.
Priority
Response
Time *
Condition
KPI
IFMS
X day, hours,
minutes
SLA N
Priority 1 - Emergency
Priority 2 - Urgent
Priority 3 - Normal
Priority 4 - Other
Work Orders which

constitute a danger,
health hazard,
seriously affect
occupation and/or
endangerment of
security.
Work Orders that
effect operational
effectiveness
Work Orders that
not effect
operational
effectiveness but
effect service
delivery
Work Orders that
not effect
operational
effectiveness or
service delivery
Measured
by
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
Solved within one

hour during normal
working hours
IFMS
Solved within three

hours during normal
working hours
IFMS
Solved within 1 day

during normal
working hours
IFMS
Source ILA
* Note: response time are measured only during working hours
NA
1/16/2013
Client & Customer Satisfaction ( Quality )

SLA Quality Expectation
No.
Service Sub
Category
Output
KPI
Measured by
Satisfaction
Customers
provision
services in
Sodexhos
Scope
x % of
Satisfaction
Soft Service,
Survey
Satisfaction
Customers
Corrective Order
handling
x % of
Satisfaction
handled
corrective
orders
Inspection
Satisfaction
Clients provision
services in
Sodexhos
Scope
X % of
Satisfaction
Joined Inspection
SLA N
Contract Management
Compliant Operation
SLA Compliant Operation
No.
Service Sub
Category
Expectation
KPI
Measured by
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
Delivery of Service fit for purpose, efficient
and done in a manner that does not
disrupt the business as usual
SLA N
BCP Complaint
Client Rules &

Regulations
Compliant
SOM &
Reporting
100 %
Complaint
Inspection
95 %
Complaint
Inspection
The services are delivered in accordance

with all applicable current Clients
Policies, Standards and Procedures
95 %
Complaint
Inspection
Reporting & Communication

according schedule
All documentation at all times up to date
All actions/ responsibilities
according agreement SOM
95 %
Complaint
Inspection
Source ILA
NA
1/16/2013
Key Performance Indicators (KPI)
Key Performance Indicators ( KPI )

KPI N
Indicator
Critical
Related
SLA No.
1. Response Time
(CM )
NO
SLA N
2. Completed
Preventive
Planning (PM)
NO
SLA N
1.Service Quality
NO
SLA N
2. Client Quality
Perception
NO
SLA N
3. Customer
Quality
Perception
NO
SLA N
1. Finance
Yes
SLA N
2. HSE
NO
SLA N
3. Business
Continuity plan
Yes
SLA N
4. Client Compliant
NO
SLA N
5. SOM Compliant
NO
KPI N
KPI N
KPI N
SLA N
Target
1-Unacceptable: X %
2-To be improved: X%
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
Assessment
Method
Frequency
Measurement
Via table or
IFMS Software
(% responded in time)
Measurement
Via table or
IFMS Software
(% of plan that was
accomplished)
Inspection
(% of satisfaction)
Joined
Inspection
(% of satisfaction)
Survey
(% of Satisfaction)
Reporting
Audit
Audit
Audit
Audit
Source ILA
NA
10
1/16/2013
Score Card ( Reporting )
KPI
No
Related
SLA
Response
Time
KPI N
SLA N
Preventive
Planning
KPI N
SLA N
Scorecard
Critical/
Central
Service
Delivery
Weight
Customer
Satisfaction
X % of 100%
Contract
Management
Weight
KPI N
SLA N
Client
Quality
Perception
KPI N
SLA N
Customer
Quality
Perception
KPI N
SLA N
X% of 100%
Central
Assessment
Method
Freque
ncy
IFM Software
IFM Software
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
Inspection
Joined
Inspection
Survey
Min Meets
Critical
Central
Financial
KPI N
SLA N
HSE
KPI N
SLA N
Business
Continuity
KPI N
SLA N
Critical
Central
Customer
Compliant
KPI N
SLA N
Central
SOM
Compliant
KPI N
SLA N
Central
X% of 100%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
Score
Min Meets
Service
Quality
Weight
Central
Scoring
Critical
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
1-Unacceptable: X %
3- Expected: X%
4- Outstanding: X%
Reporting
Audit
Audit
Audit
Audit
Min Meets
Total Score
Source ILA
NA
11
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
12
1/16/2013
NA
13
1/16/2013
NA
14
1/16/2013
BALANCED SCORE CARD

