Property services periodic review M15

1 | P a g e

Property Services Review

M15 – P04

Trevor Peel - Sodexo

2 | P a g e Property Services Periodic Review

Table of Contents

1. Activity Page 4

1.1. Overview Page 4

1.2. Site Page 5

1.3. RBM Page 5

1.4. Site Page 5

1.5. Supplier Page 5

1.6. Repair Type Page 6

1.7. Recall Page 11

2. Avoidable Calls Page 12

2.1. Repair Type Page 12

2.2. Code Page 12

2.3. ABM Page 13

3. Site Review Page 14

4. Highlights and lowlights Page 18

5. KPI Review Page 19

6. Summary-KPI effectiveness 2

Appendices

ABM Trackers


Insight Pack Review

This periodic review has been in circulation for 6 months now and has evolved over time with your input and

our further understanding of your business needs.

We have moved from a Supplier focused arena to an ABM focal point, which in turn has tweaked the direction

and purpose of the review.

This Review will continually evolve with your feedback and input, so please pass on as I want this to be working

document providing a benefit to your business.

In its current form, the pack varies from audience to audience, from ABM to Supplier, to Brand to RBM. It

would be more beneficial to have chapters focused on one audience and therefore, have greater impact on a

specific area. If I could have your feedback on this to ensure we are all happy with the way forward?

The chart demonstrates the intention of this review pack, to

enable the business to Decrease Volume, Decrease Cost whilst

increasing Performance Levels.


1. Activity

1.1 Overview

Over 14,173 16,222 Work Orders have been generated in Period 4 of FY 15 (12.5% decrease from Period 3).

Period 4 encompassed orders that included the last 10 days of December which as reflected in the significant

decrease from Period 3. The post-Christmas increase has not been as dramatic as forecast but I am expecting a

15% increase in Period 5 based on previous years activity.

FY15 has accumulated 61,959 orders and when measured against the 48,224 budgeted orders to date we can

see a site view is required to highlight those with the most predominant issues.

This site review is highlighted in Chapter 3

P1 SLA activity is at a FY total of 17.15% and we have started to recover from the Week 13 of 27%, this measure

should only be tracked as reference and not used predominantly as a measure of supplier performance. If the

site requests an emergency call, and the ABM approves this, we cannot judge the suppliers on the high P1 rate.

We need to look in the behaviour of the sites and review their actions on emergency call outs.

1.2 ABM

The YTD Activity by ABM is following trend yet again with Simon Prudames being the model to follow, showing

high site levels with below average volumes. The top end of the scale has Nigel Lyons in the South East, which

as expected has high volumes and with WS Wright being the second highest Supplier by volume operating in this

region it shows a reasonable return.

YTD Volume No. of Sites per

ABM

Orders By Site Orders by Site /

Period Ave

Nigel Lyons 3,828 85 45.04 11.26

Joe Fryde 3,660 83 44.10 11.02

Martin Jarrett 3,346 84 39.83 9.96

John Hothersall 3,230 79 40.89 10.22

David Jones 3,174 81 39.19 9.80

Simon Clayton 3,149 80 39.36 9.84

Chris Pye 3,141 82 38.30 9.58

Hugh Phillips 3,107 78 39.83 9.96

David Osborne 3,025 79 38.29 9.57

Shemmen Ellis 3,021 80 37.76 9.44

Stephen Jones 3,010 73 41.23 10.31

Jack Robson 2,999 80 37.49 9.37

Rob Cant 2,992 78 38.36 9.59

Thomas Wynn 2,966 80 37.08 9.27

Andy Miller 2,844 75 37.92 9.48

Simon Prudames 2,740 82 33.41 8.35

Clare Dickson 2,517 77 32.69 8.17

Tom Mills 2,453 73 33.60 8.40

Neil Pollard 2,422 68 35.62 8.90

Mitchell Thompson 2,267 73 31.05 7.76

No ABM 7 2 3.50 0.88

YTD Ave 2,852 75 36.41 9.10


1.3 RBM

The above Call Outs reviewed by RBM show those with percentage of calls over target. When aligned with the

number of sites and the number of calls that were targeted, an area of focus becomes clear. The same names

are appearing Period on Period within this segment of the review.

1.4 Site

The following table shows the sites with the highest percentage over target of orders for Period 4.

This is extended on in Chapter 3

1.5 Supplier

The above table are the top 10 suppliers and their total orders YTD.

