KPI’s define the metrics and the way in which we manage the Supplier partners performance against agreed Contracts and SLA’s, at a site or cluster level. KPI results will typically be aggregated to a country / regional / global account level as required to meet CBRE and client reporting requirements, using the reporting formats and to the frequencies agreed upon with the client.
A good performance indicator is part of the ‘SMART’ Goal KPI tool and should be:
- Specific – it should be clear what is being measured
- Measurable – it should be measurable against set standards
- Achievable – target a realistic/achievable goal
- Relevant – it should offer insight into overall safety performance
- Timely – KPI’s should follow a set timeframe
KPI's are a means to help with the rapid comprehension of the current financial position. KPI's summarise the comparison of figures against the budgeted values and also industry benchmarks that are published from the result of comparison reports.
KPI's can also be used more broadly as part of a bench-marking exercise to assess the performance of a Supplier partner relative to another, and to assess others within the industry and the performance of the industry as a whole.
CBRE Project team are to work closely with the Supplier partner to establish and define the specific account / site KPI’s against measurable, consistent and appropriate leading and lagging indicator metrics, in order for the Supplier partner to produce and maintain an effective KPI scorecard. KPI’s may be unique to the account / site and specific CBRE / client requirements.
The Supplier partner is required to perform the following:
- Track and consistently report KPI metrics to the agreed calculation methodology and to the agreed frequencies
- Explain key outcomes from the data and propose appropriate remediation actions- should performance fail to meet the agreed targets
- To remediate issues through robust action plans and strive to continuously improve performance to meet and exceed KPI targets
- To escalate material KPI performance issues outside of standard reporting frequencies as required and as deemed necessary
KPIs shall be periodically reviewed to ensure that the indicators provide the necessary and appropriate metrics to effectively and objectively manage, report and validate the Supplier partner's performance consistently. Account Teams shall ensure that Supplier partner KPI reporting is reviewed, accurate, validated and where applicable - appropriate remedial actions are escalated, agreed, progressed and closed-out.
1. KPI Purpose
2. Responsibility of Management team
3. Responsibility Of The Supplier partner
Ver 1.0 (Apr 23)
It is important to take the time to create KPI’s which:
Several standard and XXXXXXXX KPIs have been developed which should form the basis of a monthly security performance and operations review conducted between the XXXXXXXX branch / account / contract managers and CBRE site managers. The KPIs for XXXXXX define the performance measurement metrics of the services to be delivered and managed by them. The KPIs shall monitor and record their performance against the SLAs.
The KPIs provide core components, which include safety and contract administration and can include additional KPIs incorporated through the client’s MSA. The documented KPI categories, metrics, baseline, calculations and targets for the scope of XXXXXXX will be managed and accurately reported by the XXXXX, with performance managed by CBRE site service delivery and account management.
Please refer to the Template for relevant KPI metrics that should be applied to the Contract on site.
4. Conclusion
Confidential & Proprietary | 2023 CBRE, Inc.
It is important that KPIs are identified in tender documentation and that regular provision of the information required to assess them is a requirement of the contract. This may require the provision of sub-contractor information where performance on specific packages is to be monitored.
KPIs may be of particular importance where the contract stipulates that the Supplier partner will be rewarded or penalised based on their performance relative to certain indicators.
5. Useful Links
Reflect the performance requirements of the contract
Have consistent objectives and measurable outcomes
Can be used to measure the efficient of the Supplier partner
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Contracting
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Key Performance Indicators
Contracting
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1. Introduction
Ver 1.0 (Apr 23)
Confidential & Proprietary | 2023 CBRE, Inc.
It is important that KPIs which are identified in tender documentation are implemented and set within the parameters of the contract and agreed with the Supplier partner.
KPIs are of particular importance where the contract stipulates that the Supplier partner will be rewarded or penalised based on their performance relative to certain indicators.
4. Useful Links
CBRE will periodically audit the KPI reporting to ensure accuracy. CBRE will agree on any remedial actions with the Service provider. The Service provider is responsible for ensuring that remedial actions are implemented. Remedial actions are not closed out until both parties agree where KPI compliance failures are significant or repeated or there is no local agreement over scoring and/or remedial actions, the points of escalation for settlement are as following:
2. Auditing of Supplier partner
Escalation Phase 1
CBRE Regional Leads and CBRE Account Leads and appropriate regional XXXX management
Escalation Phase 2
Regional CBRE Management, XXXXXXXX
Escalation Phase 3
CBRE Steering Leadership, XXXXX Account Leadership and appropriate Directors
If there is no settlement or agreement of differences, CBRE reserves the right to appoint alternative XXXX providers to ensure continuity of service and reduce client risk. They may be terminated to provide services for that site or account at the discretion of CBRE in the event of serious and / or repeated service delivery failures and repeated or significant failure to comply with and implement these standards. They will be given written notice and opportunity to rectify the issues within a reasonable time appropriate to the nature of the non-compliance or failing.
The XXXX provider may be required to participate in a standardized CBRE SPM program to be agreed between CBRE and the XXXX provider. Until a permanent SPM system is developed by CBRE, a temporary system will be in use.
The Performance Management System will be owned by CBRE and shall constitute CBRE Proprietary Information not to be used elsewhere without specific agreement in writing of the XXXXXXXX.
3. Reporting by Supplier partner
Reporting requirements by the Security Service provider should follow the guidelines set out in the Reporting Schedules, as agreed. Additional reporting may be required from time to time and this should be agreed in advance as o the extent of the requiring required.