SL Number
FM 01
FM 02
Overall
Target
Sep-07
Oct-07
Nov-07
Dec-07
Jan-08
Feb-08
Mar-08
Apr-08
May-08
Jun-08
Jul-08
Aug-08
89%
81%
90%
81%
89%
83%
89%
81%
90%
80%
89%
82%
Evidence that testing was completed successfully and

tested to agreed specifications
100%
5%
100%
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 advance
100%
5%
100%
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
100%
20%
100%
100%
85%
100%
85%
100%
85%
100%
85%
100%
80%
100%
85%
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)
100%
20%
100%
90%
80%
90%
80%
90%
80%
90%
80%
90%
80%
90%
80%
Minimise disruptions resulting from

Sodexho executing its accountabilities
No critical site outages caused by the negligence of

Sodexho or its contractors
100%
50%
100%
85%
80%
85%
80%
85%
80%
85%
80%
85%
80%
85%
80%
100%
25%
100%
25%
100%
25%
100%
25%
Customer Satisfation
Achieve targeted service rating on 3 key

Ratings for each service area/site (as agreed )
survey areas: (a) service line
survey areas: (b) technical services
delivery
survey areas: (c) client services
Continuous improvement actions
Achievement of agreed continuous improvement actions
implemented as agreed
TBD upon
analysis of
results from
first survey.
100%
95%
90%
90%
83%
91%
83%
90%
88%
83%
90%
84%
82%
90%
84%
85%
100%
85%
100%
100%
85%
100%
85%
85%
100%
85%
90%
80%
90%
80%
90%
90%
80%
90%
80%
80%
90%
80%
80%
85%
80%
85%
80%
80%
85%
80%
85%
80%
80%
85%
95%
1. Inputs to Westpac's environmental reporting

submitted in full and on time
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
80%
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.
100%
34%
n.a.
90%
100%
34%
n.a.
95%
100%
32%
n.a.
95%
Financial Management
85%
1. The Approved Budget is not exceeded
1. The Approved Budget is not exceeded - SEE

NOTE
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
2B. Sodexho will report on all disputed claims SEE NOTE 2B
2B
2. All invoices from Third Party

Contractors are paid within agreed terms
of payment where legitimate claim for
payment is made
3. Sodexho's financial controls meet
Westpac's requirements
3. Annual audit (SOX) is undertaken to

demonstrate financial controls are effective - SEE
NOTE 3
4. Sodexho only make payments with

appropriate authority
4. Sodexho approved payments, outside the

Approved Budget are reported - SEE NOTE 4
2B
2C
1. Sodexho's Third Party Contractors are 1. Audit of Third Party Contractor qualifications and
appropriately qualified and insured - SEE
insurances
NOTE 1
2. Sodexho fulfils its statutory
2A. Provision of OH&S reports
compliance obligations under the
Agreement
Agreement
Agreement
85%
85%
83%
78%
85%
83%
93%
15
83%
85%
85%
83%
85%
95%
100%
80%
99,75%
95%
5%
99,75%
90%
80%
75%
90%
80%
90%
90%
80%
90%
90%
80%
90%
100%
5%
99,75%
80%
85%
80%
80%
85%
80%
80%
85%
80%
80%
85%
80%
100%
5%
99,75%
90%
100%
5%
99,75%
80%
90%
80%
90%
90%
80%
90%
90%
80%
90%
90%
80%
90%
90%
80%
90%
90%
80%
90%
80%
90%
90%
80%
88%
90%
100%
25%
100%
12
100%
25%
100%
100%
25%
100%
90%
100%
25%
100%
80%
90%
2B. Provision of compliance report
2C. Agreed items from statutory audits are

completed with agreed timeframes - SEE NOTE 2
85%
Statutory Compliance
2A
95%
93%
1. Satisfy agreed reporting requirements

for Westpac's environmental
sustainability initiatives
100%
100%
Green House Challange
NA
Weighting
FM 05
Target
Sodexho maintains its own BCPs &

annually reviews/tests and aligns with
WBC requirements (SXO)
FM 04
FREQ.
KPI'S
Business Continuty Plan
FM 03
Service level Requirement
1/16/2013
BALANCED SCORE CARD

SL Number
FM 06
2A
2B
2A. Performance review for Key Services (except

cleaning - covered in FM10) - SEE NOTE 2A
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)
1. Report completeness
1. All complete
Reports for item 1, 2 and 3 above include NOTE: In relation to the UGS financial report, if the
those reports listed in Schedule 24 and
timely delivery of this report is missed on two
any additional ad hoc reports agreed to
occasions in the contract year, the whole Service
by Westpac and Sodexho
Level is deemed to have failed.
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
4. UGS Report provided on time,