Business Unit 3 Business Unit 2 No of Sites per RBM Calls Target Calls Target =/- P1 P1 %

Jon Falarczyk Sizzling Oak Tree & ONeills 17 708 408 163 42% 78 11%

Lisa Gunn Toby Carvery 7 462 280 76 39% 83 18%

Matt Howcroft Ember Inns 12 462 288 101 38% 65 14%

Jeanette Quinn Sizzling Oak Tree & ONeills 17 620 408 148 34% 124 20%

Amy Gannon Ember Inns 13 473 312 102 34% 79 17%

Ian Collins Castle 13 627 416 141 34% 109 17%

Paul Joseph Ember Inns 13 470 312 106 34% 60 13%

Rob Goodier Toby Carvery 17 1,023 680 79 34% 168 16%

Paul Smith Premium Country Pubs 14 671 448 143 33% 90 13%

Sarah Pibworth Harvester 14 824 560 200 32% 130 16%

Location Description Current Period Volume Target % Over Target

ONEILLS WARDOUR STREET LONDO 48 6 88%

RHYDYCAR HARVESTER 33 10 70%

BROWNS VICTORIA 29 12 59%

FOUNTAIN MILTON KEYNES 29 10 66%

TOBY CARVERY BURNT TREE ISLAND 29 10 66%

ONEILLS EUSTON ROAD 28 6 79%

TOBY CARVERY SOUTHEND 27 10 63%

TOBY CARVERY STONEBRIDGE 27 10 63%

TOBY CARVERY HUDDERSFIELD 26 10 62%

SARN PARK BRIDGEND 26 10 62%

Workorder Count M15 - P01 M15 - P02 M15 - P03 M15 - P04 Average Total

Hobart 1,993 1,667 1,721 1,453 1,709 6,834

WS Wright Limited 1,316 1,245 1,254 880 1,174 4,695

Trios Property Ltd 921 649 757 793 780 3,120

Selwyn Building Services Ltd 654 711 707 630 676 2,702

FMe Property Solutions Ltd 544 896 633 623 674 2,696

Marren 609 752 700 602 666 2,663

GB Refrigeration Ltd 722 655 542 487 602 2,406

Flowrite 830 512 648 364 589 2,354

Three Nations Ltd 550 552 527 518 537 2,147

Alpha Maintenance & Building Ltd 549 499 543 549 535 2,140


These were reviewed in the previous edition of the Insight Pack and the repeat Suppliers appear each period.

The expected suspects are here and we do not expect this to change due to the Category and Region range.

1.6 Repair Type

The below tables highlight the top repair types under each category in Period 4.

Audio Visual

Building Repairs

Workorder Count Total Cost Workorder Count Total Cost Workorder Count Total Cost Workorder CountTotal Cost

Av-Sound 77 £20,273.50 119 £20,411.50 117 £22,217.45 143 £25,401.31 456 £88,303.76

Satellite/TV Aerial/Sky TV 25 £4,036.95 16 £2,902.09 31 £5,108.58 22 £4,636.43 94 £16,684.05

Av-Visual 22 £7,278.90 31 £10,160.97 21 £13,562.55 18 £6,218.00 92 £37,220.42

Av-Lighting 1 £120.00 2 £1,052.95 3 £1,172.95

Total 124 31,589.35 167 33,594.56 171 41,941.53 183 36,255.74 645 143,381.18

YTD Count YTD ValueM15 - P01 M15 - P02 M15 - P03 M15 - P04

£3

1,5

89

£3

3,5

95

41

,94

1.5

3

36

,25

5.7

4

124

167 171183

0

20

40

60

80

100

120

140

160

180

200

£0

£5,000

£10,000

£15,000

£20,000

£25,000

£30,000

£35,000

£40,000

£45,000

M15 - P01 M15 - P02 M15 - P03 M15 - P04

Total Cost Workorder Count


Building Repairs-Internal 2,254 £323,336.56 2,213 £366,805.51 2,213 £433,642.77 1,621 £222,155.14 8,301 £1,345,939.98

Sanitary Fitting Not Blocked 473 £51,353.13 366 £35,986.42 370 £39,453.71 396 £36,607.66 1,605 £163,400.92

Building Repairs-External 210 £81,086.78 173 £99,120.66 202 £127,681.16 168 £45,023.55 753 £352,912.15

Roof Repair 69 £23,639.96 65 £28,869.60 98 £27,422.48 73 £15,825.17 305 £95,757.21

