- Sales & Marketing
- Internet & Ebusiness
- Human Resources
- Finances & Accounting
- Procurement, Suppliers & Outsourcing
- Manufacturing, R&D, Maintenance
- Corporate Management
- Compliance, Governance & Legal
- Sustainability, Health & Safety
- Supply Chain, Inventory & Logistics
- Information Technology
- Quality, Improvement & Innovation
- Property & Facility
- Project Portfolio

KPI Name | Direction | Unit Type |
---|---|---|

% of client facing employees | Percentage | |

% of customers that would recommend product/service/company | Maximize | Percentage |

% of repeat business turnover/revenue | Maximize | Percentage |

Attrition or churn | Minimize | Percentage |

Average customer interaction costs | Money | |

Conversion rate of marketing/sales campaigns | Maximize | Percentage |

Customer reference % | Maximize | Percentage |

Market share % | Maximize | Percentage |

Sell-through % | Maximize | Percentage |

% of customers that are satisfied | Maximize | Percentage |

% of new customers | Maximize | Percentage |

% of returning customers | Maximize | Percentage |

% of sales due to launched product/services | Percentage | |

% of sales lost | Minimize | Percentage |

% product trials that convert in customers | Maximize | Percentage |

Average customer acquisitions costs | Range | Money |

Average discount margin % of items sold | Minimize | Percentage |

Average discount margin monetary value of items sold | Money | |

Average number of items per purchase | Number | |

Average order size | Maximize | Money |

Average Product Price (APP) | Money | |

Average response rates of campaigns | Maximize | Percentage |

Average sales per customer or transaction | Maximize | Money |

Average sales revenue per sales person | Maximize | Money |

Average Spend per Customer | Maximize | Money |

Bonus payout as a % of the total possible | Percentage | |

Brand awareness | Maximize | Percentage |

Cost per mille (CPM) | Money | |

Gross Margin as a % of selling price | Percentage | |

Market share gain comparison % | Maximize | Percentage |

Opportunity success/win rate | Maximize | Percentage |

Sales order by FTE | Maximize | Number |

Sales per employee | Maximize | Money |

Sales productivity ratio | Maximize | Money |

% of campaigns that fail to start in due time | Minimize | Percentage |

% of delayed opportunities | Minimize | Percentage |

% of dormant customers | Minimize | Percentage |

% of neglected opportunities | Minimize | Percentage |

% of new revenue | Maximize | Percentage |

% of sales of clients under 12 months in the company | Percentage | |

% of sales reps at or above sales quota | Maximize | Percentage |

% of sales revenue via partner channel | Range | Percentage |

Agent utilization | Maximize | Percentage |

Answering % | Maximize | Percentage |

Average after call work time | Time | |

Average lifetime value of customers | Maximize | Money |

Average new appointments generated per sales rep | Maximize | Number |

Average number of accounts per account manager | Range | Number |

Average talk time of phone calls | Range | Time |

Average wrap-up time | Minimize | Time |

Awareness growth % following campaign | Maximize | Percentage |

Brand strength | Maximize | Score |

Cold calls converted to new clients | Maximize | Percentage |

Consumer awareness | Maximize | Score |

Contact Rate | Maximize | Percentage |

Conversation-to-appointment ratio | Maximize | Percentage |

Coupon conversion percentage | Percentage | |

Customer acquisitions costs as % of sales value | Percentage | |

Customer defection rate | Minimize | Percentage |

Customer loyalty (index) | Maximize | Percentage |

Customer perception of product or service availability | Score | |

Debtors Sales Outstanding (DSO) | Minimize | Time |

Frequency of sales transactions | Time | |

Growth: number of new customers | Maximize | Number |

Hitrate | Maximize | Percentage |

Inquiries growth % following campaign | Maximize | Percentage |

Lead to Pipeline conversion Rate | Maximize | Percentage |

Markdown goods % | Percentage | |

Marketing expenses | Money | |

New Customer Retention Rate | Maximize | Percentage |

Number of deals in the sales pipeline | Maximize | Number |

Number of sales leads to be generated to achieve revenue goal | Number | |

Product share on shelf | Maximize | Percentage |

Response Rate | Maximize | Percentage |

Return on investment (ROI) of brand | ||

Return on Marketing Investment (ROMI) | Maximize | Percentage |

Sale increase % due to loyal customers | Maximize | Percentage |

Sales to-date | Money | |

Sell Cycle | Time | |

Total transport cost as % of delivered sales | Percentage | |

Value of sales lost | Minimize | Money |

Weighted sum of deal size in sales pipeline | Maximize | Money |

YOY sales growth % | Percentage | |

% difference between sales travel spent and budget | Percentage | |

% of advertising spend of total spend of main competitors | Range | Percentage |

% of automated sales orders that require no manual intervention | Maximize | Percentage |

% of cross-sell/up-sell opportunities | Maximize | Percentage |

% of items returned for the second time | Minimize | Percentage |

% of lead generation budget allocated for experimentation | Percentage | |

% of lead generation budget for inbound | Percentage | |

% of lead generation budget for outbound | Percentage | |

% of leads generated via direct mail | Percentage | |

% of leads generated via email | Percentage | |

% of leads generated via organic search (SEO) | Percentage | |

% of leads generated via paid search (PPC) | Percentage | |

% of leads generated via social media | Percentage | |

% of leads generated via telemarketing | Percentage | |

% of leads generated via trade shows | Percentage | |

% of negative (bad) online buzz | Minimize | Percentage |

% of neglected quotations | Minimize | Percentage |

% of online sales revenue | Percentage | |

% of overdue quotations | Minimize | Percentage |

% of patent protected revenue | Percentage | |

% of people remembering message | Maximize | Percentage |

% of people understanding message | Maximize | Percentage |

% of phone calls adherence to script | Maximize | Percentage |

% of positive (good) online buzz | Maximize | Percentage |

% of press releases that are picked-up by media | Maximize | Percentage |

% of re-opened quotations | Percentage | |

% of sales from products launched previous year | Percentage | |

% of sales opportunities not modified in last 30 days | Minimize | Percentage |

% of sales travel trips resulting in sales deal | Maximize | Percentage |

% of time dedicated to sales activities | Maximize | Percentage |

% of winbacks | Maximize | Percentage |

Achieve Price Premiums | Money | |

Active Customers | Maximize | Number |

Active subscribers | Maximize | Number |

Actual -vs- Bid | Minimize | Percentage |

Age of sales forecast | Time | |

Agent adherence to schedule % | Maximize | Percentage |

Agent attendance % | Maximize | Percentage |

Agents FTEs as % of total call center FTEs | Percentage | |

Amount of press releases picked up by media | Maximize | Number |

Amount spent on sales travel | Money | |

Article marketing click throughs | Number | |

Article marketing views | Number | |

Average cost per lead of inbound marketing | Money | |

Average cost per lead of outbound marketing | Money | |

Average customer recency | Time | |

Average deal size in sales pipeline | Money | |

Average dollar cost to hire an Inside Sales Representative | Money | |

Average dollar cost to hire an Outside Sales Representative | Money | |

Average handling cost per quotation | Minimize | Money |

Average lost deal size | Minimize | Money |

Average new-hire Ramp-to-Quota | Minimize | Time |

Average number of calls received by order entry per clerk | Maximize | Number |

Average number of contact moments per account | Number | |

Average number of contacts per account | Number | |

Average number of days open of quotations | Minimize | Time |

Average number of media that pickup story per press release | Maximize | Number |

Average number of received orders per Inside Sales Rep | Maximize | Number |

Average number of sales travel trips per sales deal | Number | |

Average number of times call agents are monitored | Number | |

Average overdue time of quotations | Minimize | Time |

Average probability of sales opportunities | Number | |

Average time from customer contact to sales response | Minimize | Time |

Average time from lead to sales opportunity | Minimize | Time |

Average time to close a sales opportunity | Minimize | Time |

Average won deal size | Maximize | Money |

Backlog of quotations | Percentage | |

Brand consideration | Maximize | Score |

Brand credibility | Maximize | Score |

Brand Depth | Maximize | Score |

Brand Distinctiveness | Maximize | Score |

Brand Earnings | Money | |

Brand Equity | Money | |

Brand Extendibility | Maximize | Score |

Brand Loyalty | Maximize | Percentage |

Brand Memorability | Maximize | Score |

Brand relevance | Maximize | Score |

CAC/ACV ratio | Minimize | Percentage |

Close Deals Loss % | Minimize | Percentage |

Close Deals Loss % - value-based | Minimize | Percentage |

Close Deals Won % | Maximize | Percentage |

Close Deals Won % - value-based | Maximize | Percentage |

Column-inches of articles appearing in publications | Maximize | Number |

Contacts per agent | Maximize | Number |

Contract, Average Length | ||

Conversion rate of direct online traffic | Maximize | Percentage |

Conversion rate of email generated online traffic | Maximize | Percentage |

Conversion rate of organic online traffic | Maximize | Percentage |

Conversion rate of paid online traffic | Maximize | Percentage |

Conversion rate of referral generated online traffic | Maximize | Percentage |

Conversion rate of social media online traffic | Maximize | Percentage |

Corporate Message Exposure | ||

Cost per minute of handle time | Money | |

Customer Growth Rate | Maximize | Percentage |

Customer perception of aesthetics | Score | |

Customer perception of company financing | Score | |

Customer perception of ease to work with | Score | |

Customer perception of hidden or indirect costs | Score | |

Customer perception of quality of outputs | Score | |

Customer perception of reliability | Score | |

Customer perception of warranties | Score | |

Customer Retention Rate | Maximize | Percentage |

Customer Wallet Share | Maximize | Percentage |

Effective cost per mille (eCPM) | Money | |

Effective reach | Maximize | Percentage |

Franchise rank | Score | |

Gross rating point (GRP) | Maximize | |

Gross Sales | Maximize | Money |

Growth sustainability rate of brand | ||

Herfindahl-Hirschman Index | Ratio | |

Involuntary customer churn | Minimize | Percentage |

Lead to closed sales opportunity won conversion rate | Maximize | Percentage |

Lost Sales Ratio, Stockout | Minimize | Percentage |

Markdown price % | Percentage | |

Marketing budget awareness-demand ratio | Percentage | |

Marketing budget ratio (MBR) | Percentage | |

Marketing cost per Lead | Money | |

Maximum call length | Time | |

Message Performance | Time | |

Minutes of airtime in TV/radio media | Maximize | Time |

Net Promoter Score (tm) | Maximize | Score |

New account cycle time | ||

New product sales cannibalization ratio | Ratio | |

Notice to sales budget delivery period | Minimize | Time |

Number of article placements in trade magazines | Maximize | Number |

Number of closed sales opportunities | Number | |

Number of closed sales opportunities lost | Minimize | Number |

Number of closed sales opportunities won | Maximize | Number |

Number of customers who nominate recent media item as reason for their inquiry | Maximize | Number |

Number of government tenders invited | Maximize | Number |

Number of negative media coverages | Minimize | Number |

Number of new leads per lead generation FTE | Number | |

Number of open sales opportunities not modified in last 30 days | Minimize | Number |

Number of Previously Active Customers | Maximize | Number |

Number of telephone sales made | ||

Number of tenders invited | Maximize | Number |

Numeric product distribution | Number | |

Online Telesales Training | Percentage | |

Outbound Calls Per Hour | Number | |

Perceived value of offer | Maximize | Score |

Phone occupancy rate | Percentage | |

Pipeline dollars per dollar of investment | Maximize | Ratio |

Pipeline weight (using SCOTSMAN) | Maximize | Money |

PR value | Maximize | Money |

Presentation Task Performance (PTP) | Time | |

Price premium | Percentage | |

Product Knowledge | Maximize | Score |

Product visibility on shelf | Maximize | Number |

Promotional sales premiums | Money | |

Promotional spend as percentage of first year sales | Percentage | |

Q Score | Maximize | |

Queue rate of quotations | Ratio | |

Ratio positive to negative editorial articles | Maximize | Ratio |

Return on Influence | Maximize | Percentage |

Return on Interaction | Maximize | Percentage |

Revenue generation capabilities of brand | Score | |

Revenue per Contract | Maximize | Money |

Revenue won/lost due to exchange rates as a % of total revenue | Percentage | |

Rotting lead rate | Minimize | Percentage |

Sales Communication Performance | ||

Sales Conversion Cost Per Lead | Money | |

Sales Days Outstanding | Money | |

Sales lead value ratio | Maximize | Percentage |

Sales of a product as as %age of Total Sales of the company | Percentage | |

Sales per storefront | Money | |

Sales Return Ratio | Minimize | Percentage |

Sales return to total assets | Maximize | Percentage |

Sales travel budget | Money | |

stock vs sale ratio | Percentage | |

Target Rating Point | ||

Telemarketing cost per sales lead | Money | |

Telesales Compensation | Money | |

TeleWeb Sales Costs | Money | |

TeleWeb Sales Ratio | Percentage | |

Total Calling Time | Maximize | Time |

Total cost of customer acquisition | Money | |

Total Sales | Maximize | Money |

Total value of closed sales opportunities | Maximize | Money |

Total value of closed sales opportunities lost | Minimize | Money |

Total value of closed sales opportunities won | Maximize | Money |

Transaction value of brand | ||

Unit Cost of Selling | Money | |

Unweighted sum of deal size in sales pipeline | Maximize | Money |

Value of sales lost by reason | Minimize | Money |

Value to volume ratio | Ratio | |

Volume of online buzz | Number | |

Voluntary customer churn | Minimize | Percentage |

KPI Name | Direction | Unit Type |
---|---|---|

% of customers given satisfaction surveys | Range | Percentage |

% of outage due to changes (planned unavailability) | Minimize | Percentage |

% of outage due to incidents (unplanned unavailability) | Minimize | Percentage |

% of systems covered by antivirus/antispyware software | Maximize | Percentage |

% of systems with latest antivirus/antispyware signatures | Maximize | Percentage |

Availability (excluding planned downtime) | Maximize | Percentage |

Average number of calls / service request per handler | Number | |

Customer satisfaction (index) | Maximize | Score |

First-call resolution rate | Maximize | Percentage |

Mean Time to Repair (MTTR) | Minimize | Time |

Mean-time between failure (MTBF) | Maximize | Time |

Number of complaints | Minimize | Number |

Number of software defects in production | Minimize | Number |

% of (critical) infrastructure components with automated availability monitoring | Maximize | Percentage |

% of availability SLAs met | Maximize | Percentage |

% of backed-out changes | Minimize | Percentage |

% of calls answered within set timeframe | Maximize | Percentage |

% of changes that cause incidents | Minimize | Percentage |

% of CIs monitored for performance | Maximize | Percentage |

% of escalated service requests | Minimize | Percentage |

% of first-line resolution of service requests | Maximize | Percentage |

% of incidents solved within deadline/target | Maximize | Percentage |

% of network bandwidth used | Percentage | |

% of overdue service requests | Minimize | Percentage |

% of reopened incidents | Minimize | Percentage |

% of reopened service requests | Minimize | Percentage |

% of repeat incidents | Minimize | Percentage |

% of service requests resolved within an agreed-upon period of time | Maximize | Percentage |

% of software licenses used | Maximize | Percentage |

% of unplanned outage/unavailability due to changes | Minimize | Percentage |

% of urgent changes | Minimize | Percentage |

Abandon rate of incoming phone calls | Minimize | Percentage |

Availability | Maximize | Percentage |

Average incident closure duration | Time | |

Average incident response time | Minimize | Time |

Average problem closure duration | Minimize | Time |

Average speed to answer phone call | Minimize | Time |

Downtime | Minimize | Percentage |

First line service request closure rate | Maximize | Percentage |

Incident queue rate | Maximize | Ratio |

IT Spending per Employee | Range | Money |

IT to Total Employees Ratio | Range | Ratio |

Mean Time To Detect (MTTD) | Minimize | Time |

Number of business compliance issues caused by improper configuration of assets | Minimize | Number |

Number of business disruptions caused by problems | Minimize | Number |

Number of times (corporate) website shows a 404 page | Minimize | Number |

Problem backlog | Minimize | Percentage |

Problem queue rate | Maximize | Ratio |

Service request backlog | Minimize | Percentage |

Service request queue rate | Maximize | Ratio |

Unit costs of IT service(s) | Money | |

% incidents solved within SLA time | Maximize | Percentage |

% IT Budget of Total Revenues | Percentage | |

% IT Capital Spending of Total Investment | Percentage | |

% of (assigned) disk space quota used | Percentage | |

% of backlogged/neglected change requests | Minimize | Percentage |

% of callers given satisfaction surveys | Range | Percentage |

% of calls transferred | Percentage | |

% of changes initiated by customers | Maximize | Percentage |

% of critical business processes not covered by a defined service availability plan | Minimize | Percentage |

% of delivered changes implemented within budget/costs | Maximize | Percentage |

% of downtime due to security incidents | Minimize | Percentage |

% of dropped telephone calls (DCR) | Minimize | Percentage |

% of email spam messages stopped/detected | Maximize | Percentage |

% of email spam messages unstopped/undetected | Minimize | Percentage |

% of fully documented SLAs | Maximize | Percentage |

% of implemented changes not approved (by management / CAB) | Minimize | Percentage |