4. All of the above
complete, accurate
NOTE: In relation to the UGS financial report, if the
Reports for item 1, 2 and 3 above include
Weighting
Overall
Target
Sep-07
Oct-07
Mar-08
Apr-08
May-08
Jun-08
Jul-08
Aug-08
90%
90%
90%
100%
15%
100%
90%
90%
90%
90%
100%
35%
100%
90%
90%
90%
90%
100%
50%
100%
90%
90%
90%
90%
20%
No more than
three failures
in a contract
year.
1. All complete
2. All on time
20%
3. All accurate
20%
4. All of the
above
No more than
three failures
in a contract
year.
No more than
three failures
in a contract
year.
30%
No more than
three failures
in a contract
year.
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
98,15%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
90%
17%
98,15%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
100%
17%
98,15%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
100%
17%
98,15%
95%
85%
90%
90%
95%
85%
90%
90%
95%
85%
90%
90%
100%
17%
98,15%
100%
17%
98,15%
90%
90%
90%
95%
85%
90%
90%
90%
95%
85%
90%
90%
1A. Number of Severity 1 work orders completed

or downgraded as per system report
97%
10%
89,20%
90%
90%
90%
95%
85%
90%
90%
90%
95%
85%
90%
90%
2A
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
3A. Email request acknowledged within agreed
timeframe (8 business hours)
3B. Logged within the system within agreed
timeframe (8 business hours) - where email
requires generation of work request
4. All after hours Severity 1 calls responded to
within 15 minutes, through agreed escalation path
Technical Service Delivery

Work orders are completed or regraded
within the agreed timeframe:
Severity 1
Feb-08
15%
2. Measured using data on calls (as shown on

PABX report):
2A. Minimum % of calls answered < 30 seconds
1A
Jan-08
99%
2. Within agreed standard operating

hours, telephone calls are answered
within 30 seconds
Dec-07
90%
1. Service Line service is available as per 1. PABX report confirms availability within standard
Schedule 1 [1.12(ii)]
Serviceline operating hours
3. Email requests to Service Line are

acknowledged & logged when
appropriate
3. Email requests to Service Line are
acknowledged & logged when
appropriate
4. Outside agreed standard operating
hours, Severity 1 calls are responded to
within agreed time
Nov-07
Service Line
3B
NA

Third Party Contractor Performance for
key services - SEE NOTE 2
3A
FM 10
1. Sodexho's Third Party Contractors are 1. Audit of procurement activity shows compliance
procured under agreed procedures with agreed procedures
SEE NOTE 1
3. Report accuracy
3. All accurate
Reports for item 1, 2 and 3 above include NOTE: In relation to the UGS financial report, if the
FM 09
Target
Reporting
FM 08
FREQ.
KPI'S
Procurement
FM 07
90%
85%
95%
90%
85%
90%
1B
Severity 2
1B. Number of Severity 2 work orders completed

or regraded as per system report
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

85%
40%
89,20%
90%
90%
90%
95%
85%
90%
90%
90%
95%
85%
90%
90%
1D
Scheduled
1D. Number of Scheduled work orders completed

95%
10%
89,20%
90%
90%
90%
95%
85%
90%
90%
90%
95%
85%
90%
90%
90%
90%
90%
95%
85%
87%
90%
90%
95%
85%
90%
90%
85% (based on
Retail national
average)
30%
80,50%
90%
90%
90%
95%
85%
90%
90%
90%
95%
85%
90%
90%
Cleaning Services
1. Average national result on cleaning
audit show that service meets standard
1. Results of QA audit report
1
2
2. Achieve targeted service rating on

satisfaction survey
2. Results of customer satisfaction survey (refer

FM02) - SEE NOTE 1
70% (average of
those surveyed)
50%
80,50%
90%
85%
95%
90%
3A

Third Party Contractor Performance
3A. Report of service provision (performance

review for Key Service - Cleaning, as in FM06-2A)
100%
10%
80,50%
90%
85%
95%
90%
3B

Third Party Contractor Performance
3B. Actions to remedy performance shortfalls

(based on performance reports) are implemented
as agreed
100%
10%
80,50%
90%
85%
95%
90%
16
1/16/2013
BALANCED SCORE CARD

SL Number
FM 11
FREQ.
KPI'S
Target
Weighting
Overall
Target
Westpac Place
Westpac Place ( Cleaning )
A
Result on cleaning audit shows that

service meets standard
Result of QA
Achieve targeted service rating on

satisfaction survey
Results of customer satisfaction survey (refer

FM02 ( NOTE 1)
Agreed KPIs are used to manage Third

Party Contractor Performance
Report of service provision
Agreed KPIs are used to manage Third