Floor Covering 77 £59,472.64 61 £28,539.48 58 £21,127.99 61 £15,629.48 257 £124,769.59

Cold Water Supply - Internal 63 £5,041.07 52 £12,104.31 56 £6,197.77 62 £6,571.21 233 £29,914.36

Furniture - Loose 59 £72,022.57 28 £30,810.03 69 £90,572.97 46 £56,449.37 202 £249,854.94

Glazing-Inc Boarding Up 34 £8,695.68 33 £11,726.92 49 £13,173.84 40 £6,118.65 156 £39,715.09

Signage Repair 20 £17,285.66 29 £18,032.34 20 £12,079.59 9 £5,442.12 78 £52,839.71

Boundaries + Fencing 27 £27,708.23 15 £7,990.08 18 £12,246.25 14 £12,212.88 74 £60,157.44

Other 46 £22,735.02 52 £19,675.53 79 £46,088.97 40 £29,543.28 217 £118,042.80

Total 3,332 692,377.3 3,087 659,660.88 3,232 829,687.5 2,530 451,578.51 12,181 2,633,304.19

M15 - P04 YTD Count YTD ValueM15 - P01 M15 - P02 M15 - P03


Catering

Drainage

£6

92

,30

5

£6

59

,52

2

82

9,3

10

.85

45

1,5

78

.51

3,332

3,0873,232

2,530

0

500

1,000

1,500

2,000

2,500

3,000

3,500

£0

£100,000

£200,000

£300,000

£400,000

£500,000

£600,000

£700,000

£800,000

£900,000

M15 - P01 M15 - P02 M15 - P03 M15 - P04


Workorder Count Total Cost Workorder Count Total Cost Workorder Count Total Cost Workorder Count Total Cost

Dishw asher - Hobart 600 £230,052.60 530 £213,003.10 576 £181,871.54 529 £197,649.37 2,235 £822,576.61

Microw ave 391 £45,384.84 524 £60,094.47 492 £55,351.16 379 £45,576.94 1,786 £206,407.41

Oven Combi Ste/Conv - Hobart 444 £219,176.17 379 £221,543.25 333 £212,796.32 230 £125,647.99 1,386 £779,163.73

Coffee Machines 275 £129,535.56 357 £119,022.12 367 £114,970.05 372 £92,783.27 1,371 £456,311.00

Fryer 279 £94,497.36 218 £90,588.51 305 £103,493.51 252 £96,792.90 1,054 £385,372.28

Glassw ashers 273 £43,299.23 196 £31,016.55 150 £27,317.71 254 £37,360.40 873 £138,993.89

Alto Shaams 232 £99,656.48 199 £60,853.48 225 £95,429.41 194 £58,180.72 850 £314,120.09

Steamers - Hobart 247 £93,157.68 187 £82,312.17 198 £75,634.57 176 £66,841.88 808 £317,946.30

Mealstreams - Merrychef 199 £65,905.24 204 £70,491.30 193 £67,857.09 200 £92,648.16 796 £296,901.79

Charbroilers/Chargrills - Hobart 195 £87,128.56 189 £79,003.57 204 £111,695.80 170 £76,249.09 758 £354,077.02

Others 1,207 £441,778.97 954 £279,490.02 1,324 £373,417.46 943 £278,703.27 4,428 £1,373,389.72

Total 4,342 1,549,572.69 3,937 1,307,418.54 4,367 1,419,834.62 3,699 1,168,433.99 16,345 5,445,259.84


£1

,54

9,5

73

£1

,30

7,4

19

1,4

20

,18

9.6

1

1,1

68

,43

3.9

9

4,342

3,937

4,367

3,699

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

£0

£200,000

£400,000

£600,000

£800,000

£1,000,000

£1,200,000

£1,400,000

£1,600,000

£1,800,000

M15 - P01 M15 - P02 M15 - P03 M15 - P04



Drainage Blocked 718 £117,326.95 670 £103,429.28 729 £134,693.81 628 £91,477.68 2,745 £446,927.72

Total 718 117,326.95 670 103,429.28 729 134,693.81 628 91,477.68 2,745 446,927.72