% of incidents reported more than once by customer | Minimize | Percentage |

% of incorrectly assigned incidents | Minimize | Percentage |

% of incorrectly assigned service requests | Minimize | Percentage |

% of IT costs associated to IT investment | Percentage | |

% of IT costs associated to IT maintenance | Percentage | |

% of IT labor outsourced | Percentage | |

% of licences purchased and not accounted for in configuration repository | Minimize | Percentage |

% of open service requests worked on | Percentage | |

% of overdue changes | Minimize | Percentage |

% of overdue incidents | Minimize | Percentage |

% of overdue problems | Minimize | Percentage |

% of problems resolved within the required time period | Maximize | Percentage |

% of problems with a root cause analysis | Maximize | Percentage |

% of problems with a root cause identified | Maximize | Percentage |

% of problems with available workaround | Percentage | |

% of response-time SLAs not met | Minimize | Percentage |

% of servers located in data centers | Maximize | Percentage |

% of Service Desk Availabilty | Percentage | |

% of service requests due to poor performance | Minimize | Percentage |

% of service requests posted via web (self-help) | Maximize | Percentage |

% of services covered by SLA | Maximize | Percentage |

% of SLAs without service level breaches | Minimize | Percentage |

% of spent on IT maintenance | Range | Percentage |

% of system transactions executed within response time threshold | Maximize | Percentage |

% of unauthorized implemented changes | Minimize | Percentage |

% of vendor services delivered without agreed service targets | Minimize | Percentage |

% of virus incidents requiring manual cleanup | Minimize | Percentage |

% of virusses & spyware detected in email | Percentage | |

% recycled printer paper | Maximize | Percentage |

Age of backup | Time | |

Average # of incidents handled by each first line operatives | Range | Number |

Average after call work time | Time | |

Average cost to solve a problem | Minimize | Money |

Average cost to solve an incident | Minimize | Money |

Average number of (re)-assignments of incidents | Minimize | Number |

Average overdue time of overdue service requests | Minimize | Time |

Average response time of transactions | Minimize | Time |

Average time to restore backup | Minimize | Time |

Carbon footprint | ||

Change queue rate | Maximize | Ratio |

Corporate average data efficiency (CADE) | Maximize | Percentage |

Corrective maintenance to preventive maintenance ratio | Ratio | |

Cost of cleanup of virus/spyware incidents | Minimize | Money |

Costs of operating call center / service desk | Money | |

Critical-time failures | Minimize | Number |

Critical-time outage | Minimize | Percentage |

Datacenter power usage effectiveness (PUE) | Ratio | |

Deviation of planned budget for SLA | Minimize | Percentage |

Email Backlog | Minimize | Number |

Incident backlog | Minimize | Number |

IT Investment to IT Staff Training | Ratio | |

Number of alerts on exceeding system capacity thresholds | Minimize | Number |

Number of compliments | Maximize | Number |

Number of detected network attacks | ||

Number of incidents caused by deficient user training | Minimize | Number |

Old incident backlog | Minimize | Percentage |

Ratio of % growth of IT budget versus % growth of revenues | Ratio | |

Service request closure duration rate | Minimize | Ratio |

Software Bug Resolution | Minimize | Time |

Spam detection failure % | Minimize | Percentage |

# of as-is request | Number | |

# of FTE per size of storage under management | Number | |

# of Significant change requests uses the EA Repository | Number | |

% Incidents Submitted via Automated Monitoring | Percentage | |

% of "dead" servers | Minimize | Percentage |

% of audited CIs | Maximize | Percentage |

% of backup operations that are successful | Maximize | Percentage |

% of Business Processes with Continuity Agreements | Maximize | Percentage |

% of business projects that consider IT risk | Maximize | Percentage |

% of changes closed before deadline | Maximize | Percentage |

% of changes closed with all data fields completed | Maximize | Percentage |

% of changes remaining in 'Plan' status. | Minimize | Percentage |

% of changes remaining in 'Request' status | Minimize | Percentage |

% of changes scheduled outside maintenance window | Minimize | Percentage |

% of changes that required restoration of backup | Minimize | Percentage |

% of changes with 'Delay' status | Minimize | Percentage |

% of changes with 'Delay' status due to third party | Minimize | Percentage |

% of changes with 'Delay' status due to unavailability of equipment | Minimize | Percentage |

% of changes with 'Delay' status due to unavailability of manpower | Minimize | Percentage |

% of changes with 'Delay' status due to unavailability of resources | Minimize | Percentage |

% of changes with 'Delay' status due to unavailability of services | Minimize | Percentage |

% of changes with all data fields completed | Maximize | Percentage |

% of changes with all planning data completed | Maximize | Percentage |

% of changes with man-hour estimate within 10% of actual | Maximize | Percentage |

% of changes with schedule date earlier or equal to late finish date | Maximize | Percentage |

% of CIs included in capacity reviews | Percentage | |

% of CIs mapped onto IT services in the CMDB | Maximize | Percentage |

% of CIs under maintenance contract | Minimize | Percentage |

% of CIs with under-capacity | Minimize | Percentage |

% of current initiatives driven by IT | Percentage | |

% of current initiatives driven by the business | Percentage | |

% of delivered services not in the service catalogue | Minimize | Percentage |

% of disk space used | Percentage | |

% of energy used from renewable sources | Percentage | |

% of escalated releases | Minimize | Percentage |

% of failed system transactions | Minimize | Percentage |

% of growth of IT budget | Percentage | |

% of high priority service requests registered | Minimize | Percentage |

% of hours devoted to train tecnichal staff in IT security compared with the total ones | Percentage | |

% of implemented changes without Impact Analysis | Minimize | Percentage |

% of inaccuratly registered CIs in CMDB | Minimize | Percentage |

% of incident that lost OLA in identify process (MTTI) | Minimize | Percentage |

% of incidents by source | Percentage | |

% of incidents caused by deficient documentation | Minimize | Percentage |

% of incidents closed with all data fields completed | Maximize | Percentage |

% of incidents fixed before users notice | Maximize | Percentage |

% of incidents not solved in-time due to inaccurate configuration data | Minimize | Percentage |

% of incidents remaining in 'Plan' status | Minimize | Percentage |

% of incidents remaining in 'Request' status | Minimize | Percentage |

% of incidents resolved remotely | Percentage | |

% of incidents which change classification during the lifecycle | Minimize | Percentage |

% of incidents with all data fields completed | Maximize | Percentage |

% of incidents with all planning data completed | Maximize | Percentage |

% of incidents with man-hour estimate within 10% of actual | Maximize | Percentage |

% of incidents with schedule date earlier or equal to late finish date | Maximize | Percentage |

% of IT contribution in ROTA | Maximize | Percentage |

% of IT initiatives/projects championed by the business | Maximize | Percentage |

% of IT time associated to IT investment | Range | Percentage |

% of IT time spent on NPD versus total time spent on NPD rollout | Percentage | |

% of monitoring coverage | Maximize | Percentage |

% of neglected releases | Minimize | Percentage |

% of network packet loss | Minimize | Percentage |

% of open service requests unmodified/neglected | Minimize | Percentage |

% of overdue releases | Minimize | Percentage |

% of patches applied outside of maintenance window | Minimize | Percentage |

% of physical backup / archive media that are fully encrypted | Percentage | |

% of Planned vs Unplanned changes | Percentage | |

% of problems closed with all data fields completed | Maximize | Percentage |

% of problems remaining in 'Plan' status | Minimize | Percentage |

% of problems remaining in 'Request' status | Minimize | Percentage |

% of problems reported by customers | Minimize | Percentage |

% of problems with all data fields completed | Maximize | Percentage |

% of problems with all planning data completed | Maximize | Percentage |

% of problems with man-hour estimate within 10% of actual | Maximize | Percentage |

% of problems with schedule date earlier or equal to late finish date | Maximize | Percentage |

% of refused changes by CAB | Percentage | |

% of releases handled first time correctly | Maximize | Percentage |

% of releases handled within agreed upon time-frame | Maximize | Percentage |

% of releases with 'Delay' status | Minimize | Percentage |

% of releases with 'Delay' status due to third party | Minimize | Percentage |

% of releases with 'Delay' status due to unavailability of equipment | Minimize | Percentage |

% of releases with 'Delay' status due to unavailability of manpower | Minimize | Percentage |

% of releases with 'Delay' status due to unavailability of resources | Minimize | Percentage |

% of releases with 'Delay' status due to unavailability of services | Minimize | Percentage |

% of resolved calls that have not been closed | Minimize | Percentage |

% of reviewed SLAs | Maximize | Percentage |

% of routine changes | Percentage | |

% of service levels (in SLAs) reported in an automated way | Maximize | Percentage |

% of service levels (in SLAs) that are actually measured | Maximize | Percentage |

% of service requests closed before deadline | Maximize | Percentage |

% of service requests closed with all data fields completed | Maximize | Percentage |

% of service requests remaining in 'Plan' status. | Minimize | Percentage |

% of service requests remaining in 'Request' status | Minimize | Percentage |

% of service requests with 'Delay' status | Minimize | Percentage |

% of service requests with 'Delay' status due to third party | Minimize | Percentage |

% of service requests with 'Delay' status due to unavailability of equipment | Minimize | Percentage |

% of service requests with 'Delay' status due to unavailability of manpower | Minimize | Percentage |

% of service requests with 'Delay' status due to unavailability of resources | Minimize | Percentage |

% of service requests with 'Delay' status due to unavailability of services | Minimize | Percentage |

% of service requests with all data fields completed | Maximize | Percentage |

% of service requests with all planning data completed | Maximize | Percentage |

% of service requests with man-hour estimate within 10% of actual | Maximize | Percentage |

% of service requests with schedule date earlier or equal to late finish date | Maximize | Percentage |

% of services not covered in Continuity Plan | Minimize | Percentage |

% of SLA breaches caused by underpinning contracts | Minimize | Percentage |

% of SLAs in renegotiation | Percentage | |

% of SLAs requiring changes | Percentage | |

% of SLAs under Review | Minimize | Percentage |

% of SLAs with an assigned account manager | Maximize | Percentage |

% of spam false positives | Minimize | Percentage |

% of spend on current IT capital projects that are considered driven by the business | Percentage | |

% of successful software upgrades | Maximize | Percentage |

% of successfull software installations | Maximize | Percentage |

% of system transactions executed within response time threshold during peak-time | Maximize | Percentage |

% of systems not to policy patch level | Minimize | Percentage |

% of test backup restores that are successful | Maximize | Percentage |

% of tickets closed without Request | Percentage | |

% of time coordinating changes | Percentage | |

% of total changes that are of KTLO activity | Percentage | |

% of unauthorized CI's in the IT infrastructure | Minimize | Percentage |

% of unmodified/neglected incidents | Minimize | Percentage |

% of unmodified/neglected problems | Minimize | Percentage |

% of unowned open service requests | Minimize | Percentage |

% of unplanned purchases due to poor performance | Minimize | Percentage |

% of unregistered changes | Minimize | Percentage |

% of workarounds to service requests applied | Minimize | Percentage |

% on-time service level changes | Maximize | Percentage |

% reduction of IPCS's (Incident, Problem, Change, Service Request) | Percentage | |

% rework (number of records) required after initial change implementation | Minimize | Percentage |

Accuracy of expenditure as defined in Capacity Plan | Maximize | Percentage |

Accuracy of expenditure as defined in Continuity Plan | Minimize | Percentage |

Adoption Rate | Maximize | Percentage |

Application Performance Index (Apdex) | Maximize | Score |

Average % of CPU utilization | Range | Percentage |

Average % of memory utilization | Range | Percentage |

Average age of hardware assets | Time | |

Average audit cycle of CIs | Time | |

Average change closure duration | Time | |

Average costs of release | Minimize | Money |

Average cycle time between urgent releases | Minimize | Time |

Average data center rack utilization | Maximize | Percentage |

Average delay in SLAs review | Minimize | Time |

Average deviation of deadline incidents | Minimize | Time |

Average handling cost per release | Minimize | Money |

Average handling time of releases | Minimize | Time |

Average incidents solved by FLM | Maximize | Percentage |

Average international jitter | Minimize | Time |

Average international packet loss % | Minimize | Percentage |

Average international round-trip latency | Minimize | Time |

Average IT-related costs per customer | Money | |

Average national jitter | Minimize | Time |

Average national packet loss % | Minimize | Percentage |

Average national round-trip latency | Minimize | Time |

Average network round trip latency | Minimize | Time |

Average network throughput | Maximize | |

Average number of (re)-assignments of service requests | Minimize | Number |

Average number of components under management per FTE | Number | |

Average number of incidents per desktop | Minimize | Number |

Average number of versions of software | Minimize | Number |

Average number of virtual images per administrator | Range | Number |

Average overdue time of releases | Minimize | Time |

Average penalty costs per SLA | Minimize | Money |

Average retransmissions of network packets | Minimize | |

Average rework per change after implementation of changes | Minimize | Time |

Average size of email boxes/storage | ||

Average storage/disk read time | Time | |

Average storage/disk seek time | Time | |

Average storage/disk transfer rate | ||

Average storage/disk write time | Time | |

Average time between CMDB reconciliation | Time | |

Average time between tests of backup | Time | |

Average time between updates of Capacity Plan | Time | |

Average time between updates of Continuity Plan | Range | Time |

Average time open of unsolved service requests | Minimize | Time |

Average time period between identifying and rectifying a discrepancy | Minimize | Time |

Average time spent on Capacity Plans | Time | |

Average time spent on CMDB reconciliation | Time | |

Average time spent on Continuity Plans | Time | |

Average time to restore off-site backup | Minimize | Time |

Average time to solve service request | Minimize | Time |

Backlog change of service requests | Number | |

Balance of Problems solved with a KE - RFC or other | Maximize | Ratio |

Business Impact Analysis (BIA) Coverage | Maximize | Percentage |

Change closure duration rate | Minimize | Ratio |

Change in "Residual Risk" | Percentage | |

Cost of CMDB reconciliation | Money | |

Cost of patches | Minimize | Money |

Cost of producing Continuity Plans | Money | |

Cost of service delivery | Money | |

Cost of SLAs | Money | |

Costs associated to unplanned purchases to resolve poor performance | Minimize | Money |

Data center bypass % | Percentage | |

Data center floor usage % | Maximize | Percentage |

Data Center Infrastructure Efficiency (DCiE) | Percentage | |

Data center recirculation % | Percentage | |

Distribution cycle of patches | Minimize | Time |

Duration of Major Deployments | Time | |

Efforts required for impact assessment of an incident, change | Minimize | Time |

Energy-related costs as % of overall data center expenditures | Percentage | |

Fail rate of tested vs non-tested emergency releases | Ratio | |

Frecuency of IT security audits | ||

Frequency of CAB meeting | Range | Time |

Frequency of review of IT continuity plan | Time | |

Growth of the CMDB | Percentage | |

Hardware asset value | Money | |

Humidity % of data center | Percentage | |

Impact of IT Training on IT Operational Costs | Ratio | |

Incident impact rate incomplete CMDB | Minimize | Percentage |

Incidents completed without escalation | Maximize | Percentage |

Information architecture planning horizon | Time | |

IT Service Continuity Plan testing failures | Minimize | Number |

Latency of unapplied patches | Minimize | Time |

Lead Time To Change Execution | Minimize | Time |

Maximum age of hardware assets | Time | |

Maximum Capacity Reserves | Percentage | |

Maximum CPU usage | Range | Percentage |

Maximum memory usage | Range | Percentage |

Maximum response time of transactions | Minimize | Time |

Mean Opinion Score (MOS) | Maximize | |

Mean time (days) Request for Change approval | Time | |

Mean time to provision | Time | |

Minimum bandwidth guarantee | ||

Network Asset Efficiency % | Percentage | |

Normal Capacity Reserves | Percentage | |

Number of deviations between configuration repository and actual configurations | Minimize | Number |

Number of hours spent in IT Security training | Time | |

Number of incidents caused by changes vs total nr of incidents | Minimize | Percentage |

Number of Incidents Caused By Inadequate Capacity | Minimize | Number |

Number of Incidents logged with no diagnosis provided in the Incident description | Minimize | Number |

Number of incidents per developed application | Minimize | Number |

Number of Incidents per Known Problem | Number | |

Number of Incidents per Problem | Number | |

Number of installed vs. utilized ports | Percentage | |

Number of IT-related events with business impact with failure to escalate | Number | |

Number of network compliance IT audits per year | Number | |

Number of new service requests | Number | |

Number of occurrences of loss of strategic data | Minimize | Number |

Number of open service requests | Number | |

Number of open service requests older than 28 days | Number | |

Number of outgoing virusses/spyware caught | ||

Number of outstanding actions of last SLA review | Minimize | |

Number of overdue support tickets | Number | |

Number of repeated incidents | Minimize | Number |

Number of service requests solved on first-call | Number | |

Number of service requests solved on first-line | Number | |

Number of service requests solved within deadline | Number | |

Number of SLA breaches due to poor performance | Minimize | Number |

Number of solved service requests | Number | |

Number of training calls handled by the service desk | Number | |

Number of untested releases | Minimize | Number |

Number of urgent releases | Minimize | Number |

Number of urgent releases approvals (Hot Fixes) | Minimize | Number |

Percent of incidents classified as security related | Minimize | Percentage |

Percentage of end user computers | Percentage | |

Percentage of end user printers | Percentage | |

Physical servers vs Virtual servers | Ratio | |

Power draw % by network | Percentage | |

Power draw % by storage | Percentage | |

Power draw % by systems | Percentage | |

Proportion of Automatic Release Distribution | Maximize | Percentage |

Ratio of cost of materialized and prevented IT incidents | Ratio | |

Ratio of fixed price projects cost versus T&M projects cost | Ratio | |

Ratio of Incidents to Staff | Number | |

Ratio of IT management costs and prevented IT incidents costs | Ratio | |

Ratio of number of incidents versus number of changes | Ratio | |

Ratio of number of incidents versus number of problems | Ratio | |

Requirement Coverage Percentage | Minimize | Percentage |

Requirement Gap Percentage | Minimize | Percentage |

Resolution Time of Capacity Shortage | Minimize | Time |

RISC Asset Efficiency % | Percentage | |

Risk Level Matrix | Score | |

Security Implementation Duration | Minimize | Time |

Security Incident Resolution Time by Severity | Maximize | Percentage |

Security vulnerability density per 1,000 lines of code | Minimize | Number |

Server to System Administration Ratio | Ratio | |

Service Call Abandoned Rate | Minimize | Percentage |

Software support costs | Money | |

Storage Asset Efficiency % | Percentage | |

Storage/disk capacity | ||

Storage/disk rotation speed | ||

Time lag between code changes/fixes and release of new build/handoff back to QA | Minimize | Time |