Party Contractor Performance
Actions to remedy performance shortfalls (based

on performance reports) are implemented as
agreed
NA
88%
90%
92%
88%
93%
90%
88%
91%
85%
92%
89%
90%
90%
90%
95%
85%
90%
90%
90%
91%
85%
90%
89%
90%
90%
90%
95%
85%
90%
90%
90%
95%
85%
90%
90%
90%
90%
90%
90%
90%
90%
85%
100%
30%
100%
90%
90%
90%
90%
93%
88%
90%
91%
90%
95%
91%
88%
91%
90%
92%
91%
89,20%
90%
90%
90%
95%
85%
90%
90%
90%
95%
85%
90%
90%
10%
89,20%
95%
85%
90%
90%
90%
95%
95%
85%
90%
90%
90%
95%
85%
40%
89,20%
90%
90%
90%
90%
90%
95%
85%
90%
90%
90%
95%
85%
95%
40%
89,20%
95%
85%
90%
90%
90%
95%
95%
85%
90%
90%
90%
95%
93%
88%
90%
90%
90%
95%
90%
88%
90%
80%
93%
89%
20%
TBD upon
analysis of
results from
first survey.
95%
85%
90%
90%
90%
95%
95%
85%
90%
80%
90%
95%
20%
TBD upon
analysis of
results from
first survey.
90%
90%
90%
90%
90%
95%
85%
90%
90%
80%
95%
85%
95%
85%
90%
90%
90%
95%
95%
85%
90%
80%
90%
95%
90%
90%
90%
90%
90%
95%
85%
90%
90%
80%
95%
85%

Scheduled
Number of Scheduled work orders completed or

regraded as per system report
17
92%
90%
90%
2. Achievement of agreed continuous improvement

actions
Aug-08
100%
2. Continuous improvement actions

implemented as agreed
Jul-08
100%
Number of Severity 3 work orders completed or

4 . Ratings as agreed
Jun-08
30%

Severity 3
1. Achieve targeted service rating on 4

key survey areas
(d) Executive Hub
May-08
20%
10%
Apr-08
70%
97%

key survey areas
(c) client services team
Mar-08
100%
Feb-08


key survey areas
(b) technical services delivery
Jan-08
Westpac Place ( Customer Satisfaction )
Dec-07
100%

downgraded as per system report
Nov-07
20%

within the agreed timeframe
Severity 1
Severity 2

key survey areas
(a) on site FM team
Oct-07
85%
Westpac Place( Technical Services )

B
Sep-07
to be set
to be set
to be set
20%
TBD upon
analysis of
results from
first survey.
to be set
20%
TBD upon
analysis of
results from
first survey.
20%
TBD upon
analysis of
results from
first survey.
100%
90%
1/16/2013
95%
90%
85%

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KPIs & SLA

Performance Management Guideline

Integrated Facility Management

SLAs & KPIs Business Process

It is Sodexho Integrated Facilities Management Departments policy to provide a

1 Understand expectation (SOW)

Set scoring target

Indicator Measurement Process

Are all the safety regulations followed as prescribed? .

General information (such as corrective order response time, %

Active measurement (such as committing surveys, inspections and

Registration information (such as N of incidents, N of visitors)

SLA & KPI Business process

Contract Management which reflect overall Management Performance in

Business Processes of SLAs & KPIs

Service Level agreement (SLA)

Work Orders which

Solved within one

Solved within three

Solved within 1 day

* Note: response time are measured only during working hours

Client & Customer Satisfaction ( Quality )

The annual Financial budget and agreed

Local Rules &

The services are delivered in accordance

Client Rules &

The services are delivered in accordance

Reporting & Communication

Key Performance Indicators (KPI)

Key Performance Indicators ( KPI )

Score Card ( Reporting )

The attached spreadsheet is designed to sum up the site scorecards

BALANCED SCORE CARD

Evidence that testing was completed successfully and

Planned closures of Sodexho critical

All planned closures advised to appropriate WBC

Programmed maintenance work on

Evidence is provided that agreed schedule is completed

Sodexho effectively executes its

Westpac Post Incident Review conducted - Sodexho

Minimise disruptions resulting from

No critical site outages caused by the negligence of

Achieve targeted service rating on 3 key

1. Inputs to Westpac's environmental reporting

2. Building sustainability Tenancy ratings,

2. Agreed Tenancy ratings achieved

3. Business Cases developed to meet

3. Business Cases, to meet Westpac's

1. The Approved Budget is not exceeded

1. The Approved Budget is not exceeded - SEE

2. All invoices from Third Party

2A. Legitimate payment claims from Third Party

2. All invoices from Third Party

3. Annual audit (SOX) is undertaken to

4. Sodexho only make payments with

4. Sodexho approved payments, outside the

2B. Provision of compliance report

2C. Agreed items from statutory audits are

1. Satisfy agreed reporting requirements

Green House Challange

Sodexho maintains its own BCPs &

Business Continuty Plan

Service level Requirement