Drinks Dispense

£1

17

,32

7

£1

03

,42

9

13

4,7

01

.69

91

,47

7.6

8

718670

729

628

0

100

200

300

400

500

600

700

800

£0

£20,000

£40,000

£60,000

£80,000

£100,000

£120,000

£140,000

£160,000

M15 - P01 M15 - P02 M15 - P03 M15 - P04



Dispense Equipment 858 £86,313.12 894 £86,063.56 832 £84,321.37 795 £72,145.04 3,379 £328,843.09

Cooling Equipment 242 £53,365.96 206 £37,201.30 235 £40,704.19 187 £34,923.18 870 £166,194.63

Postage/Supply Only Items 105 £3,183.46 95 £2,952.15 122 £5,080.77 84 £4,557.28 406 £15,773.66

Gas Leak 42 £2,796.30 51 £4,121.45 40 £2,793.45 40 £2,795.05 173 £12,506.25

Cleaning Fault 9 £559.10 4 £262.45 8 £579.51 3 £236.70 24 £1,637.76

Top and Tail Requests 2 £7,197.93 2 £5,126.34 6 £18,327.70 10 £30,651.97

Quality of Product 1 £60.00 1 £60.00

Wine Cleaning 1 £75.45 1 £75.45

Total 1,258 153,415.87 1,253 135,787.25 1,244 151,882.44 1,109 114,657.25 4,864 555,742.81


£1

53

,41

6

£1

35

,78

7

15

1,8

64

.64

11

4,6

57

.25

1,258 1,253 1,244

1,109

0

200

400

600

800

1,000

1,200

1,400

£0

£20,000

£40,000

£60,000

£80,000

£100,000

£120,000

£140,000

£160,000

£180,000

M15 - P01 M15 - P02 M15 - P03 M15 - P04



Electrical

Mechanical


Electrical 1,457 £238,553.53 1,527 £291,255.29 1,376 £245,276.17 1,273 £225,013.90 5,633 £1,000,098.89

Fire Alarm 81 £20,407.04 131 £36,157.61 116 £17,190.96 81 £14,048.07 409 £87,803.68

Emergency Lighting 15 £2,025.22 19 £3,399.70 11 £1,231.94 8 £1,695.62 53 £8,352.48

Fan Extract-Input 5 £1,425.53 14 £2,185.04 21 £6,940.93 13 £3,332.56 53 £13,884.06

Sump Pump 12 £3,495.30 12 £1,883.40 20 £3,754.23 7 £827.50 51 £9,960.43

Signage-Electrical 1 £76.00 4 £2,347.54 5 £1,565.86 1 £39.00 11 £4,028.40

Intercom-Not Bt 1 £93.63 1 £96.50 1 £93.63 3 £283.76

Total 1,572 266,076.25 1,707 337,228.58 1,550 276,056.59 1,384 245,050.28 6,213 1,124,411.7

M15 - P04 YTD Count YTD ValueM15 - P01 M15 - P02 M15 - P03£

26

6,0

76

£3

37

,22

9

27

5,8

05

.98

24

5,0

50

.28

1,572

1,707

1,550

1,384

0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

£0

£50,000

£100,000

£150,000

£200,000

£250,000

£300,000

£350,000

£400,000

M15 - P01 M15 - P02 M15 - P03 M15 - P04



Boilers-Heating 140 £55,031.03 205 £77,396.18 232 £86,256.89 234 £80,856.78 811 £299,540.88

Fan Extract-Kitchen Canopy 180 £91,893.78 237 £133,573.92 197 £121,128.74 182 £61,791.34 796 £408,387.78

Hot Water Supply 169 £56,526.93 212 £68,462.94 166 £50,210.77 159 £56,640.78 706 £231,841.42

Heating-Radiators 71 £20,305.75 149 £28,347.51 153 £27,184.78 141 £49,204.53 514 £125,042.57

Air Con-Comfort Cooling 52 £38,988.85 101 £58,964.14 55 £15,027.31 33 £12,285.40 241 £125,265.70

Gas Leak 33 £7,901.22 43 £7,053.71 34 £5,292.51 36 £7,177.75 146 £27,425.19

Gas Fire 17 £3,016.87 32 £5,939.55 48 £7,629.05 47 £17,955.71 144 £34,541.18

Fan Input Kitchen-Ducted 15 £9,438.80 23 £23,265.85 29 £6,104.22 12 £3,810.97 79 £42,619.84

Flue Fan And Canopy (Fireplace) 7 £3,837.71 17 £3,804.38 9 £4,933.23 11 £4,666.76 44 £17,242.08