Time to distribute software to all customers | Minimize | Time |

Time to fix connectivity problems | Minimize | Time |

Time to implement a MAC | Time | |

Time until Problem Identification | Time | |

Total rework after implementation of changes | Minimize | |

Total service delivery penalties paid | Minimize | Money |

Watts per Active Port | Minimize | Energy |

Website success rate | ||

Weighted security vulnerability density per unit of code | Minimize | Score |

x86 Asset Efficiency % | Percentage |

KPI Name | Direction | Unit Type |
---|---|---|

% of time sheets in need of correction/validation | Minimize | Percentage |

Average number of training hours per employee | Range | Number |

Bonus payout as a % of the total possible | Percentage | |

Cost of office space per employee | Money | |

Full Time Equivalent forecast hit rate | Range | Percentage |

Incremental amount paid to contractors, as percentage of payroll | Percentage | |

Number of HR litigation cases successfully won | Maximize | Number |

Revenue per employee (or FTE) | Maximize | Money |

Total overtime cost | Money | |

Training penetration rate | Maximize | Percentage |

% of courses that are web-based or web enhanced | Percentage | |

% of employees gone through training | Percentage | |

% of employees receiving regular performance reviews | Maximize | Percentage |

% of high performing employees | Maximize | Percentage |

% of HR budget spent on training | Percentage | |

% of job vacancies | Range | Percentage |

% of new hire retention | Maximize | Percentage |

% of sick days (illness rate) | Minimize | Percentage |

Absence rate | Minimize | Percentage |

Average cost to recruit per job position | Minimize | Money |

Average equipment costs per employee | Money | |

Average number of interviewees for open job positions | Maximize | Number |

Average number of sick days per employee | Minimize | Time |

Average open time of job positions | Minimize | Time |

Average overtime hours per person | Time | |

Average staff turnover costs | Minimize | Money |

Average telephone/communication costs per employee | Money | |

Average tenure per employee | Maximize | Time |

Average time to recruit | Minimize | Time |

Average training costs per employee | Range | Money |

Average travel costs per employee | Money | |

Employee satisfaction with training | Maximize | Score |

Job satisfaction (index) | Maximize | Score |

Overtime rate | Ratio | |

Policy Premium to Personnel Cost | Ratio | |

Profit per employee (FTE) | Maximize | Money |

Ratio of internal versus external training | Ratio | |

Staff / Personnel turnover | Range | Percentage |

% man hours available | Maximize | Percentage |

% new hires achieving satisfactory appraisal at first assessment | Maximize | Percentage |

% of attendees at training sessions | Maximize | Percentage |

% of low performing employees | Minimize | Percentage |

% of management FTEs | Percentage | |

% of new employees/candidates with a recruiting fee | Minimize | Percentage |

% of overdue work items | Minimize | Percentage |

% of recruitment without advertisement or outsourcing | Maximize | Percentage |

% of roles with documented position descriptions | Maximize | Percentage |

% of staff who are women | Percentage | |

% of temporary contracted FTEs | Percentage | |

% of time spent on planned work items | Maximize | Percentage |

% of training courses requested but not offered | Percentage | |

% of training courses that match organizational requirements | Maximize | Percentage |

% of vacancies filled internally | Percentage | |

% of women in management | Percentage | |

Age of HR strategy | Range | Time |

Average absenteeism per employee | Minimize | Time |

Average age of workforce | Range | Time |

Average cost of recruitment per employee | Money | |

Average feedback time on candidates | Minimize | Time |

Average interviewing costs | Money | |

Average number of responses for open job positions | Maximize | Number |

Average response time for routine HR inquiries | Minimize | Time |

Average salary per employee | Money | |

Average sourcing cost per hire | Money | |

Average span of control | Number | |

Average time employees are in same job/function | Range | Time |

Average time to competence | Time | |

Average time to update employee records | Minimize | Time |

Average training days per employee | Number | |

Average vacation hours utilized | Percentage | |

Company training expenditure as % of salaries and wages. | Percentage | |

Cycle time from job acceptance until job start | Minimize | Time |

Employee benefit costs as % of labor costs | Percentage | |

Employer satisfaction (index) | Maximize | Score |

Female-Male salary ratio relation | Ratio | |

HR department cost per FTE | Money | |

HR FTE to total FTE ratio | Ratio | |

Human Capital ROI | Maximize | Money |

Job offer acceptance rate | Maximize | Percentage |

Labor costs for full-time employees as % of sales | Percentage | |

New staff versus experienced staff ratio | Range | Ratio |

Overtime headcount factor | Money | |

Percent of higher degree employees | Percentage | |

Performance evaluation scores on hired candidates | Maximize | Number |

Ratio between internal promotions and external hires for open functions | Ratio | |

Recruiting fee as percentage of annual salary | Minimize | Percentage |

Recruitment source ratio | Ratio | |

ROI of training | Maximize | Percentage |

Talent Retention Percentage | Maximize | Percentage |

Total headcount (FTE) | Number | |

Total OT Hours | ||

Turnover of new hire during first year | Minimize | Percentage |

Work items queue rate | Maximize | Ratio |

# of 360Á feedbacks performed | Number | |

# of MPP adjustments | ||

% employees to have a loyality to company | Maximize | Percentage |

% hiring manager satisfaction rate | Maximize | Percentage |

% new hires achieving 12 months service | Maximize | Percentage |

% new hires achieving 6 months service | Maximize | Percentage |

% of 'wanted' new hire retention | Maximize | Percentage |

% of actual vs target new employee compensation | Minimize | Percentage |

% of annual appraisals still open | Minimize | Percentage |

% of cancelled training courses | Minimize | Percentage |

% of competent applicants for open job positions | Maximize | Percentage |

% of completed employee probation reports | Maximize | Percentage |

% of daylighting in building | Maximize | Percentage |

% of early retirements | Percentage | |

% of eligible employees who signed the Business Conduct and Ethics Policy | Maximize | Percentage |

% of employee share scheme take-up rate | Percentage | |

% of employees compliant with position, occupational, organizational training mandates | Maximize | Percentage |

% of employees covered by collective bargaining agreements | Maximize | Percentage |

% of employees from minority groups managing x or more staff members | Percentage | |

% of employees on long-term sickness leave | Minimize | Percentage |

% of employees on short-term sickness leave | Minimize | Percentage |

% of employees participating in career coaching program | Percentage | |

% of employees taking ill health retirement | Percentage | |

% of employees that almost utilized their vacation balances | Percentage | |

% of employees that are in unions | Percentage | |

% of employees that are terminated within statutory and union requirements | Maximize | Percentage |

% of employees that have been assessed | Maximize | Percentage |

% of employees that started sponsored MBA program completing MBA program | Maximize | Percentage |

% of employees that would leave if they got an offer from another company | Minimize | Percentage |

% of employees using public transport | Percentage | |

% of employees who are willing to recommend company as employer | Maximize | Percentage |

% of employees who consider that their business acts responsibly | Maximize | Percentage |

% of employees with mental health problems | Percentage | |

% of employees with their performance decreased compared to last review | Minimize | Percentage |

% of employees with their performance increased compared to last review | Maximize | Percentage |

% of HR staff with appropriate Professional Qualification | Percentage | |

% of job positions filled with external agency | Percentage | |

% of job vacancies for (previously) filled positions | Percentage | |

% of job vacancies for new positions | Percentage | |

% of lost time claims to total claims | Percentage | |

% of mandays lost due to strike | Minimize | Percentage |

% of open job positions that require temporary staff | Minimize | Percentage |

% of outstanding employee probation reports | Minimize | Percentage |

% of part-time employees | Percentage | |

% of part-time employees that are female | Percentage | |

% of performance appraisals completed on time with complete agreement | Maximize | Percentage |

% of qualified internal trainers | Percentage | |

% of recommended job applicants | Maximize | Percentage |

% of rewards and recognition utilized | Percentage | |

% of screened newly recruited employees | Maximize | Percentage |

% of senior employees | Range | Percentage |

% of staff with appropriate qualifications | Maximize | Percentage |

% of terminations replaced by new hires | Percentage | |

% of time trainers spend in classroom | Percentage | |

% of total compensation tied to performance | Percentage | |

% of training costs spent on managers | Percentage | |

% of training hours with respect to total working hours | Percentage | |

% of vacancies filled that followed internal procedures | Maximize | Percentage |

% of women returning to work after maternity leave | Percentage | |

% of workforce holding diplomas | Percentage | |

% of workforce who are persons with disabilities | Percentage | |

% of workforce who are visible minorities | Percentage | |

% staff in team with excess sick leave | Minimize | Percentage |

% trainees receiving manager briefing prior to attendance | Maximize | Percentage |

401K cost per participating employee | Minimize | Money |

401K plan utilization % | Percentage | |

Acrued Annual leave | Minimize | Percentage |

Actual versus budgeted cost of hire | Minimize | Percentage |

Administration cost per employee | Minimize | Money |

Alternate Level 1 = # Web Hits, # Web Hits / Time | ||

Amount of contact hours trainers spend in classroom | Time | |

Average absence reporting frequency per emplyee | Number | |

Average cost of recruitment (management) | Money | |

Average cost of recruitment (non-management) | Money | |

Average cost per lost time claim | Minimize | Money |

Average cost per medical only claim | Minimize | Money |

Average cost per workers compensation claim | Minimize | Money |

Average days of telecommuting per FTE | Range | Number |

Average days of vacancy duration (management) | Time | |

Average days of vacancy duration (non-management) | Time | |

Average distance traveled by employee | Distance | |

Average dollar cost to hire an Inside Sales Representative | Money | |

Average dollar cost to hire an Outside Sales Representative | Money | |

Average duration rate of Lost Time Injuries (LTI) | Minimize | Time |

Average employee satisfaction as % of norm | Percentage | |

Average estimated cost savings of employees that are teleworking | Money | |

Average expense cost per lost time claim | Minimize | Money |

Average gap between management and staff pay | Money | |

Average hourly net income of employee | Money | |

Average hours worked per week | Time | |

Average indemnity cost per lost time claim | Minimize | Money |

Average lead time to promotion | Time | |

Average losses as a % of payroll | Minimize | Percentage |

Average losses as a % of revenue | Minimize | Money |

Average losses per FTE | Minimize | Money |

Average management pay | Money | |

Average medical cost per lost time claim | Minimize | Money |

Average monthly net income of employee | Money | |

Average number of absent days in high production season | Maximize | Time |

Average number of interviews from submitted resumes | Maximize | |

Average number of vacation days per employee | Number | |

Average overdue time of work items | Minimize | Number |

Average performance scores of departing employees | ||

Average planned workload per workforce member | Time | |

Average retirement age | Time | |

Average sickness days per FTE | Minimize | Number |

Average sickness period of employees | Minimize | Time |

Average test score % | Maximize | Percentage |

Average time to promotion | Time | |

Bradford Indicator | Score | |

Capital Labor Ratio | Percentage | |

Carbon footprint of air travel by employees | Minimize | Volume |

Carbon footprint of employees driving to work | Minimize | Volume |

Carbon footprint of employees traveling | Minimize | Volume |

Classroom based learning and development time per FTE | Time | |

Compa ratio (CP) | Range | Ratio |

Compensation cost as % of revenue | Percentage | |

Cost of replacing a key worker vs re-training, re-deploying and retaining | ||

Direct / Indirect Labor Ratio | ||

Effective Worktime Index | Maximize | Percentage |

Effectiveness of Policies & Procedures Implementation | Maximize | Score |

EIS Usefulness Index (EISUI) | Maximize | Percentage |

Employee benefit costs as % of labor costs for full-time employees | Percentage | |

Employee benefit costs as % of labor costs for part-time employees | Percentage | |

Employee efectiveness | Minimize | Score |

Employee Engagement % | Maximize | Percentage |

Employee lateness % | Minimize | Percentage |

Employee satisfaction with conditions/physical work environment | Score | |

Employee satisfaction with opportunities for development | Score | |

Employee satisfaction with participation and recognition | Score | |

Employee satisfaction with personal relations | Score | |

Employee satisfaction with teleworking | Score | |

Employee satisfaction with wages/salary/benefits | Score | |

Employment brand strength score | Maximize | Score |

Estimated cost savings of employer by having employees telework | Money | |

Expatriate rate | Percentage | |

Forward to interview to hire ratio | Ratio | |

Head-to-Head Hire Rate | Maximize | Percentage |

HEVA | Money | |

HR FTEs as % of total workforce | Percentage | |

HR Process Costs (HR Admin Costs / $1,000 revenue) | Range | Ratio |

Human Capital Asset | Money | |

Human Capital Value Added | Maximize | Money |

In Force Policies to Headcount | Ratio | |

Independent contractors vs. employees ratio | Ratio | |

Labor costs for part-time employees as % of sales | Percentage | |

Labor Ratio | Ratio | |

Labour costs as % of total costs | Percentage | |

Leadership Index | Score | |

Length of tenure versus performance ratio | Ratio | |

Local Schools hire % | Percentage | |

Lost-workday case rate | Minimize | Ratio |

Management compensation as % of total compensation | Percentage | |

Manager satisfaction with teleworking | Score | |

Managerial quality index | Score | |

manpower cost ratio | Money | |

Nearshore and offshore ratio | Ratio | |

New hire satisfaction rate with recruiting process | ||

New hire satisfaction score | Maximize | Score |

Notice to sales budget delivery period | Minimize | Time |

Number of accepted job offers | Number | |

Number of employees on secondment | Number | |

Number of formal staff grievances raised | Number | |

Number of harassment, intimidation, retalaition and discrimination alligations | Minimize | Number |

Number of job offers | Number | |

Number of lost time days | Minimize | Number |

Number of Lost Time Injuries (LTI) | Minimize | Number |

Number of violation of rest hours | Minimize | Number |

Offer conversion rate | Maximize | Percentage |

Overall employee satisfaction | Score | |

Overtime expense per FTE | Money | |

Overtime labour cost ratio | Percentage | |

Overtime pay % | Percentage | |

Percentage of employees of supervisory level who are not permanent in their role | Minimize | Percentage |

Performance scores of departing versus existing employees | Maximize | Percentage |

Position in top employers lists | Score | |

Preventable employee turnover | Percentage | |

Quality of Instruction | Maximize | Score |

Ratio between standard level wage compared to local minimum wage | Ratio | |

Ratio of FTE per employee | Number | |

Ratio of In-house / External Talents for filling up Management positions | Ratio | |

Ratio of work days to utilized vacation days | Ratio | |

Recruiting pool | Number | |

Recruitment achievement % | Maximize | Percentage |

Recruitment through advertisement factor | Maximize | Percentage |

Rookie Ratio | Ratio | |

Salary & Expenses Overpayment % | Minimize | Percentage |

Salary range exception factor | ||

Social contributions spent per employee | Money | |

Spent training % | Percentage | |

Staff annual leave | Percentage | |

Subsidization effectiveness for training | Percentage | |

Time taken to identify sources for hiring | Time | |

Top Schools hire % | Percentage | |

Total cost incurred by employee turnover | Money | |

Total cost incurred by planned absenteeism | Minimize | Money |

Total cost incurred by unplanned absenteeism | Minimize | Money |

Total cost of recruitment | Money | |

Total distance flown by employees | Distance | |

Total full-time headcount | ||

Total headcount (number) | Number | |

Total labour cost | Money | |

Total Number of FTE | Number | |

Total number of incidents of discrimination | Minimize | Number |

Total time lost by work late | Minimize | Time |

Training courses delivered by internal experts vs.courses by external sources | Ratio | |

Training request completion | Minimize | Time |

Training staff to total employees ratios | Percentage | |

Understanding of Company Strategy | Maximize | Ratio |

Variable versus Fixed HR cost ratio | Ratio | |

Workforce stabilitity | Percentage | |

Wrench Time vs Supporting Activities | Ratio |

KPI Name | Direction | Unit Type |
---|---|---|

% of budget deviation relative to total budget | Minimize | Percentage |

% of invoices disputed | Minimize | Percentage |

% of repeat business turnover/revenue | Maximize | Percentage |

Average Product Price (APP) | Money | |

Average production costs of items | Minimize | Money |

Bonus payout as a % of the total possible | Percentage | |

Cost of office space per employee | Money | |

Deviation of planned budget | Minimize | Percentage |

Incremental amount paid to contractors, as percentage of payroll | Percentage | |