Chimney Flue Fan (Solid Fuel) 3 £2,852.38 16 £2,141.74 12 £6,627.31 12 £2,288.21 43 £13,909.64

Others 32 £11,388.70 39 £19,282.86 27 £22,448.25 18 £13,837.59 116 £66,957.40

Total 719 301,182.02 1,074 428,232.78 962 352,843.06 885 310,515.82 3,640 1,392,773.68


£3

01

,18

2

£4

28

,23

3

35

3,3

34

.24

31

0,5

15

.82

719

1,074

962

885

0

200

400

600

800

1,000

1,200

£0

£50,000

£100,000

£150,000

£200,000

£250,000

£300,000

£350,000

£400,000

£450,000

M15 - P01 M15 - P02 M15 - P03 M15 - P04



Refrigeration

Security


Fridges + Freezers 1,397 £143,502.74 1,152 £124,117.38 1,145 £138,883.59 759 £97,485.46 4,453 £503,989.17

Walk In Fridges + Freezers 451 £133,868.53 379 £113,102.76 388 £108,067.57 346 £89,973.76 1,564 £445,012.62

Ice Machines 360 £64,789.58 358 £135,389.02 374 £76,683.95 311 £63,210.80 1,403 £340,073.35

Bottle Fridge/Cooler 256 £33,425.01 233 £40,977.07 284 £45,902.40 174 £30,758.15 947 £151,062.63

Cellar Cooling 175 £54,517.90 132 £48,634.31 115 £37,280.74 76 £14,853.75 498 £155,286.70

New Refrigeration Equipment 150 £176,614.18 110 £126,369.24 104 £122,700.42 54 £58,990.26 418 £484,674.10

Door Seals 5 £354.78 101 £5,809.59 111 £8,369.36 120 £6,682.13 337 £21,215.86

Salad Carts - Refrigerated 62 £23,269.26 49 £7,270.82 60 £15,669.40 39 £29,536.83 210 £75,746.31

Total 2,856 630,341.98 2,514 601,670.19 2,581 553,557.43 1,879 391,491.14 9,830 2,177,060.74

M15 - P04 YTD Count YTD ValueM15 - P01 M15 - P02 M15 - P03£

63

0,3

42

£6

01

,67

0

55

3,6

61

.43

39

1,4

91

.14

2,856

2,514 2,581

1,879

0

500

1,000

1,500

2,000

2,500

3,000

£0

£100,000

£200,000

£300,000

£400,000

£500,000

£600,000

£700,000

M15 - P01 M15 - P02 M15 - P03 M15 - P04



Cctv Repairs 251 £115,526.26 170 £63,348.37 140 £53,867.52 134 £68,345.86 695 £301,088.01

Fire Extinguisher/Fire Blanket 31 £2,960.87 80 £6,587.11 62 £4,870.74 31 £2,608.95 204 £17,027.67

Safes 26 £6,707.53 29 £5,705.26 34 £6,223.91 38 £6,108.46 127 £24,745.16

Lock Problems - non safe related. 19 £3,990.95 19 £3,179.21 20 £3,071.88 23 £3,410.02 81 £13,652.06

Total 327 129,185.61 298 78,819.95 256 68,034.05 226 80,473.29 1,107 356,512.9


£1

29

,18

6

£7

8,8

20

68

,03

4.0

5

80

,47

3.2

9

327

298

256

226

0

50

100

150

200

250

300

350

£0

£20,000

£40,000

£60,000

£80,000

£100,000

£120,000

£140,000

M15 - P01 M15 - P02 M15 - P03 M15 - P04



Specialist

1.7 Recalls

The Recall Nature of Call is to be utilised when a maintained asset fails within 14 days of completion. It is

frequent for an order to be logged as a recall, but on engineer arrival, a different asset needs to be maintained

and therefore this recall can have a charge assigned.

The Suppliers with the most frequent ‘true’ recalls for Period 4 are listed below:

Four suppliers breach the 3% target, with Swallow, again, having a high Recall % against the Total Orders.