Market share % | Maximize | Percentage |

Revenue per employee (or FTE) | Maximize | Money |

% of overdue invoices | Minimize | Percentage |

% of payable invoices without purchase order | Minimize | Percentage |

Accounts Days Payable | Time | |

Actual vs. budgeted costs | Minimize | Percentage |

Average discount margin % of items sold | Minimize | Percentage |

Average discount margin monetary value of items sold | Money | |

Average equipment costs per employee | Money | |

Average monetary value of overdue invoices | Minimize | Money |

Average telephone/communication costs per employee | Money | |

Average travel costs per employee | Money | |

Cash dividends paid | Money | |

Creditor days | Range | Time |

Days Sales Outstanding (DSO) | Minimize | Time |

Debtor days | Time | |

Delay in production of financial reports | Minimize | Time |

Forecast accuracy of budget | Minimize | Percentage |

Market share gain comparison % | Maximize | Percentage |

Net Present Value (NPV) of investment | Money | |

Net Short Term Liabilities to Assets | Ratio | |

Number of invoices outstanding | Number | |

Number of overdue invoices | Minimize | Number |

Operating leverage | ||

Policy Premium to Personnel Cost | Ratio | |

Profit loss due to theft | Minimize | Money |

Profit per employee (FTE) | Maximize | Money |

Profit per project | Maximize | Money |

Retained Earnings | Money | |

Return on Investment (ROI) | Maximize | Percentage |

Sales per employee | Maximize | Money |

Short Term Assets to Short Term Liabilities | Ratio | |

Z-score for predicting bankruptcy | Score | |

% accuracy of periodic financial reports | Maximize | Percentage |

% of bad debts against invoiced revenue | Minimize | Percentage |

% of budget cuts achieved | Maximize | Percentage |

% of electronic invoices | Maximize | Percentage |

% of financial reports issued on time | Maximize | Percentage |

% of invoices requiring special payment | Percentage | |

% of invoices under query | Minimize | Percentage |

% of untimely payroll payments | Minimize | Percentage |

Accounts Payable | Money | |

Accounts Payable Turnover | ||

Accounts Receivable Collection Period | ||

Accounts Receivable Turnover | ||

Accounts Receivable, Days | Time | |

Accuracy of Accounts Receivable | Maximize | Percentage |

Accuracy of financial statements | Maximize | |

Average monetary value of invoices outstanding | Money | |

Average monetary value of unsettled invoices | Money | |

Cash Flow Return on Investments (CFROI) | ||

Cost of goods sold (COGS) | Money | |

Cumulative Annual Growth Rate (CAGR) | ||

Cycle time to perform periodic close | Minimize | Time |

Cycle time to process payroll | Minimize | Time |

Cycle time to resolve an invoice error | Minimize | Time |

Days Payable Outstanding (DPO) | Time | |

Days Sales Of Inventory (DSI) | Minimize | Time |

Debtors Sales Outstanding (DSO) | Minimize | Time |

Earnings before interest & taxes (EBIT) | Money | |

EBITDA | Money | |

Employee benefit costs as % of labor costs | Percentage | |

Fixed costs | Money | |

Gross profit | Maximize | Money |

Gross profit margin | Maximize | Percentage |

Gross Sales | Maximize | Money |

Indirect costs | Money | |

Internal Rate Of Return (IRR) | Percentage | |

Inventories | ||

Invoicing processing costs | Minimize | Money |

Labor costs for full-time employees as % of sales | Percentage | |

Monetary value of invoices outstanding | Money | |

Monetary value of overdue invoices | Minimize | Money |

Net accounts receivable as % of assets | Percentage | |

Net Change in Cash | Percentage | |

Net Fixed Assets | ||

Net Income | Maximize | Money |

Net present value (NPV) | ||

Net profit margin | Maximize | Percentage |

Net Receivables | ||

Number of budget deviations | Minimize | |

Operating income | Maximize | Money |

Operating margin | Maximize | Percentage |

Organic revenue growth % | Percentage | |

Payroll to Net Sales | Ratio | |

Profit per customer | Maximize | Money |

Profit per staff | Maximize | Money |

Purchase price variance | Money | |

Quick ratio | Ratio | |

Return on Equity (ROE) | Percentage | |

Sales, General & Administrative Costs (SG&A) | Money | |

Total Assets | Maximize | Money |

Total Current Assets | ||

Value to volume ratio | Ratio | |

Variable costs | Money | |

% of fixed asset disposals that are recorded | Maximize | Percentage |

% effectiveness in payables management | Maximize | Percentage |

% of accounts receivables overdue to total accounts receivables | Minimize | Percentage |

% of amounts posted to accounts payable that represent goods/services received | Maximize | Percentage |

% of changes to the fixed asset register that are processed timely | Maximize | Percentage |

% of claims with documentation needed/missing | Minimize | Percentage |

% of customer billing errors | Minimize | Percentage |

% of customers with a negative contribution margin (Gross Margin) | Minimize | Percentage |

% of delinquent international receivables | Minimize | Percentage |

% of delinquent national receivables | Minimize | Percentage |

% of delinquent receivables | Minimize | Percentage |

% of depreciation charges accurately calculated and recorded | Maximize | Percentage |

% of depreciation charges recorded in the appropriate period | Maximize | Percentage |

% of derivative transactions recorded in the appropriate period | Maximize | Percentage |

% of derivative transactions that are recorded in the financial statements | Maximize | Percentage |

% of disputed accounts payables to total accounts payables | Percentage | |

% of disputed accounts receivable to total accounts receivable | Percentage | |

% of disputed tax statements | Percentage | |

% of error in placing w.h tax right parameters | Minimize | Percentage |

% of expense report exception line items | Minimize | Percentage |

% of expenses violating corporate policy | Minimize | Percentage |

% of financial obligation paid back in time | Maximize | Percentage |

% of fixed asset acquisitions are recorded in the appropriate period | Maximize | Percentage |

% of fixed asset acquisitions that are recorded | Maximize | Percentage |

% of fixed asset disposals accurately calculated and recorded | Maximize | Percentage |

% of fixed asset disposals recorded in the appropriate period | Maximize | Percentage |

% of interest that is recorded in the appropriate period | Maximize | Percentage |

% of inventory in accounts payable | Percentage | |

% of loans repaid in accordance with the terms of the loan | Maximize | Percentage |

% of low value invoices | Percentage | |

% of manual payroll payments | Minimize | Percentage |

% of new employees added to the payroll master files within appropriate period | Maximize | Percentage |

% of non-valid changes to the fixed asset register | Minimize | Percentage |

% of off-balance sheet derivative transactions recorded in the appropriate period | Maximize | Percentage |

% of one-time vendor payments | Percentage | |

% of overdue international invoices | Minimize | Percentage |

% of overdue national invoices | Minimize | Percentage |

% of overdue tax statements | Minimize | Percentage |

% of past due accounts payables to total accounts payables | Minimize | Percentage |

% of past due accounts receivables to total accounts receivables | Minimize | Percentage |

% of payroll disbursements that include retroactive pay adjustments | Minimize | Percentage |

% of payroll transactions that are disbursed to appropriate employees | Maximize | Percentage |

% of receivables outstanding over 120 days | Minimize | Percentage |

% of recorded derivative transactions that represent assets or liabilities | Maximize | Percentage |

% of recorded fixed asset disposals that represent actual disposals | Maximize | Percentage |

% of T&E expenses on expense claims | Percentage | |

% of tax statements filed in-time | Maximize | Percentage |

% of tax statements open longer than 30 days | Minimize | Percentage |

% of tax statements paid in-time | Maximize | Percentage |

% of taxes paid in-time | Maximize | Percentage |

% of terminated employees removed from the payroll master files within appropriate period | Maximize | Percentage |

Account payable invoicing processing costs | Money | |

Account receivable invoicing processing costs | Money | |

Accounting costs | Money | |

Accounting Expense as a % of Revenue | Percentage | |

Accounts Receivable | Money | |

Accuracy of investment income on derivative transaction | Maximize | Percentage |

Accuracy of changes in payroll master files | Maximize | Percentage |

Accuracy of changes to the fixed asset register | Maximize | Percentage |

Accuracy of interest calculation | Maximize | Percentage |

Accuracy of recorded derivative transactions | Maximize | Percentage |

Accuracy of recorded fixed assets | Maximize | Percentage |

Accuracy of recording of acquired fixed assets | Maximize | Percentage |

Additional income/expense items | Money | |

Advanced payment control ( Average downpay / Turn Over ) | ||

After-tax Return on Equity (ROE) | Percentage | |

Age of assets | ||

Amount of payroll rework per 1000 employees | Minimize | Time |

Amount of taxes handled per tax FTE | Money | |

AUM | ||

Average costs of rework of financial statements due to inaccuracy | Minimize | Money |

Average costs to produce financial statements | Money | |

Average daily idle cash | Money | |

Average monetary value of disputed invoices | Money | |

Average number of expense claims per employee/FTE | Number | |

Average number of outstanding invoices in accounts payable per FTE | Maximize | Number |

Average number of outstanding invoices in accounts receivable per FTE | Maximize | Number |

Average overdue time of tax statement filing | Minimize | Time |

Average overdue time of tax statement payment | Minimize | Time |

Average value of expense claims | Money | |

Average value of outstanding accounts payable invoices per FTE | Maximize | Money |

Average value of outstanding accounts receivable invoices per FTE | Maximize | Money |

Average value of T&E expenses per expense claim | Money | |

Basic Defense Interval | Ratio | |

Berry ratio | Ratio | |

Book-to-bill | Maximize | Percentage |

Book-to-Bill Ratio | Range | Ratio |

CAPEX forecast accuracy | Percentage | |

Capital efficiency | Maximize | Percentage |

Capital surplus | Money | |

Cash | Money | |

Cash and equivalents as % of assets | Percentage | |

Cash Conversion Cycle (CCC) | Time | |

Cash Flow Adequacy Ratio | Ratio | |

Cash Ratio | Ratio | |

Client survey rating | Maximize | Score |

Common Stock Equity | ||

Compliance with loan covenants | Maximize | Score |

Composite Financial Index (CFI) | Maximize | Score |

Corporate credit rating | Maximize | Score |

Cost Income Ratio | Percentage | |

Cost of tax penalties | Minimize | Money |

Cost per accounts payable invoice | Minimize | Money |

Cost per accounts receivable invoice | Minimize | Money |

Cost per payroll per 1000 employees | Minimize | Money |

Cost per payslip issued | Minimize | Money |

Cost Predictability | Maximize | Percentage |

Credit analysis costs as a % of revenue | Percentage | |

Current Assets minus Inventory | Money | |

Current liabilities as % of liabilities | Percentage | |

Current Ratio | Ratio | |

Cycle time for expense reimbursements | Minimize | Time |

Cycle time to resolve payroll errors | Minimize | Time |

Days taken to close the budget | Time | |

Deferred charges | Money | |

Deferred charges as % of total charges | Percentage | |

Deferred charges as % of total charges | Percentage | |

Deferred Liability Charges | Money | |

Deferred Long Term Asset Charges | Money | |

Deferred revenue | Money | |

Deferred revenue as % of total revenue | Percentage | |

Depreciation to Cash Flow ratio | Ratio | |

Depreciation to Fixed Assets ratio | Ratio | |

Direct costs | Money | |

Discounts Lost | Minimize | Money |

Dividend yield | ||

Early pay discounts | Percentage | |

Earnings Before Tax | Maximize | Money |

Earnings per share | Maximize | Money |

EBITDA currency to debt currency ratio | Ratio | |

EBITDA per employee/FTE | Money | |

Economic value added | ||

Employee benefit costs as % of labor costs for full-time employees | Percentage | |

Employee benefit costs as % of labor costs for part-time employees | Percentage | |

Enterprise Value / Takeover Value | Maximize | Money |

Equity ratio | ||

Expense Coverage Days | Time | |

Expenses claims processed per FTE | Maximize | |

Financial Leverage Index | Ratio | |

Fixed asset utilization | Maximize | Ratio |

Franchise rank | Score | |

FX Gain/Loss | ||

Gearing | Percentage | |

Goodwill | Money | |

Gross Margin Return on Investment | Maximize | Percentage |

Gross profit per share | Maximize | Money |

Herfindahl-Hirschman Index | Ratio | |

Instances of filing of accurate statutory returns | ||

Intangible Assets | Money | |

Interest coverage ratio | Maximize | Ratio |

Internal financing ratio | Percentage | |

International invoicing processing costs as % of total invoicing processing cost | Percentage | |

Inventory | Money | |

Invoice completeness | Maximize | Percentage |

Labor costs for part-time employees as % of sales | Percentage | |

Labor Multiplier | Ratio | |

LenderÛªs covenant compliance | Maximize | Score |

Long term assets | Money | |

Long term assets as % of assets | Percentage | |

Long Term Investments | Money | |

Long Term Investments as % of Investments | Percentage | |

Long-Term Debt | ||

Long-term liabilities | Money | |

Marginal costs | Minimize | Money |

Mean age of billing errors | Minimize | Time |

Monetary value of unsettled invoices | ||

National invoicing processing costs as % of total invoicing processing cost | Percentage | |

Net collection rate | Maximize | Percentage |

Net International Income | Money | |

Net International Income as % of Net Income | Percentage | |

Net Local Income | Money | |

Net Local Income as % of Net Income | Percentage | |

No. of Credit Notes | Number | |

Non-organic revenue growth | Percentage | |

Non-Recurring Operating Expenses | Money | |

Non-Recurring Operating Expenses as % of operating expenses | Percentage | |

Number of accounts payable complaints | Number | |

Number of accounts payable complaints per 1000 accounts payable invoices | Minimize | Number |

Number of accounts receivable complaints | Minimize | Number |

Number of accounts receivable complaints per 1000 accounts receivable invoices | Minimize | Number |

Number of FTE in Accounts Payable | Number | |

Number of FTE in Accounts Receivable | Number | |

Number of Invoices | Number | |

Number of invoices disputed | Number | |

Number of new payable invoices | Number | |

Number of new receivable invoices | Number | |

Number of payroll administration errors | Minimize | Number |

Number of payroll payment errors | Minimize | Number |

Number of unsettled invoices | Minimize | |

Number of years with a balanced budget | Maximize | Number |

Operating expenses | Minimize | Money |

Other Current Assets | ||

Other Current Assets as % of Assets | Percentage | |

Other Current Liabilities | ||

Other Noncurrent Assets | ||

Other Noncurrent Liabilities | ||

Payment errors as % of total payroll disbursement | Minimize | Percentage |

Pre-tax Return on Equity (ROE) | Percentage | |

Preferred Stock Equity | ||

Pretax operating return on total assets | Maximize | Percentage |

Primary Reserve Ratio | Ratio | |

Profit per product | Maximize | Money |

Profit per unit | Money | |

Profit Predictability | Maximize | Percentage |

Ratio of actual average borrowing rate to current market rate | Ratio | |

Realized Profit | Money | |

Receivables against Product, Region, Sales office | Money | |

Receivables outstanding over 120 days | Minimize | Money |

Return on Assets (ROA) | Maximize | Percentage |

Return on capital employed (ROCE) | ||

Revenue Predictability | Maximize | Percentage |

Revenue won/lost due to exchange rates as a % of total revenue | Percentage | |

Revenue/Client | Maximize | Money |

Salary & Expenses Overpayment % | Minimize | Percentage |

Salary range exception factor | ||

Sales return to total assets | Maximize | Percentage |

Sales, General and Admin Expenses | Minimize | Money |

Sales, General and Admin Expenses as % of operating expenses | Percentage | |

SG&A as % of revenue | Percentage | |

Share price | Money | |

Shares Outstanding | Number | |

Sharpe ratio | ||

Short Term Investments | Money | |

Short Term Investments as % of Investments | Percentage | |

Short-Term Debt | ||

Sortino ratio | ||

Spend on lobbying | Money | |

Stock Holders' Equity | Money | |

Subsidy Dependence Ratio (SDI) | Minimize | Ratio |

Sunk costs | Money | |

Systems cost of payroll process as % of total payroll cost | Percentage | |

Time by which Budget closed before the year end | Time | |

Timeliness in submission of statutory returns | ||

Total Current Liabilities | ||

Total Equity | ||

Total Liabilities | Money | |

Total monetary value of disputed invoices | Money | |

Total revenue | Maximize | Money |

Weighted Average Cost Of Capital (WACC) | Score |

Attention: The internal data of table “26” is corrupted!

Attention: The internal data of table “25” is corrupted!

KPI Name | Direction | Unit Type |
---|---|---|

% of KPIs that are automatically measured | Maximize | Percentage |

% of KPIs within set objectives | Maximize | Percentage |

% of goals accomplished from most recent strategic plan | Maximize | Percentage |

% of KPIs that are improved | Maximize | Percentage |

% of measured KPIs | Maximize | Percentage |

Average KPI improvement | Maximize | Percentage |

Cost of KPI measurement | Money | |

% of improvement per critical strategic indicators according to recent strategic plan | Maximize | Percentage |

% of KPIÛªs reported according to approved plan | Maximize | Percentage |

% of KPIs outside set objectives | Minimize | Percentage |

% of KPIs that are worsened | Minimize | Percentage |

% of KPIs that do not reflect business goals | Minimize | Percentage |

% of strategic budget cuts vs % budget cuts through across-the-board cuts | Percentage | |

Accuracy of information | Maximize | Percentage |

Average data collection costs per KPI | Money | |

Number of sources used for data collection | Number | |

% of executive directors | Percentage | |

% of independent directors | Percentage | |

Average director tenure | Time | |

Average number of other (public) company board seats | Number | |

Corporate reputation of executives | Maximize | Score |

Degree of data support for reporting of trends and scenario analysis | Score | |

Level of industry expertise of new board members | Maximize | Score |

Perception of corporate image | ||

% of directors that have liability insurance | Percentage | |

% of directors that own shares in the company | Percentage | |

% of female directors | Percentage | |

% of female executive directors | Percentage | |

% of KPIs compared against benchmarks | Percentage | |

% of KPIs that are manually measured | Minimize | Percentage |

Average cost of automated measurement per KPI | Money | |

Average cost of benchmarking per KPI | Money | |

Average cost of manual measurement per KPI | Money | |

Average cost to create strategic plans | Money | |

Average time between updates of KPIs | Time | |

Average time between updates of KPIs with automated measurement | Time | |

Average time between updates of KPIs with manual measurement | Time | |

Average time between updates of strategic plans | Time | |

Cost of automated measurement of KPIs | Money | |

Cost of KPI benchmarking | Money | |

Cost of manual KPI measurement | Money | |

Number of directors serving on board | Number | |

Number of vacant seats on board of directors | Number | |

Ratio between cost of automated and manual KPI measurement | Ratio | |

Ratio between renumeration cost of female and male directors | Ratio | |

Renumeration costs per director on board of directors | Money | |

Time past after last change on board of directors | Time | |

Total renumeration costs of board of directors | Money |

KPI Name | Direction | Unit Type |
---|---|---|

% of systems covered by antivirus/antispyware software | Maximize | Percentage |

% of systems with latest antivirus/antispyware signatures | Maximize | Percentage |

Number of (internal) control improvement initiatives | Number | |

Number of business compliance issues caused by improper configuration of assets | Minimize | Number |

Number of complaints regarding breaches of customer privacy | Minimize | Number |

% of policies reported with non-conformances | Minimize | Percentage |

Age of backup | Time | |

Average time to restore backup | Minimize | Time |

Corrective action response time | Minimize | Time |

Cost of non-compliance | Minimize | Money |

Effectiveness of internal audits | ||

Frequency of compliance reviews | Range | Time |

Number of (critical) non-compliance issues identified | Minimize | |

Number of (major) internal control breaches | Minimize | Number |

Number of regulatory or legal non-compliance events | Minimize | Number |

Number of weaknesses identified by external qualification and certification reports | Minimize | Number |

Recurring audit finding instances | Minimize | Number |

Regulatory Compliance On Time | Maximize | Percentage |

Time between internal control deficiency occurrence and reporting | Minimize | Time |

% implemented OFI's raised in audits | Maximize | Percentage |

% of backup operations that are successful | Maximize | Percentage |

% of key controls | Percentage | |

% of obsolete user accounts | Minimize | Percentage |

% of past due corrective actions | Minimize | Percentage |

% of physical backup / archive media that are fully encrypted | Percentage | |

% of risks with probable frequency of occurrence and probable magnitude of impact measured | Maximize | Percentage |

% of staff trained in critical risk management techniques | Percentage | |

% of test backup restores that are successful | Maximize | Percentage |

Age of agreed-upon recommendations | Minimize | Time |

Average time between tests of backup | Time | |

Average time lag between identification of external compliance issues and resolution | Minimize | Time |

Average time lag between new regulation and initiation of review | Minimize | Time |

Average time to restore off-site backup | Minimize | Time |

Government Regulatory Compliance, Corporate | Maximize | Percentage |

Number of Audit Finding closing more than two weeks | Number | |

Number of minor finding on ISO 9001 Internal Audit | Minimize | Number |

Number of non-compliance issues reported | Minimize | |

Number of postponed ISO 9001 Internal Audit caused by Auditee | Number | |

Number of postponed ISO 9001 Internal Audit caused by Auditor | Minimize | Number |

Number of repeat audit findings | Minimize | Number |

Percentage of strategic objectives achieved | Maximize | Percentage |

Proportion of information security risks for which satisfactory controls have been fully implemented | Maximize | Percentage |

Regulatory Change Compliance Cycle | Time | |

Staff annual leave | Percentage | |

Time lag between detection, reporting and acting upon security incidents | Minimize | Time |

Time to respond to legal discovery of records | Minimize | Time |

% of risk mitigation plans executed on time | Maximize | Percentage |

% coverage of total audit universe | Maximize | Percentage |

% Litigation Cases 'Won' | Maximize | Percentage |

% of compliance issues handled first time correctly | Maximize | Percentage |

% of compliance issues worked on | Percentage | |

% of controls directly related to maintaining defined risk tolerance | Percentage | |

% of core ERM activities that consider IT risk | Percentage | |

% of core ERM activities with embedded IT risk considerations | Maximize | Percentage |

% of critical business services not covered by risk analysis | Minimize | Percentage |

% of employees whose performance metrics and rewards reflect risk management objectives | Percentage | |

% of escalated compliance issues | Minimize | Percentage |

% of escalated risk vulnerabilities | Minimize | Percentage |

% of highly ranked assets, targets and resources reviewed | Maximize | Percentage |

% of HIPAA unauthorized disclosures | Minimize | Percentage |

% of legal budget spent externally | Percentage | |

% of neglected compliance issues | Minimize | Percentage |

% of neglected risk vulnerabilities | Minimize | Percentage |

% of overdue compliance issues | Minimize | Percentage |

% of overdue risk vulnerabilities | Minimize | Percentage |

% of parallel risk assessments with same results | Maximize | Percentage |

% of re-opened compliance issues | Minimize | Percentage |

% of re-opened risk vulnerabilities | Minimize | Percentage |

% of risk analyses performed by trained risk analysts | Maximize | Percentage |

% of risk analyses that are substantiated by later experience or testing | Percentage | |

% of risk analysis reports accepted on initial delivery | Percentage | |

% of risk analysis undergoing peer review | Maximize | Percentage |

% of risk incident response plans past their next required review date | Minimize | Percentage |

% of risk incident response plans with one or more open issues | Minimize | Percentage |

% of risk incidents with business impact not subject to post-mortem review | Minimize | Percentage |

% of risk issues exceeding defined risk tolerance without action plans | Minimize | Percentage |

% of risk issues inappropriately distributed in the organisational hierarchy | Minimize | Percentage |

% of risk management expenditures with traceability to business risk strategy | Maximize | Percentage |

% of risk vulnerabilities handled first time correctly | Maximize | Percentage |

% of risk vulnerabilities worked on | Percentage | |

% of secure third party connections | Maximize | Percentage |

% of unaccepted risk issues with action plan developed | Percentage | |

% of unaccepted risk issues without mitigation plans developed | Minimize | Percentage |

% of unassessed risks | Minimize | Percentage |

Accuracy of risk assessments | ||

Amount of investment spent on cancelled risk mitigation efforts | Minimize | Money |

Average % of claim amounts paid | Percentage | |

Average closure duration of compliance issues | Minimize | Time |

Average closure duration of risk vulnerabilities | Minimize | Time |

Average closure duration of risk vulnerabilities | Minimize | Time |

Average costs incurred per litigation case dealt with | Money | |

Average handling cost per compliance issue | Minimize | Money |

Average handling time of compliance issues | Minimize | Time |

Average number of days open of compliance issues | Minimize | Time |

Average number of days open of risk vulnerabilities | Minimize | Time |

Average overdue time of compliance issues | Minimize | Time |

Average overdue time of risk vulnerabilities | Minimize | Time |

Backlog of compliance issues | Minimize | Percentage |

Backlog of risk vulnerabilities | Minimize | Percentage |

Closure duration rate of compliance issues | Minimize | Ratio |

Closure duration rate of risk vulnerabilities | Minimize | Ratio |

Consistency of risk assessment | ||

Cost of Compliance, Corporate | Money | |

Cost per hour per laywer (in-house) | Money | |

Cumulative business impact from events not identified by risk evaluation processes | ||

Cycle time from discovery of a control deficiency to risk acceptance decision | Minimize | Time |

Cycle time from reported policy exceptions to decision on their disposition | Minimize | Time |

Debt recovery rate for each stage of investigation | Maximize | Percentage |

Effectiveness of Process Audits | Maximize | Percentage |

Extent of overlap of risk management activities | Score | |

Extent to which budgets are allocated based on risk significance | Maximize | Score |

Frequency of risk management activity reporting | Time | |

Information security costs as a proportion of total revenue or IT budget | Percentage | |

Information security policy deployment and adoption | Maximize | Score |

ISO/OHSAS or EMAS certification (as % of production) | ||

Legal staff per billion of revenue | Number | |

Legal staff per size of revenue | Number | |

Number of different issue functions and platforms | Minimize | Number |

Number of different risk reports provided to the board | Minimize | Number |

Number of information security-related risks | Minimize | Number |

Number of key management decisions without availability of relevant risk analysis report | Minimize | Number |

Number of open positions in the risk management staff | Minimize | Number |

Number of policies in force with statements contradicting related risk tolerance | Minimize | Number |

Number of prioritised risk response activities | Number | |

Number of prosecutions carried out per FTE | Number | |

Number of Risk Event | Minimize | Number |

Number of risk events with business impact due to delayed response plan execution | Minimize | Number |

Number of risk incident response plans with unresolved quality issues | Minimize | Number |

Number of risk incident response plans without an accountable owner | Minimize | Number |

Number of risk issues that exceed risk tolerance | Number | |

Percentage of peer review finds with no errors | Maximize | Percentage |

Potential business impact of exposures discovered by assurance groups | ||

Queue rate of compliance issues | Maximize | Ratio |

Queue rate of risk vulnerabilities | Maximize | Ratio |

Ratio attorneys and all other legal staff including paralegals | Ratio | |

Ratio attorneys and other legal staff excluding paralegals | Ratio | |

Ratio attorneys to paralegals | Ratio | |

Ratio of cumulative actual losses to expected loss magnitude | Ratio | |

Relative proportions of risks identified | Percentage | |

Risk Trend | Score | |

Satisfaction index over risk analysis reporting | Maximize | Score |

Satisfaction of risk owner regarding risk mitigation project outcomes | Maximize | Score |

Threat impact | Score | |

Threat likelihood | Score | |

Timeliness of enacting risk incident response plans | ||

Total legal spending as % of revenue | Percentage | |

Total Risk Exposure | Minimize | Money |

Value of failed projects due to risk issues not identified | Minimize | Money |

KPI Name | Direction | Unit Type |
---|---|---|

% of chemical storage cabinets whose chemicals are properly segregated | Maximize | Percentage |

% of construction and demolition waste recycled | Maximize | Percentage |

Average overtime hours per person | Time | |

Number of repeat findings in self-assessments, audits, and inspections. | Minimize | Number |

Reportable accidents (including fatalities) per hours worked | Minimize | Number |

% of chemical storage cabinets with secondary containers being properly labelled | Maximize | Percentage |

% of hazardous operational waste | Percentage | |

% of usage of water from non-traditional sources | Maximize | Percentage |

% recycled printer paper | Maximize | Percentage |

Carbon footprint | ||

CO2e emissions per 1000 revenue ton miles | Minimize | Volume |

Corporate average data efficiency (CADE) | Maximize | Percentage |

Lost time due to accidents (including fatalities) per hours worked | Minimize | Time |

Lost time due to non-fatal accidents per hours worked | Minimize | Time |

Nox emissions per 1000 revenue ton miles | Minimize | Volume |

Number of safety inspections | ||

Reportable non-fatal accidents per hours worked | Minimize | Number |

Total of manhours in safety and health training | Number | |

% of corrective actions closed out within specified timeframe | Maximize | Percentage |

% of corrective actions completed within planned time-frame | Maximize | Percentage |

% of employees wearing prescribed PPE | Maximize | Percentage |

% of energy used from renewable sources | Percentage | |

% of fatal accidents | Minimize | Percentage |

% of non-hazardous operational waste | Percentage | |

% of OHS committee recommendations implemented | Maximize | Percentage |

% of staff with adequate OHS training | Maximize | Percentage |

% of suppliers that affirmed business code of conduct | Maximize | Percentage |

Amount of petrol and diesel used | Minimize | Volume |

Average electrical consumption | ||

Employee perception of management commitment (survey) | Maximize | |

Energy costs per unit of production | Minimize | Money |

Energy saved due to conservation & efficiency improvements | Maximize | Energy |

Frequency of senior manager plant tours | Range | Time |

Health & safety prevention costs | Money | |

Number of fatalities per hours worked | Minimize | Number |

Number of harassment, intimidation, retalaition and discrimination alligations | Minimize | Number |

Number of near misses | Minimize | Number |

Number of non-conformance with legal or internal standards in safety inspections | Minimize | Number |

Number of PM/CM Backlog items | Minimize | Number |

Number of solved safety non-conformances | Maximize | Number |

Safety Audit scores | Maximize | Score |

Total Energy Use | Energy | |

Water used per amount of product manufactured | Minimize | Volume |

# Certified Suppliers | Maximize | Number |

$ Fines and penalties | Minimize | Money |

$ Sustainable capital investments | Money | |

% household waste sent for composting | Maximize | Percentage |

% household waste sent for recycling | Maximize | Percentage |

% of actual versus licensed water abstraction | Maximize | Percentage |

% of attendance at OHS committee meetings | Maximize | Percentage |

% of completed fire protection system inspection | Maximize | Percentage |

% of completed third party pressure vessel inspection | Maximize | Percentage |

% of daylighting in building | Maximize | Percentage |

% of eligible employees who signed the Business Conduct and Ethics Policy | Maximize | Percentage |

% of employees using public transport | Percentage | |

% of employees who consider that their business acts responsibly | Maximize | Percentage |

% of halogenated Volatile Organic Compounds (VOC) emissions | Percentage | |

% of hazardous debris | Minimize | Percentage |

% of health and safety representatives (HSR) positions filled | Maximize | Percentage |

% of investment agreements with human rights clauses | Maximize | Percentage |

% of issues raised by H&S reps actioned | Maximize | Percentage |

% of managers trained in accident investigation | Maximize | Percentage |

% of materials used that are recycled input materials | Maximize | Percentage |

% of non standard environments | Minimize | Percentage |

% of offensive odours beyond set boundary | Minimize | Percentage |

% of on-site created energy | Energy | |

% of products/services assessed for health & safety impacts | Maximize | Percentage |

% of recycled hazardous operational waste | Percentage | |

% of recycled non-hazardous operational waste | Percentage | |

% of suppliers screened on human rights | Maximize | Percentage |

% of the total tonnage of household waste sent for composting | Percentage | |

% of total power that is äóìgreenäó power | Maximize | Percentage |

% of total tonnage of household waste used to recover heat/power/energy | Percentage | |

% of volume of water recycled & reused | Maximize | Percentage |

% Safety Meeting Attendance | Maximize | Percentage |

Aircraft emissions per payload capacity | Volume | |

Amount of household waste collected per head | Volume | |

Carbon footprint of air travel by employees | Minimize | Volume |

Carbon footprint of employees driving to work | Minimize | Volume |

Carbon footprint of employees traveling | Minimize | Volume |

CO2 Emissions | Number | |

CO2 Tonnes per employee | Minimize | |

CO2e emissions in kg per square foot of property space | Minimize | |

Contact water use | Volume | |

Cost of solved safety non-conformances | Money | |

Disposal Costs | Money | |

Electrical Consumption vs Cooling Degree Days | ||

Environmental Responsibility Initiatives | Number | |

Fleet average per vehicle emissions of greenhouse gases | Minimize | |

Funds raised per FTE for non-profit and humanitarian organisations | Maximize | Money |

Gas Consumption vs Heating Degree Days | ||

Greenhouse gas (GHG) emissions | Volume | |

Greenhouse gases emitted per mile traveled | Minimize | |

Health and safety prevention costs per FTE | Money | |

Non-contact cooling water use | Volume | |

Number of accidental releases of substances | Minimize | Number |

Number of contained spills | Minimize | Number |

Number of formally raised safety-related employee concerns | Minimize | Number |

Number of full-time employees dedicated to social investment projects | Number | |

Number of initiatives to promote greater environmental responsibility | Number | |

Number of paper pages used per employee | Minimize | Number |

Number of reports in relation to products or services endangering health and safety | Minimize | Number |

Number of substituted hazardous substances or hazardous work | Number | |

Number of times work was stopped due to unplanned unsafe condition | Minimize | Number |