Intruder Alarms 337 £38,535.71 352 £41,612.32 358 £33,530.00 257 £20,548.11 1,304 £134,226.14

Lifts/Hoists 61 £15,918.80 109 £17,439.25 92 £26,816.32 108 £27,121.85 370 £87,296.22

Pest Associated Work 99 £45,588.94 112 £50,215.18 110 £43,510.29 37 £15,781.94 358 £155,096.35

Sew age Treatment Pumps-Stations 25 £23,817.67 20 £12,122.12 23 £28,811.33 77 £56,320.48 145 £121,071.60

Jumbrella Repairs 13 £7,866.95 15 £5,332.00 16 £7,684.89 16 £11,626.28 60 £32,510.12

Asbestos Surveys 9 £8,130.00 6 £16,807.00 6 £4,130.00 5 £2,030.00 26 £31,097.00

Barrel/Cellar Hoist/Stillage Forklif t 8 £2,112.53 3 £1,023.73 14 £3,521.48 25 £6,657.74

Fire Supression System 2 £355.03 10 £9,706.58 4 £3,285.17 2 £143.32 18 £13,490.10

Landscape/Gardening 2 £910.00 1 £575.00 11 £12,875.00 14 £14,360.00

Keg Miser 2 £268.00 4 £495.00 2 £288.00 8 £1,051.00

Total 556 143,235.63 630 155,101.18 624 161,138 518 137,381.46 2,328 596,856.27


£1

43

,23

6

£1

55

,10

1

16

1,1

38

13

7,3

81

.46

556

630 624

518

0

100

200

300

400

500

600

700

£0

£20,000

£40,000

£60,000

£80,000

£100,000

£120,000

£140,000

£160,000

£180,000

M15 - P01 M15 - P02 M15 - P03 M15 - P04


Supplier Name Recall Count % of Reactive Orders KPI Target

Swallow Lift Maintenance Ltd 5 7.69% 3.00%

City Refrigeration (UK) Ltd. 8 6.78% 3.00%

Hobart 60 4.13% 3.00%

Barnsley Catering 2 2.74% 3.00%

Mitie Technical Facilities Management Ltd (SO) 1 2.56% 3.00%

CSS Environmental Ltd 6 2.46% 3.00%

Cold Service Limited 8 1.92% 3.00%

Carford Group Limited 6 1.83% 3.00%

Winterhalter 4 1.52% 3.00%

Gratte 1 0.99% 3.00%


The Recalled Orders are to be removed from YTD stats in the hope this will place an emphasis on the Suppliers.

If an order has been deemed a success, but then recalled this success needs to be rectified as the maintenance

was not completed successfully.

2. Avoidable Calls

2.1 Repair Type

The following table shows those locations with the highest count of avoidable calls in Period 4.

The cost of Hobart Dishwasher Avoidable Calls continues to remain below £20K, but as always there is room for

improvement.

2.2 Code

Count Submitted

Cost

Count Submitted

Cost

Count Submitted

Cost

Count Submitted

Cost

Dishwasher - Hobart 30 £5,184.68 118 £14,023.08 148 £19,207.76

Glasswashers 21 £2,101.50 48 £5,485.96 4 £228.00 73 £7,815.46

Intruder Alarms 35 £2,321.16 5 £401.36 6 £695.00 46 £3,417.52

Oven Combi Ste/Conv - Hobart 17 £1,363.31 24 £820.00 41 £2,183.31

Microwave 30 £3,345.67 9 £542.07 1 £124.09 40 £4,011.83

Electrical 23 £2,711.22 1 £139.00 2 £42.00 7 £676.00 33 £3,568.22

Charbroilers/Chargrills - Hobart 20 £2,889.37 12 £1,704.09 32 £4,593.46

Glasswashers - Hobart 14 £1,879.81 15 £1,800.00 29 £3,679.81

Steamers - Hobart 8 £440.00 13 £1,993.20 21 £2,433.20

Mealstreams - Merrychef 16 £2,145.02 1 £116.59 1 £114.00 18 £2,375.61

Current Period

Total Submitted

Cost

Operator Error Poor Housekeeping Aborted Visit Site Staff Damage Current

Period Total

Count

Current Period Total Count Current Period Total Submitted Cost

Operator Error 320 £35,157.68

Poor Housekeeping 303 £34,368.97

Aborted Visit 25 £1,537.00

Site Staff Damage 25 £2,734.59

Total 673 73,798.24

Operator Error and Poor

Housekeeping account for the

highest count of avoidable calls In

Period 4. 48% of orders were

logged under Operator Error and

45% under Poor Housekeeping.

This is in line with the trend for

avoidable calls within the previous

FY


2.3 ABM

We are losing less and less costs through Aborted visits, which indicates that Suppliers and Sites have increased

their communication lines.

We need to continue this initiative and encourage the communication between Suppliers and the Sites. This is

the only way we can have a successful and profitable estate.

Count Submitted

Cost

Count Submitted

Cost

Count Submitted

Cost

Count Submitted

Cost

Joe Fryde 2 £127.50 31 £3,130.52 13 £1,217.63 1 £114.00 47 £4,589.65

Nigel Lyons 2 £80.00 20 £2,087.30 22 £2,299.76 2 £204.00 46 £4,671.06

Simon Clayton 24 £2,653.83 18 £1,518.98 2 £208.73 44 £4,381.54

David Jones 2 £112.00 18 £2,146.57 20 £2,426.00 3 £445.78 43 £5,130.35

Shemmen Ellis 1 £40.00 11 £1,135.74 26 £3,481.96 38 £4,657.70

Simon Prudames 21 £1,902.96 15 £1,436.48 2 £88.00 38 £3,427.44

Stephen Jones 13 £1,524.09 22 £1,884.14 3 £274.00 38 £3,682.23

Chris Pye 23 £2,281.08 12 £2,003.14 2 £282.50 37 £4,566.72

Rob Cant 1 £0.00 18 £1,648.93 14 £2,006.31 33 £3,655.24

David Osborne 17 £3,886.10 12 £1,261.54 3 £291.50 32 £5,439.14

Jack Robson 16 £2,320.43 15 £1,291.06 1 £88.40 32 £3,699.89

Thomas Wynn 15 £1,438.41 15 £1,816.01 2 £288.68 32 £3,543.10

Hugh Phillips 5 £385.50 5 £414.30 17 £2,488.46 3 £324.00 30 £3,612.26

Mitchell Thompson 16 £1,457.50 13 £1,561.55 29 £3,019.05

Tom Mills 11 £1,136.94 17 £1,266.48 28 £2,403.42

John Hothersall 5 £474.50 11 £1,261.99 9 £1,070.00 25 £2,806.49

Neil Pollard 3 £80.00 17 £1,779.95 5 £813.79 25 £2,673.74

Clare Dickson 7 £692.94 15 £2,547.35 22 £3,240.29

Andy Miller 1 £135.00 13 £1,266.90 6 £644.46 20 £2,046.36

Martin Jarrett 1 £49.50 6 £472.23 13 £870.78 20 £1,392.51

No ABM 1 £30.00 5 £347.97 3 £343.09 1 £125.00 10 £846.06

Matt Gannon 1 £23.00 2 £171.00 1 £120.00 4 £314.00

Total 25 1,537 320 35,157.68 303 34,368.97 25 2,734.59 673 73,798.24

Aborted Visit Operator Error Poor Housekeeping Site Staff DamageCurrent Period

Total Count

Current Period Total

Submitted Cost


3. Site Review

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10Week 11Week 12Week 13Week 14Week 15Week 16

Period 1 Period 2 Period 3 Period 4

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10

Week 11

Week 12

Week 13

Week 14

Week 15

Week 16

Period 1 Period 2 Period 3 Period 4

Repair Type Count

Building Repairs-Internal 80

Electrical 70

Drainage Blocked 47

Dishwasher - Hobart 42

Dispense Equipment 40

Boilers-Heating 25

Sanitary Fitting Not Blocked 23

The Estate view of activity

highlights the trends

throughout the year. With the

exception of the festive period

we can see that the 4,000

orders a week benchmark

accurate. This relates to 2.5

orders a week for each site.

It’s plain to see that while

Christmas was the quietest

reactively, 27% of the Orders

were regarded as an

emergency. This is a 12%

increase on the FY14 weekly

average of 15%. Whilst we

want as little disruption to our

customer of this period, we

need put a plan in place to

prevent these high level

emergency orders

Emergency Activity

Total Activity

54% of the Emergency Orders within Week 13 were due to

the Repair Types highlighted in the table shown.


Top Calling Sites

Rocket Euston Road is in the top 10 for reactive demand but has the lowest total sales for the same period. The

majority of orders were for various internal repairs, mostly logged in P02. There were 13 orders logged for

blocked drainage, indicating a consistent problem with this site.

20% of reactive orders YTD at the Crown Inn Bristol were problems with various internal and external lights as

well as issues with various sockets and outlets not working. This could indicate a wider problem with electrics at

this site.