Number of violation of rest hours | Minimize | Number |

Percentage of operating income dedicated to social contribution | Percentage | |

Philanthropic contributions | Money | |

Philanthropy as a % of (pretax) profit | Percentage | |

Pollution incident rate | Minimize | Number |

Position on sustainability indexes | Score | |

Ratio of actual pollution discharge to target levels | Minimize | Percentage |

Ratio of Health and Safety Professionals to Company Employees | Ratio | |

Ratio, Disposed Materials / Net Sales | ||

Ratio, Revenues / CO2 Emmisions | Money | |

Ratio, Water Use / Net Sales | ||

Recycling revenues | Money | |

Safety attitude scores | Maximize | Score |

Safety Inspections done / Inspections due | Percentage | |

Sales from products that use recycled material | Money | |

Savings, $'s, from accident reduction | Maximize | Money |

Size of contaminated land sites | ||

Social contributions spent per employee | Money | |

Social Enterprise Change | Score | |

Spend on lobbying | Money | |

Total distance flown by employees | Distance | |

Total energy used per unit of production | Minimize | Energy |

Total investment in the community | Money | |

Total Number of Accidents | Minimize | Number |

Total number of incidents of discrimination | Minimize | Number |

Total on-site energy | Energy | |

Total Purchased Energy | Energy | |

Total value of goods / services donated | Money | |

Total waste materials disposed / net sales | Minimize | Ratio |

Waste disposed of per amount of product manufactured | Volume | |

Water use | Volume | |

Water use / net sales | Ratio | |

Water used per amount of product manufactured | ||

Weight recycled as % of past sales | Maximize | Percentage |

KPI Name | Direction | Unit Type |
---|---|---|

Average production costs of items | Minimize | Money |

Average Unit Cost | Money | |

Inventory months of supply | Time | |

Inventory Turns | Number | |

Manufacturing Schedule Adherence | Minimize | Percentage |

Sell-through % | Maximize | Percentage |

% of backorders | Minimize | Percentage |

% of orders delivered with damaged products/items | Minimize | Percentage |

% of total stock that is not displayed to customers | Percentage | |

Average age of inventory | Minimize | Time |

Customer order cycle time | Minimize | Time |

Damages as % of throughput | Minimize | Percentage |

Fill rate | Maximize | Percentage |

Freight cost per unit shipped | Minimize | Money |

Inventory Accuracy | Minimize | Percentage |

Inventory turnover | ||

Manufacturing cycle time | Time | |

On time ship rate | Maximize | Percentage |

Ontime delivery and pickup [Load, stop and shipment] | Maximize | Percentage |

Perfect Order Measure / Fulfillment | Maximize | Percentage |

Scrap value % | Minimize | Percentage |

Size of safety stock | Range | Percentage |

Transit time | Time | |

Warehouse productivity level | Maximize | Number |

% of accuracy in physical stock against system stock | Maximize | Percentage |

% of correctly picked line items | Maximize | Percentage |

% of Inventory items incorrectly located | Minimize | Percentage |

% of inventory items with incorrect stock balances | Minimize | Percentage |

% of safety stock used | Minimize | Percentage |

% of stock available at customers first request | Maximize | Percentage |

% of undamaged goods after shipping/transportation | Maximize | Percentage |

Cash to cash cycle time | Minimize | Time |

Empty miles | Minimize | Percentage |

Forecast Accuracy | Maximize | Percentage |

Freight bill accuracy | Maximize | Percentage |

Gross Margin Return on Inventory Investment | Maximize | Score |

Inactive Stock | Minimize | |

Inbound Volume Received | Number | |

Inventory Carrying Costs | Money | |

Inventory Days of Supply | Time | |

Inventory holding costs (IHC) as % of gross sales | Minimize | Percentage |

Inventory lead time | Time | |

Inventory Location Accuracy | Maximize | Percentage |

Inventory replenishment cycle time | Time | |

Inventory service level | Maximize | Percentage |

Inventory to obsolete goods ratio | Ratio | |

Inventory Value | Money | |

Number of line items picked | Maximize | Number |

On-time pickups | Maximize | Percentage |

Optimize Load Fulfilment (OLF) % | Maximize | Percentage |

Outbound freight costs as percentage of net sales | Minimize | Percentage |

Quantity per shipment | Maximize | Number |

Sales order by FTE | Maximize | Number |

Sell through % | Maximize | Percentage |

Stock cover | Time | |

Stockouts in period | Minimize | Number |

Supply chain cycle time | Minimize | Time |

Total logistics costs as a percentage of sales | Percentage | |

Total transport cost as % of delivered sales | Percentage | |

Value of obsolete stock | Minimize | Money |

Frequency of canceled orders | Time | |

% of EDI transactions | Maximize | Percentage |

% of escalated orders | Minimize | Percentage |

% of filled warehouse locations | Percentage | |

% of goods received from 1 batch | Maximize | Percentage |

% of incorrectly assigned orders | Minimize | Percentage |

% of inventory in accounts payable | Percentage | |

% of items equipped with Radio frequency identification (RFID) | Percentage | |

% of items tracked with Radio frequency identification (RFID) | Percentage | |

% of logistics outsourcing | Percentage | |

% of neglected orders | Minimize | Percentage |

% of orders closed with all data fields completed | Maximize | Percentage |

% of orders remaining in 'Plan' status | Minimize | Percentage |

% of orders remaining in 'Request' status | Minimize | Percentage |

% of Orders Requiring Rework | Minimize | Percentage |

% of orders that were captured with incorrect attributes | Minimize | Percentage |

% of orders that were delivered with requested documentation | Maximize | Percentage |

% of orders with 'Delay' status | Minimize | Percentage |

% of orders with 'Delay' status due to unavailability of equipment | Percentage | |

% of orders with 'Delay' status due to unavailability of manpower | Percentage | |

% of orders with 'Delay' status due to unavailability of resources | Percentage | |

% of orders with 'Delay' status due to unavailability of services | Percentage | |

% of orders with all data fields completed | Maximize | Percentage |

% of orders with all planning data completed | Maximize | Percentage |

% of orders with schedule date earlier or equal to late finish date | Percentage | |

% of orders/items arrives at the right location | Maximize | Percentage |

% of overdue orders | Minimize | Percentage |

% of re-opened orders | Minimize | Percentage |

% of shipment visibility/traceability | Maximize | Percentage |

% of slow moving products | Percentage | |

% of time spent picking back orders | Minimize | Percentage |

% of unfinished received items | Minimize | Percentage |

% of uninterrupted orders | Maximize | Percentage |

% of unsell-able stock due to out-of-fashion | Minimize | Percentage |

% of warehouse shrinkage | Percentage | |

% Orders Delivered by Committed Date | Maximize | Percentage |

Accessorials as percent of total freight | Percentage | |

Average age of order backlog | Minimize | Time |

Average closure duration of orders | Minimize | Time |

Average consignment size | ||

Average cost involved with import or export transaction | Minimize | Money |

Average days late per late order | Minimize | Time |

Average dock-to-stock time for handling | Time | |

Average dock-to-stock time for inspection/testing | Time | |

Average dock-to-stock time for receiving | Time | |

Average handling cost per order | Minimize | Money |

Average handling time of orders | Minimize | Time |

Average number of days open of orders | Minimize | Time |

Average number of orders per handler | Number | |

Average overdue time of orders | Minimize | Time |

Average time difference between LOGR and LOGC | Time | |

Average time in inventory | Time | |

Average time of import or export transaction | Minimize | Time |

Backlog of orders | Minimize | Percentage |

Box Order Completeness | Maximize | Percentage |

Box Order Correctness | Maximize | Percentage |

Carrying Costs, Finished Goods | Money | |

Closure duration rate of orders | Minimize | Ratio |

Cost of Fulfillment Process | Money | |

Cubic meters per 1,000 packages | Volume | |

Customer order pick-to-ship cycle time | Minimize | Time |

Customer order promised cycle time | Time | |

Delivery Schedule Adherence (DSA) | Maximize | Percentage |

Early PO Receipts to PO due date | ||

Early receipts to MRP date (required date) | ||

Economic Order Quantity (EOQ) | ||

Floor space utilization | Maximize | Percentage |

Frequency of emergency orders | Time | |

Fulfillment Process Costs as % OpEx | Percentage | |

Independent demand ratio | Percentage | |

Insurance costs as % of inventory costs | Percentage | |

Internal cycle time Receipt of material to GRN/MRR | Time | |

Inventory Age, Value weighted | Money | |

Inventory Carrying Rate | Percentage | |

Inventory Dollars Discrepant | Minimize | Money |

Inventory holding costs (IHC) as % of inventory value | Minimize | Percentage |

Inventory management cost as % of gross sales | Minimize | Percentage |

Item issuing time | Time | |

Material value add | Percentage | |

Mean Duration to Fulfill Service Order | Time | |

Mean time order to activation | Minimize | Time |

Mean Time to Handle Defects or Rework from Order to Activation | Minimize | Time |

Missed Deliveries per Million (MPM) | Minimize | |

Number & Value of surplus / obselete stock | ||

Number of active suppliers per supply employee | Ratio | |

Number of deliveries with past due goods issue date | Minimize | |

Number of inaccurate business forecast inputs provided | Minimize | Number |

On Time In Full, Commit Date | Minimize | Number |

On Time In Full, Request Date | Minimize | Number |

Ontime line count | Maximize | Percentage |

Ontime value % | Maximize | Percentage |

Order Authorization to Order Receipt Cycle | Time | |

Order Cycle, Customer Receipt to Install | Time | |

Order Cycle, Entry to Payment | Time | |

Order Cycle, Order Entry to Build Start | Time | |

Order Cycle, Order Entry to Shipment | Time | |

Order Cycle, Order Receipt to Entry | Minimize | Time |

Order Cycle, Order Shipment to Receipt | Minimize | Time |

Order Fill Rate, Customer | Maximize | Percentage |

Order Fill Rate, Supplier | Maximize | Percentage |

Order Fulfillment Costs | Money | |

Order Fulfillment Lead Time | Time | |

Order Management Costs | Money | |

Order Management Costs, Order Specific | Money | |

Order Management Costs, Return Specific | ||

Order to activation time by major process | Time | |

Orders, Correct Documentation | Maximize | Percentage |

Orders, Damage Shipments | Minimize | Percentage |

Orders, Delivery Errors | Minimize | Percentage |

Orders, Invoice Errors | Minimize | Percentage |

Orders, Receipts Error Free | Maximize | Percentage |

Pallet Order Completeness | Maximize | Percentage |

Pallet Order Correctness | Maximize | Percentage |

Percent Variability in Lead Time | Minimize | Percentage |

Percentage of duplicate stock numbers | Minimize | Percentage |

Percentage of problem suppliers | Minimize | Percentage |

Percentage of stock controlled SKUs | Maximize | Percentage |

Picks per man hour | Number | |

PPV | ||

Product lead time | Time | |

Queue rate of orders | Maximize | Ratio |

Range in number of orders issued | Number | |

Rate of customers returns or billing disputes due to products shipped but not ordered | Percentage | |

Receiving errors | Minimize | Number |

Recommended Cut Orders | ||

Requested Time in Full (RTIF) | Maximize | Percentage |

Return Warehouse Expense | Money | |

Stock in excess of next 60 days needs | ||

Stock Status (Number & value of Stock Items) | ||

Stored items per employee | Number | |

Supplier delivery dock-to-stock cycle time | Minimize | Time |

Total Logistic Efficiency | Money | |

Total value of consignment stock | Money | |

Unit Cost of Fulfillment | Money | |

Unit Cost per batch | Money | |

Value of Items last transaction > than given period | Money | |

Value of items stolen from inventory | Minimize | Money |

KPI Name | Direction | Unit Type |
---|---|---|

% of customers given satisfaction surveys | Range | Percentage |

% of outage due to changes (planned unavailability) | Minimize | Percentage |

% of outage due to incidents (unplanned unavailability) | Minimize | Percentage |

% of systems covered by antivirus/antispyware software | Maximize | Percentage |

% of systems with latest antivirus/antispyware signatures | Maximize | Percentage |

Availability (excluding planned downtime) | Maximize | Percentage |

Average number of calls / service request per handler | Number | |

Customer satisfaction (index) | Maximize | Score |

First-call resolution rate | Maximize | Percentage |

Mean Time to Repair (MTTR) | Minimize | Time |

Mean-time between failure (MTBF) | Maximize | Time |

Number of complaints | Minimize | Number |

Number of software defects in production | Minimize | Number |

% of (critical) infrastructure components with automated availability monitoring | Maximize | Percentage |

% of availability SLAs met | Maximize | Percentage |

% of backed-out changes | Minimize | Percentage |

% of calls answered within set timeframe | Maximize | Percentage |

% of changes that cause incidents | Minimize | Percentage |

% of CIs monitored for performance | Maximize | Percentage |

% of escalated service requests | Minimize | Percentage |

% of first-line resolution of service requests | Maximize | Percentage |

% of incidents solved within deadline/target | Maximize | Percentage |

% of network bandwidth used | Percentage | |

% of overdue service requests | Minimize | Percentage |

% of reopened incidents | Minimize | Percentage |

% of reopened service requests | Minimize | Percentage |

% of repeat incidents | Minimize | Percentage |

% of service requests resolved within an agreed-upon period of time | Maximize | Percentage |

% of software licenses used | Maximize | Percentage |

% of unplanned outage/unavailability due to changes | Minimize | Percentage |

% of urgent changes | Minimize | Percentage |

Abandon rate of incoming phone calls | Minimize | Percentage |

Availability | Maximize | Percentage |

Average incident closure duration | Time | |

Average incident response time | Minimize | Time |

Average problem closure duration | Minimize | Time |

Average speed to answer phone call | Minimize | Time |

Downtime | Minimize | Percentage |

First line service request closure rate | Maximize | Percentage |

Incident queue rate | Maximize | Ratio |

IT Spending per Employee | Range | Money |

IT to Total Employees Ratio | Range | Ratio |

Mean Time To Detect (MTTD) | Minimize | Time |

Number of business compliance issues caused by improper configuration of assets | Minimize | Number |

Number of business disruptions caused by problems | Minimize | Number |

Number of times (corporate) website shows a 404 page | Minimize | Number |

Problem backlog | Minimize | Percentage |

Problem queue rate | Maximize | Ratio |

Service request backlog | Minimize | Percentage |

Service request queue rate | Maximize | Ratio |

Unit costs of IT service(s) | Money | |

% incidents solved within SLA time | Maximize | Percentage |

% IT Budget of Total Revenues | Percentage | |

% IT Capital Spending of Total Investment | Percentage | |

% of (assigned) disk space quota used | Percentage | |

% of backlogged/neglected change requests | Minimize | Percentage |

% of callers given satisfaction surveys | Range | Percentage |

% of calls transferred | Percentage | |

% of changes initiated by customers | Maximize | Percentage |

% of critical business processes not covered by a defined service availability plan | Minimize | Percentage |

% of delivered changes implemented within budget/costs | Maximize | Percentage |

% of downtime due to security incidents | Minimize | Percentage |

% of dropped telephone calls (DCR) | Minimize | Percentage |

% of email spam messages stopped/detected | Maximize | Percentage |

% of email spam messages unstopped/undetected | Minimize | Percentage |

% of fully documented SLAs | Maximize | Percentage |

% of implemented changes not approved (by management / CAB) | Minimize | Percentage |

% of incidents reported more than once by customer | Minimize | Percentage |

% of incorrectly assigned incidents | Minimize | Percentage |

% of incorrectly assigned service requests | Minimize | Percentage |

% of IT costs associated to IT investment | Percentage | |

% of IT costs associated to IT maintenance | Percentage | |

% of IT labor outsourced | Percentage | |

% of licences purchased and not accounted for in configuration repository | Minimize | Percentage |

% of open service requests worked on | Percentage | |

% of overdue changes | Minimize | Percentage |

% of overdue incidents | Minimize | Percentage |

% of overdue problems | Minimize | Percentage |

% of problems resolved within the required time period | Maximize | Percentage |

% of problems with a root cause analysis | Maximize | Percentage |

% of problems with a root cause identified | Maximize | Percentage |

% of problems with available workaround | Percentage | |

% of response-time SLAs not met | Minimize | Percentage |

% of servers located in data centers | Maximize | Percentage |

% of Service Desk Availabilty | Percentage | |

% of service requests due to poor performance | Minimize | Percentage |

% of service requests posted via web (self-help) | Maximize | Percentage |

% of services covered by SLA | Maximize | Percentage |

% of SLAs without service level breaches | Minimize | Percentage |

% of spent on IT maintenance | Range | Percentage |

% of system transactions executed within response time threshold | Maximize | Percentage |

% of unauthorized implemented changes | Minimize | Percentage |

% of vendor services delivered without agreed service targets | Minimize | Percentage |

% of virus incidents requiring manual cleanup | Minimize | Percentage |

% of virusses & spyware detected in email | Percentage | |

% recycled printer paper | Maximize | Percentage |

Age of backup | Time | |

Average # of incidents handled by each first line operatives | Range | Number |

Average after call work time | Time | |

Average cost to solve a problem | Minimize | Money |

Average cost to solve an incident | Minimize | Money |

Average number of (re)-assignments of incidents | Minimize | Number |

Average overdue time of overdue service requests | Minimize | Time |

Average response time of transactions | Minimize | Time |

Average time to restore backup | Minimize | Time |

Carbon footprint | ||

Change queue rate | Maximize | Ratio |

Corporate average data efficiency (CADE) | Maximize | Percentage |

Corrective maintenance to preventive maintenance ratio | Ratio | |

Cost of cleanup of virus/spyware incidents | Minimize | Money |

Costs of operating call center / service desk | Money | |

Critical-time failures | Minimize | Number |

Critical-time outage | Minimize | Percentage |

Datacenter power usage effectiveness (PUE) | Ratio | |

Deviation of planned budget for SLA | Minimize | Percentage |

Email Backlog | Minimize | Number |

Incident backlog | Minimize | Number |

IT Investment to IT Staff Training | Ratio | |

Number of alerts on exceeding system capacity thresholds | Minimize | Number |

Number of compliments | Maximize | Number |

Number of detected network attacks | ||

Number of incidents caused by deficient user training | Minimize | Number |

Old incident backlog | Minimize | Percentage |

Ratio of % growth of IT budget versus % growth of revenues | Ratio | |

Service request closure duration rate | Minimize | Ratio |

Software Bug Resolution | Minimize | Time |

Spam detection failure % | Minimize | Percentage |

# of as-is request | Number | |

# of FTE per size of storage under management | Number | |

# of Significant change requests uses the EA Repository | Number | |

% Incidents Submitted via Automated Monitoring | Percentage | |

% of "dead" servers | Minimize | Percentage |

% of audited CIs | Maximize | Percentage |

% of backup operations that are successful | Maximize | Percentage |

% of Business Processes with Continuity Agreements | Maximize | Percentage |

% of business projects that consider IT risk | Maximize | Percentage |

% of changes closed before deadline | Maximize | Percentage |

% of changes closed with all data fields completed | Maximize | Percentage |

% of changes remaining in 'Plan' status. | Minimize | Percentage |

% of changes remaining in 'Request' status | Minimize | Percentage |

% of changes scheduled outside maintenance window | Minimize | Percentage |

% of changes that required restoration of backup | Minimize | Percentage |

% of changes with 'Delay' status | Minimize | Percentage |

% of changes with 'Delay' status due to third party | Minimize | Percentage |

% of changes with 'Delay' status due to unavailability of equipment | Minimize | Percentage |

% of changes with 'Delay' status due to unavailability of manpower | Minimize | Percentage |

% of changes with 'Delay' status due to unavailability of resources | Minimize | Percentage |

% of changes with 'Delay' status due to unavailability of services | Minimize | Percentage |

% of changes with all data fields completed | Maximize | Percentage |

% of changes with all planning data completed | Maximize | Percentage |

% of changes with man-hour estimate within 10% of actual | Maximize | Percentage |

% of changes with schedule date earlier or equal to late finish date | Maximize | Percentage |

% of CIs included in capacity reviews | Percentage | |

% of CIs mapped onto IT services in the CMDB | Maximize | Percentage |

% of CIs under maintenance contract | Minimize | Percentage |

% of CIs with under-capacity | Minimize | Percentage |

% of current initiatives driven by IT | Percentage | |

% of current initiatives driven by the business | Percentage | |

% of delivered services not in the service catalogue | Minimize | Percentage |

% of disk space used | Percentage | |

% of energy used from renewable sources | Percentage | |

% of escalated releases | Minimize | Percentage |

% of failed system transactions | Minimize | Percentage |

% of growth of IT budget | Percentage | |

% of high priority service requests registered | Minimize | Percentage |

% of hours devoted to train tecnichal staff in IT security compared with the total ones | Percentage | |

% of implemented changes without Impact Analysis | Minimize | Percentage |

% of inaccuratly registered CIs in CMDB | Minimize | Percentage |

% of incident that lost OLA in identify process (MTTI) | Minimize | Percentage |

% of incidents by source | Percentage | |

% of incidents caused by deficient documentation | Minimize | Percentage |

% of incidents closed with all data fields completed | Maximize | Percentage |

% of incidents fixed before users notice | Maximize | Percentage |

% of incidents not solved in-time due to inaccurate configuration data | Minimize | Percentage |

% of incidents remaining in 'Plan' status | Minimize | Percentage |

% of incidents remaining in 'Request' status | Minimize | Percentage |

% of incidents resolved remotely | Percentage | |

% of incidents which change classification during the lifecycle | Minimize | Percentage |

% of incidents with all data fields completed | Maximize | Percentage |

% of incidents with all planning data completed | Maximize | Percentage |

% of incidents with man-hour estimate within 10% of actual | Maximize | Percentage |

% of incidents with schedule date earlier or equal to late finish date | Maximize | Percentage |

% of IT contribution in ROTA | Maximize | Percentage |

% of IT initiatives/projects championed by the business | Maximize | Percentage |

% of IT time associated to IT investment | Range | Percentage |

% of IT time spent on NPD versus total time spent on NPD rollout | Percentage | |

% of monitoring coverage | Maximize | Percentage |

% of neglected releases | Minimize | Percentage |

% of network packet loss | Minimize | Percentage |

% of open service requests unmodified/neglected | Minimize | Percentage |

% of overdue releases | Minimize | Percentage |

% of patches applied outside of maintenance window | Minimize | Percentage |

% of physical backup / archive media that are fully encrypted | Percentage | |

% of Planned vs Unplanned changes | Percentage | |

% of problems closed with all data fields completed | Maximize | Percentage |

% of problems remaining in 'Plan' status | Minimize | Percentage |

% of problems remaining in 'Request' status | Minimize | Percentage |

% of problems reported by customers | Minimize | Percentage |

% of problems with all data fields completed | Maximize | Percentage |

% of problems with all planning data completed | Maximize | Percentage |

% of problems with man-hour estimate within 10% of actual | Maximize | Percentage |

% of problems with schedule date earlier or equal to late finish date | Maximize | Percentage |

% of refused changes by CAB | Percentage | |

% of releases handled first time correctly | Maximize | Percentage |

% of releases handled within agreed upon time-frame | Maximize | Percentage |

% of releases with 'Delay' status | Minimize | Percentage |

% of releases with 'Delay' status due to third party | Minimize | Percentage |

% of releases with 'Delay' status due to unavailability of equipment | Minimize | Percentage |

% of releases with 'Delay' status due to unavailability of manpower | Minimize | Percentage |

% of releases with 'Delay' status due to unavailability of resources | Minimize | Percentage |

% of releases with 'Delay' status due to unavailability of services | Minimize | Percentage |

% of resolved calls that have not been closed | Minimize | Percentage |

% of reviewed SLAs | Maximize | Percentage |

% of routine changes | Percentage | |

% of service levels (in SLAs) reported in an automated way | Maximize | Percentage |

% of service levels (in SLAs) that are actually measured | Maximize | Percentage |

% of service requests closed before deadline | Maximize | Percentage |

% of service requests closed with all data fields completed | Maximize | Percentage |

% of service requests remaining in 'Plan' status. | Minimize | Percentage |

% of service requests remaining in 'Request' status | Minimize | Percentage |

% of service requests with 'Delay' status | Minimize | Percentage |

% of service requests with 'Delay' status due to third party | Minimize | Percentage |

% of service requests with 'Delay' status due to unavailability of equipment | Minimize | Percentage |

% of service requests with 'Delay' status due to unavailability of manpower | Minimize | Percentage |

% of service requests with 'Delay' status due to unavailability of resources | Minimize | Percentage |

% of service requests with 'Delay' status due to unavailability of services | Minimize | Percentage |

% of service requests with all data fields completed | Maximize | Percentage |

% of service requests with all planning data completed | Maximize | Percentage |

% of service requests with man-hour estimate within 10% of actual | Maximize | Percentage |

% of service requests with schedule date earlier or equal to late finish date | Maximize | Percentage |

% of services not covered in Continuity Plan | Minimize | Percentage |

% of SLA breaches caused by underpinning contracts | Minimize | Percentage |

% of SLAs in renegotiation | Percentage | |

% of SLAs requiring changes | Percentage | |

% of SLAs under Review | Minimize | Percentage |

% of SLAs with an assigned account manager | Maximize | Percentage |

% of spam false positives | Minimize | Percentage |

% of spend on current IT capital projects that are considered driven by the business | Percentage | |

% of successful software upgrades | Maximize | Percentage |

% of successfull software installations | Maximize | Percentage |

% of system transactions executed within response time threshold during peak-time | Maximize | Percentage |

% of systems not to policy patch level | Minimize | Percentage |

% of test backup restores that are successful | Maximize | Percentage |

% of tickets closed without Request | Percentage | |

% of time coordinating changes | Percentage | |

% of total changes that are of KTLO activity | Percentage | |

% of unauthorized CI's in the IT infrastructure | Minimize | Percentage |

% of unmodified/neglected incidents | Minimize | Percentage |

% of unmodified/neglected problems | Minimize | Percentage |

% of unowned open service requests | Minimize | Percentage |

% of unplanned purchases due to poor performance | Minimize | Percentage |

% of unregistered changes | Minimize | Percentage |

% of workarounds to service requests applied | Minimize | Percentage |

% on-time service level changes | Maximize | Percentage |

% reduction of IPCS's (Incident, Problem, Change, Service Request) | Percentage | |

% rework (number of records) required after initial change implementation | Minimize | Percentage |

Accuracy of expenditure as defined in Capacity Plan | Maximize | Percentage |

Accuracy of expenditure as defined in Continuity Plan | Minimize | Percentage |

Adoption Rate | Maximize | Percentage |

Application Performance Index (Apdex) | Maximize | Score |

Average % of CPU utilization | Range | Percentage |

Average % of memory utilization | Range | Percentage |

Average age of hardware assets | Time | |

Average audit cycle of CIs | Time | |

Average change closure duration | Time | |

Average costs of release | Minimize | Money |

Average cycle time between urgent releases | Minimize | Time |

Average data center rack utilization | Maximize | Percentage |

Average delay in SLAs review | Minimize | Time |

Average deviation of deadline incidents | Minimize | Time |

Average handling cost per release | Minimize | Money |

Average handling time of releases | Minimize | Time |

Average incidents solved by FLM | Maximize | Percentage |

Average international jitter | Minimize | Time |

Average international packet loss % | Minimize | Percentage |

Average international round-trip latency | Minimize | Time |

Average IT-related costs per customer | Money | |

Average national jitter | Minimize | Time |

Average national packet loss % | Minimize | Percentage |

Average national round-trip latency | Minimize | Time |

Average network round trip latency | Minimize | Time |

Average network throughput | Maximize | |

Average number of (re)-assignments of service requests | Minimize | Number |

Average number of components under management per FTE | Number | |

Average number of incidents per desktop | Minimize | Number |

Average number of versions of software | Minimize | Number |

Average number of virtual images per administrator | Range | Number |

Average overdue time of releases | Minimize | Time |

Average penalty costs per SLA | Minimize | Money |

Average retransmissions of network packets | Minimize | |

Average rework per change after implementation of changes | Minimize | Time |

Average size of email boxes/storage | ||

Average storage/disk read time | Time | |

Average storage/disk seek time | Time | |

Average storage/disk transfer rate | ||

Average storage/disk write time | Time | |

Average time between CMDB reconciliation | Time | |

Average time between tests of backup | Time | |

Average time between updates of Capacity Plan | Time | |

Average time between updates of Continuity Plan | Range | Time |

Average time open of unsolved service requests | Minimize | Time |

Average time period between identifying and rectifying a discrepancy | Minimize | Time |

Average time spent on Capacity Plans | Time | |

Average time spent on CMDB reconciliation | Time | |

Average time spent on Continuity Plans | Time | |

Average time to restore off-site backup | Minimize | Time |

Average time to solve service request | Minimize | Time |

Backlog change of service requests | Number | |

Balance of Problems solved with a KE - RFC or other | Maximize | Ratio |

Business Impact Analysis (BIA) Coverage | Maximize | Percentage |

Change closure duration rate | Minimize | Ratio |

Change in "Residual Risk" | Percentage | |

Cost of CMDB reconciliation | Money | |

Cost of patches | Minimize | Money |

Cost of producing Continuity Plans | Money | |

Cost of service delivery | Money | |

Cost of SLAs | Money | |

Costs associated to unplanned purchases to resolve poor performance | Minimize | Money |

Data center bypass % | Percentage | |

Data center floor usage % | Maximize | Percentage |

Data Center Infrastructure Efficiency (DCiE) | Percentage | |

Data center recirculation % | Percentage | |

Distribution cycle of patches | Minimize | Time |

Duration of Major Deployments | Time | |

Efforts required for impact assessment of an incident, change | Minimize | Time |

Energy-related costs as % of overall data center expenditures | Percentage | |

Fail rate of tested vs non-tested emergency releases | Ratio | |

Frecuency of IT security audits | ||

Frequency of CAB meeting | Range | Time |

Frequency of review of IT continuity plan | Time | |

Growth of the CMDB | Percentage | |

Hardware asset value | Money | |

Humidity % of data center | Percentage | |

Impact of IT Training on IT Operational Costs | Ratio | |

Incident impact rate incomplete CMDB | Minimize | Percentage |

Incidents completed without escalation | Maximize | Percentage |

Information architecture planning horizon | Time | |

IT Service Continuity Plan testing failures | Minimize | Number |

Latency of unapplied patches | Minimize | Time |

Lead Time To Change Execution | Minimize | Time |

Maximum age of hardware assets | Time | |

Maximum Capacity Reserves | Percentage | |

Maximum CPU usage | Range | Percentage |

Maximum memory usage | Range | Percentage |

Maximum response time of transactions | Minimize | Time |

Mean Opinion Score (MOS) | Maximize | |

Mean time (days) Request for Change approval | Time | |

Mean time to provision | Time | |

Minimum bandwidth guarantee | ||

Network Asset Efficiency % | Percentage | |

Normal Capacity Reserves | Percentage | |

Number of deviations between configuration repository and actual configurations | Minimize | Number |

Number of hours spent in IT Security training | Time | |

Number of incidents caused by changes vs total nr of incidents | Minimize | Percentage |

Number of Incidents Caused By Inadequate Capacity | Minimize | Number |

Number of Incidents logged with no diagnosis provided in the Incident description | Minimize | Number |

Number of incidents per developed application | Minimize | Number |

Number of Incidents per Known Problem | Number | |

Number of Incidents per Problem | Number | |

Number of installed vs. utilized ports | Percentage | |

Number of IT-related events with business impact with failure to escalate | Number | |

Number of network compliance IT audits per year | Number | |

Number of new service requests | Number | |

Number of occurrences of loss of strategic data | Minimize | Number |

Number of open service requests | Number | |

Number of open service requests older than 28 days | Number | |

Number of outgoing virusses/spyware caught | ||

Number of outstanding actions of last SLA review | Minimize | |

Number of overdue support tickets | Number | |

Number of repeated incidents | Minimize | Number |

Number of service requests solved on first-call | Number | |

Number of service requests solved on first-line | Number | |

Number of service requests solved within deadline | Number | |

Number of SLA breaches due to poor performance | Minimize | Number |

Number of solved service requests | Number | |

Number of training calls handled by the service desk | Number | |

Number of untested releases | Minimize | Number |

Number of urgent releases | Minimize | Number |

Number of urgent releases approvals (Hot Fixes) | Minimize | Number |

Percent of incidents classified as security related | Minimize | Percentage |

Percentage of end user computers | Percentage | |

Percentage of end user printers | Percentage | |

Physical servers vs Virtual servers | Ratio | |

Power draw % by network | Percentage | |

Power draw % by storage | Percentage | |

Power draw % by systems | Percentage | |

Proportion of Automatic Release Distribution | Maximize | Percentage |

Ratio of cost of materialized and prevented IT incidents | Ratio | |

Ratio of fixed price projects cost versus T&M projects cost | Ratio | |

Ratio of Incidents to Staff | Number | |

Ratio of IT management costs and prevented IT incidents costs | Ratio | |

Ratio of number of incidents versus number of changes | Ratio | |

Ratio of number of incidents versus number of problems | Ratio | |

Requirement Coverage Percentage | Minimize | Percentage |

Requirement Gap Percentage | Minimize | Percentage |

Resolution Time of Capacity Shortage | Minimize | Time |

RISC Asset Efficiency % | Percentage | |

Risk Level Matrix | Score | |

Security Implementation Duration | Minimize | Time |

Security Incident Resolution Time by Severity | Maximize | Percentage |

Security vulnerability density per 1,000 lines of code | Minimize | Number |

Server to System Administration Ratio | Ratio | |

Service Call Abandoned Rate | Minimize | Percentage |

Software support costs | Money | |

Storage Asset Efficiency % | Percentage | |

Storage/disk capacity | ||

Storage/disk rotation speed | ||

Time lag between code changes/fixes and release of new build/handoff back to QA | Minimize | Time |

Time to distribute software to all customers | Minimize | Time |

Time to fix connectivity problems | Minimize | Time |

Time to implement a MAC | Time | |

Time until Problem Identification | Time | |

Total rework after implementation of changes | Minimize | |

Total service delivery penalties paid | Minimize | Money |

Watts per Active Port | Minimize | Energy |

Website success rate | ||

Weighted security vulnerability density per unit of code | Minimize | Score |

x86 Asset Efficiency % | Percentage |

KPI Name | Direction | Unit Type |
---|---|---|

Average number of training hours per employee | Range | Number |

Number of (internal) control improvement initiatives | Number | |

Time-to-market of changes to existing products/services | Time | |

Time-to-market of new products/services | Minimize | Time |

% of employees gone through training | Percentage | |

% of new product/service developments launched on time | Maximize | Percentage |

% of sales due to launched product/services | Percentage | |

Average frequency of updates of documents | Time | |

Average number of quality checks vs. target | Maximize | Percentage |

Defects per million opportunities (DPMO) | Minimize | Number |

Effectiveness of internal audits | ||

Number of customer complaint due to quality of services | Minimize | Number |

Quality personnel to normal personnel ratio | Ratio | |

R&D spend as % of revenue | Percentage | |

Training penetration rate | Maximize | Percentage |

Yield % | Percentage | |

% implemented OFI's raised in audits | Maximize | Percentage |

% of defects/ violations/ deviations found on Process control | Percentage | |

% of documents not stored in document management system | Minimize | Percentage |

% of improvements done from process improvement activities | Percentage | |

% of new product/service developments launched on budget | Maximize | Percentage |

% of R&D projects involving customers | Percentage | |

% of recjected patents | Minimize | Percentage |

% of sales from products launched previous year | Percentage | |

% of time of employees available for improvement activities | Range | Percentage |

Average application time for patents | Minimize | Time |

Average development costs per new product | Money | |

Average number of prototypes per new product | Number | |

Average time from idea to first patent filing | Minimize | Time |

Cost of quality as % of annual revenues | Range | Percentage |

Defects % | Minimize | Percentage |

Idea conversion rate | Percentage | |

Number of Audit Finding closing more than two weeks | Number | |

Number of collected ideas that were implemented | Number | |

Number of ideas developed | Number | |

Number of units rejected by quality inspection | ||

Ratio of paper to electronic documents | Minimize | Ratio |

Time to respond to legal discovery of records | Minimize | Time |

Total turnaround time (per business process) | Time | |

% Change in New Product Revenue To Total Revenue | Percentage | |

% coverage of review of existing documents to check its appropriateness | Maximize | Percentage |

% coverage of validation plan for systems | Maximize | Percentage |

% dedicated resources for radical innovation | Percentage | |

% of action points derived from self audit, implemented within time planned | Maximize | Percentage |

% of batches reprocessed / rejected | Minimize | Percentage |

% of benchmarking activities that result in implementation of enhancements | Maximize | Percentage |

% of change controls reviewed vs implemented | Maximize | Percentage |

% of cost savings attributed to use of Six Sigma | Maximize | Percentage |

% of defects/ violations/ deviations found on materials control | Percentage | |

% of deviation reports approved vs generated | Maximize | Percentage |

% of document change amendments completed within agreed time | Maximize | Percentage |

% of documents digitally archived | Percentage | |

% of documents in non-enterprise repositories | Minimize | Percentage |

% of documents not accessed regulary | Percentage | |

% of duplications/document variations | Minimize | Percentage |

% of enterprise documents accessible to search engine | Maximize | Percentage |

% of existing vendors / suppliers re-certified by audit | Percentage | |

% of ideas from outside the organization | Percentage | |

% of ideas that are funded for development | Percentage | |

% of ideas that are killed | Percentage | |

% of improvement of training time | Maximize | Percentage |

% of internal Blackbelts | Percentage | |

% of internal Greenbelts | Percentage | |

% of investment in non-core innovation projects | Percentage | |

% of new customers from new products / services | Maximize | Percentage |

% of new patents as leading edge on competitors | Maximize | Percentage |

% of patents for sale | Percentage | |

% of profit increases attributed to use of Six Sigma | Maximize | Percentage |

% of R&D projects involving pre-competitive research with competing companies | Percentage | |

% of R&D projects involving universities / research institutes | Percentage | |

% of senior management time invested in growth innovation | Percentage | |

% of validation plans completed within agreed time | Maximize | Percentage |

% reduction of market complaints | Maximize | Percentage |

% searches resulting in a document being opened | Percentage | |

Average age of knowledge assets | Time | |

Average age of patents | Time | |

Average cost of benchmarking study | Money | |

Average cost per patent | Money | |

Average experience with Six Sigma | Time | |

Average lead time to respond to ideas / suggestions | Minimize | Time |

Average prototyping speed | Time | |

Average time to complete benchmarking study | Time | |

Average time-to-profitability for changes to existing products/services | Minimize | Time |

Average time-to-profitability for new product/service | Minimize | Time |

Average value of ideas / suggestions implemented | Maximize | Money |

Benchmarking performance | Percentage | |

Cost of IT as % of total cost of KM | Percentage | |

Cost of participation in KM activities as % of total cost of KM | Percentage | |

Customer satisfaction with new products / services | Maximize | Score |

Defects per unit (DPU) | ||

Document change turn around time | Minimize | Time |

Document storage costs | Money | |

Effectiveness of Process Audits | Maximize | Percentage |

EnE Ratio | Maximize | Ratio |

Frequency of use of knowledge assets | Time | |

New product sales cannibalization ratio | Ratio | |

New product turn around time | Minimize | Time |

Number of change controls reviewed after implementation | Number | |

Number of collected ideas that were developed further | Number | |

Number of documents that have not been removed after end-of-life | Minimize | |

Number of inactive billing addresses | Minimize | Number |

Number of minor finding on ISO 9001 Internal Audit | Minimize | Number |

Number of new commercial proposals launched | Number | |

Number of patent submissions, benchmarked against competitors | Ratio | |

Number of patents due to expire | Number | |

Number of postponed ISO 9001 Internal Audit caused by Auditee | Number | |

Number of postponed ISO 9001 Internal Audit caused by Auditor | Minimize | Number |

Number of total documents changed as % of total documents | Percentage | |

Percent R&D cost for new products | Percentage | |

Potential double customers in master data | Minimize | |

Product Innovation Index | Score | |

Quality Verification Costs | Money | |

R&D productivity based on gross margin | ||

Ratio of number of concepts to actual products | Ratio | |

Ratio, Data Accuracy | Maximize | Percentage |

Ratio, Data Duplication | Minimize | Percentage |

Research idea conversion rate | Maximize | Percentage |

Six Sigma Improvements, Corporate | Maximize | Money |

Six Sigma Working Capital, Corporate | Maximize | Money |

Total costs of Knowledge Management per FTE | Money | |

Total funds invested in non-core innovation projects | Money | |

Total Lead Time | Time | |

Total number of active face to face communities of practice per full time KM employee | Number | |

Total number of defects | ||

Total number of KM participants per full time KM employee | Maximize | Number |

Total number of opportunities for a defect |

KPI Name | Direction | Unit Type |
---|---|---|

Average equipment costs per employee | Money | |

Cost of office space per employee | Money | |

Accuracy of cleaning services | Maximize | Percentage |

Average age of fleet | Time | |

Cleaning costs per square foot | Money | |

Facility maintenance response time | Minimize | Time |

Maintenance cost per square foot | Minimize | Money |

Square feet cleaned per FTE | Maximize | Number |

% of daylighting in building | Maximize | Percentage |

% of personnel trained in safety, security and facilities measures | Maximize | Percentage |

% of vacant floor space | Minimize | Percentage |

Amount of petrol and diesel used | Minimize | Volume |

Annual Maintenance Expenditure (AME) | Minimize | Money |

Average employee lost productivity per move (down time) | Minimize | |

Average time per move (from request to completion) | Minimize | Time |

Backlog work by craft equivalents | Minimize | Time |

Cost of janitorial services per square foot | Money | |

Facility Coefficient | Minimize | Ratio |

Greenhouse gases emitted per mile traveled | Minimize | |

Planned maintenance completed on time | Maximize | Percentage |

% of warranty work costs recovered through claims | Maximize | Percentage |

Avarage property occupancy cost | Money | |

Building Risk Indicator (BRI) | Score | |

Fleet accident frequency | Minimize | Number |

Normalized Annual Maintenance Expenditure (NAME) | Minimize | Money |

Property capacity ratio | Maximize | Percentage |

% of building rehabilitated | Percentage | |

% of building space accessible for the disabled | Maximize | Percentage |

% of commercial properties with access to daycare | Percentage | |

% of commercial properties with access to wellness facilities | Percentage | |

% of non standard environments | Minimize | Percentage |

% of properties located in areas with good transit accessibility | Percentage | |

% of properties located on infill or brownfield site | Percentage | |

% of properties that are employing green leases with majority of tenants | Percentage | |

% of properties with tenant sub-metering | Percentage | |

% of warranty work with submitted claims | Maximize | Percentage |

Average corrective maintenance costs per square foot of property space | Money | |

Average corrective maintenance time per square foot of property space | Time | |

Average direct costs per square foot of property space | Money | |

Average employee costs per square foot of property space | Minimize | Money |

Average fixed costs per square foot of property space | Minimize | Money |

Average maintenance costs per square foot of property space | Money | |

Average maintenance time per square foot of property space | Time | |

Average mileage of vehicle | Distance | |

Average non-employee costs per square foot of property space | Minimize | Money |

Average preventive maintenance costs per square foot of property space | Money | |

Average preventive maintenance time per square foot of property space | Time | |

Average total costs per square foot of property space | Minimize | Money |

Average variable costs per square foot of property space | Minimize | Money |

Average variable costs per square foot of property space | Money | |

Building Condition Index | Score | |

CO2e emissions in kg per square foot of property space | Minimize | |

Indoor Air Quality Index | Score | |

Number of employees per parking space | Number | |

Number of parking spaces per person working in building | Range | Number |

OOS | Percentage | |

PIVC | Ratio | |

Property vacancy ratio | Minimize | Percentage |

Ratio corrective versus preventive maintenance costs per square foot of property space | Ratio | |

Ratio corrective versus preventive maintenance time per square foot of property space | Ratio | |

Ratio direct versus indirect costs per square foot of property space | Ratio | |

Ratio employee costs versus non-employee costs per square foot of property space | Ratio | |

Ratio fixed versus variable costs per square foot of property space | Ratio | |

Sq. ft. of properties with LEED or other third party certification | ||

Total warranty work hours / costs | ||

Total water use for the whole portfolio | Minimize | Volume |

KPI Name | Direction | Unit Type |
---|---|---|

% of initiated projects without business case | Minimize | Percentage |

% of time sheets in need of correction/validation | Minimize | Percentage |

Average number of projects per project manager | Range | Number |

Average time between defining and starting projects | Time | |

Deviation of planned budget | Minimize | Percentage |

% of "killed" projects | Minimize | Percentage |

% of early no's on project proposals | Percentage | |

% of milestones missed | Minimize | Percentage |

% of overdue project tasks | Minimize | Percentage |

% of projects on budget | Maximize | Percentage |

% of projects on time | Maximize | Percentage |

% of projects on time and on budget | Maximize | Percentage |

% of unapproved projects | Minimize | Percentage |

Average time to approve projects | Time | |

Deviation of planned hours of work | Minimize | Percentage |

Deviation of planned time schedule for project/program | Minimize | Percentage |

Ratio of project managers to total project staff | Ratio | |

Resource utilization (%) | Maximize | Percentage |

Return on Investment (ROI) | Maximize | Percentage |

Sum of costs of "killed" projects | Minimize | Money |

% of assigned FTE actually working on project | Maximize | Percentage |

% of FTE actually working on project that were not initially assigned | Minimize | Percentage |

% of project completed | Percentage | |

% of projects following standards | Minimize | Percentage |

% of projects meeting stakeholder expectations | Maximize | Percentage |

% of projects receiving Quaility Assurance review | Maximize | Percentage |

% of projects with missed milestones | Minimize | Percentage |

% of projects with post-project review | Maximize | Percentage |

% of time coordinating project | Percentage | |

Actual Cost of Work Performed (ACWP) | ||

Average amount of overspending on project time | Minimize | Time |

Average number of alterations made to project definitions | Minimize | Number |

Average number of milestones per project plan | Range | Number |

Average number of people assigned per project/program | Range | Number |

Average project duration | Time | |

Budgeted Cost of Work Performed (BCWP) or Earned Value | ||

Budgeted Cost of Work Scheduled (BCWS) | ||

Cost Performance Index (CPI) | ||

Cost Schedule Index (CSI) | ||

Cost Variance (CV) | Maximize | Money |

Deviation of net present value (NPV) | Minimize | Percentage |

Deviation of planned break-even time | Minimize | Percentage |

Deviation of planned ROI | Minimize | Percentage |

Estimate at Completion (EAC) | Money | |

Number of milestones missed | Minimize | Number |

Number of new project/program issues | Minimize | |

Number of unstaffed hours | Minimize | |

Project issue queue rate | Maximize | Ratio |

Schedule Performance Index (SPI) | ||

Schedule Variance (SV) | Maximize | Money |

# planned hours per task | Range | |

% of delivered projects with incorrect feasibility assumptions | Minimize | Percentage |

% of escalated project issues | Minimize | Percentage |

% of escalated project tasks | Minimize | Percentage |

% of incorrectly assigned project tasks | Minimize | Percentage |

% of lessons learnt sessions per registered projects before project close outs completed | Maximize | Percentage |

% of neglected project issues | Minimize | Percentage |

% of neglected project tasks | Minimize | Percentage |

% of overdue project issues | Minimize | Percentage |

% of overdue project status reports | Minimize | Percentage |

% of projects "in control" | Maximize | Percentage |

% of projects or resources allocated through business unit approval | Percentage | |

% of Projects tested using Automated testing tools | Percentage | |

% of projects that are prioritised according to business needs | Maximize | Percentage |

% of projects that consider risk | Maximize | Percentage |

% of projects using the standard budgeting process | Maximize | Percentage |

% of projects with a testing plan | Maximize | Percentage |

% of projects with Cost Variance | Percentage | |

% of projects with high risk profile | Range | Percentage |

% of projects with non-ideal resource assignment | Minimize | Percentage |

% of projects with non-positive ROI | Minimize | Percentage |

% of projects with pre-defined ROI | Maximize | Percentage |

% of projects with scope changes | Minimize | Percentage |

% of projects without deviation of planned break-even time | Maximize | Percentage |

% of projects without deviation of planned budget | Maximize | Percentage |

% of projects without deviation of planned hours of work | Maximize | Percentage |

% of projects without deviation of planned net present value (NPV) | Maximize | Percentage |

% of projects without deviation of planned ROI | Maximize | Percentage |

% of projects without deviation of planned time schedule | Maximize | Percentage |

% of projects/programs with company sponsor | Maximize | Percentage |

% of re-opened project issues | Minimize | Percentage |

% of re-opened project tasks | Minimize | Percentage |

% of under-staffed projects | Minimize | Percentage |

Asset Yield | Percentage | |

Average age of project status reports | Time | |

Average amount of overspending on project budget | Minimize | Money |

Average break-even time of projects | Minimize | Time |

Average budget size of projects | Money | |

Average closure duration of project issues | Minimize | Time |

Average closure duration of project tasks | Minimize | Time |

Average costs per project | Money | |

Average costs per project task | Money | |

Average delay in production of progress reports | Minimize | Time |

Average deviation of planned break-even time of projects | Minimize | Percentage |

Average deviation of planned budget of projects | Minimize | Money |

Average deviation of planned duration of projects | Minimize | Time |

Average deviation of planned net present value (NPV) of projects | Minimize | Percentage |

Average deviation of planned ROI of projects | Minimize | Percentage |

Average employee costs per project | Money | |

Average employee costs per project task | Money | |

Average handling time of project issues | Minimize | Time |

Average net present value (NPV) of projects | Money | |

Average non employee costs per project | Money | |

Average non-employee costs per project task | Money | |

Average number of changes to Project Charter after project start | Minimize | Number |

Average number of days open of project issues | Minimize | Time |

Average number of days open of project tasks | Minimize | Time |

Average number of interdependencies between project tasks | Minimize | Number |

Average number of interdependencies between projects | Minimize | Number |

Average number of projects managed by project managers | Number | |

Average number of re-assignments of project tasks | Minimize | Number |

Average number of years working as project managers | Number | |

Average overdue time of project issues | Minimize | Time |

Average overdue time of project status reports | Minimize | Time |

Average overdue time of project tasks | Minimize | Time |

Average project/program ROI | Maximize | Percentage |

Average risk profile for projects/programs | Minimize | |

Average stakeholder satisfaction with outcome of projects | Maximize | |

Average stakeholder satisfaction with project management | Maximize | |

Average time between defining and completing projects | Time | |

Backlog of project issues | Minimize | Percentage |

Backlog of project tasks | Minimize | Ratio |

Break-even time | Time | |

Budget at Completion (BAC) | Money | |

Capability to advance in a project | Range | Ratio |

Change in Deadline - VRP | ||

Changes in Costs - VC | ||

Closure duration rate of project issues | Ratio | |

Closure duration rate of project tasks | Ratio | |

Cost Performance Index Cumulative | ||

Cost-/Benefit estimation % | Maximize | Percentage |

Earned revenue to total expenses | ||

Effective Planning % | Percentage | |

Engineering costs as % of Total Installed Costs (TIC) | Percentage | |

Estimate for Typical End | ||

Gate Approval Rate | Percentage | |

Index Term Performance | ||

Internal Rate Of Return (IRR) | Percentage | |

Milestone Achievement Ratio | Maximize | Percentage |

Modified Internal Rate Of Return (MIRR) | ||

Net present value (NPV) | ||

Number of projects per 1000 employees | Number | |

Number of projects that provide documented code changes | Number | |

Number of projects that provide documented Requirements | Number | |

Planned Value - PV | ||

Project cost predictability | Maximize | Percentage |

Project time predictability | Maximize | Percentage |

Queue rate of project tasks | Maximize | Ratio |

Ratio employee costs versus non employee costs per project | Ratio | |

Ratio of fixed price projects cost versus T&M projects cost | Ratio | |

Ratio total employee costs versus total non-employee costs of project | Ratio | |

Real Cost - CR | ||

Retention of Key Personnel assigned to project | Percentage | |

Scope Performance Index | Maximize | Ratio |

Total cost of project | Money | |

Total cost of project task | Money | |

Total deviation of planned budget of projects | Minimize | Money |

Total deviation of time in projects | Minimize | Time |

Total employee cost of project | Money | |

Total employee cost of project task | Money | |

Total non-employee cost of project | Money | |

Total non-employee cost of project task | Money | |

Total project/program delay | Minimize | Time |

Value Added - VA | ||

Value of failed projects due to risk issues not identified | Minimize | Money |