Fountain Milton Keynes has 123 orders YTD evenly spread across periods. 14% of these orders were for issues

with 3 different Fridges and Freezers all logged between Period 1 and Period 4. 8% of orders were logged for

faults to the Fan Extract Kitchen Canopy, of which the majority of the orders were related to the fan blowing

cold air.

Highest P1 Demand:

The Cock and Magpies has the highest percentage of P1 orders in M15 with 57% of their reactive works classed

as emergency. Of the 27 P1 jobs, 26% were under Fan Extract-Kitchen Canopy due to gas supply and extract fan

faults.

21% of the 14 P1 orders at the Crown and Anchor West Bromwich were also due to gas supply and fan faults to

the Kitchen Extract Canopy.

31% of the 16 P1 faults at Three Horse Shows Sheldon were various problems with blocked drains over the past

4 periods.

Top 10 Locations for YTD P01 P02 P03 P04 Total YTD Total Sales YTD

ONEILLS WARDOUR STREET LONDO 36 43 67 54 208 2,156,959.90£

FOUNTAIN MILTON KEYNES 31 29 26 36 123 545,756.88£

TOBY CARVERY MARTELLO INN 37 20 38 19 118 561,003.83£

BROWNS COVENT GARDEN 39 22 28 25 116 1,838,795.23£

TOBY CARVERY EXETER 40 24 19 30 112 748,620.74£

CROWN INN BRISTOL 17 33 29 29 110 481,854.75£

DURLEY INN BOURNEMOUTH 20 24 39 21 106 449,416.93£

TOBY CARVERY SOUTHEND 21 29 25 31 106 558,277.39£

SARN PARK BRIDGEND 37 26 20 23 106 650,235.16£

ROCKET EUSTON RD LONDON NW1 29 40 14 22 104 438,729.34£

Sites with largest % of P1 YTD Total P1 Total All YTD % P1

COCK & MAGPIES BIRMINGHAM 27 47 57%

CROWN & ANCHOR WEST BROMWICH 14 26 54%

THREE HORSE SHOES SHELDON 16 30 53%

TWO BROTHERS SOUTHAMPTON 19 36 53%

MEADOWPARK HOTEL STIRLING VI 15 29 52%

DOG & GUN WOLVERHAMPTON 11 22 50%

DRUM TORQUAY 6 13 46%

ST JOHN'S - CARDIFF 29 63 46%

WILDWOOD STAFFORD 19 42 45%

PLOUGH INN KILLINGWORTH VILLAG 14 31 45%


26% of P1 faults at the Two Brothers Southampton were due to drainage issues over the past 4 periods.

21% of the P1 faults at Wildwood Stafford were due to faults to a walk-in freezer.

Sites Over Target

The above locations are those with the highest count of orders YTD over the target thresholds. Some locations

are busier and are expected to feature, for example ONeill’s Wardour St. However, sites like ONeill’s Solihull and

While Lion Ambleside have a lower percentage of the total reactive demand.

White Lion Ambleside’s demand has spiked in both P02 and P04 with 33 and 26 orders raised respectively. 31%

of these orders YTD are for Internal Building Repairs. 16 of the 28 orders raised in M15 have been with regards

to blocked drainage, leaks, or faulty waste pipes.

ONeill’s Solihull’s demand spiked in Period 2 and 3 with 39 and 25 orders respectively. 19% of these orders were

for Fridge and Freezer Faults.

Sites with the largest over budget YTD

Count over

Target Total YTD

% Over

Target

% of Reactive

Total

ONEILLS WARDOUR STREET LONDO 176 208 85% 0.34%

FOUNTAIN MILTON KEYNES 83 123 67% 0.20%

ROCKET EUSTON RD LONDON NW1 80 104 77% 0.17%

TOBY CARVERY MARTELLO INN 78 118 66% 0.19%

ONEILLS EUSTON ROAD 76 100 76% 0.16%

TOBY CARVERY EXETER 72 112 64% 0.18%

CROWN INN BRISTOL 70 110 64% 0.18%

WHITE LION AMBLESIDE 69 93 74% 0.15%

BROWNS COVENT GARDEN 68 116 59% 0.19%

ONEILLS SOLIHULL 68 92 74% 0.15%

17 | P a g e

Reactive £ v Sales £

The above locations are those with the highest percentage of sales spent on reactive works in the same period. The highest is Crooked Billet Leigh on Sea with

recative works YTD accounting for 7.14% of their sales. Of the 42 orders at this location YTD, 57% of the total reactive spend YTD (£6,220) was spend to fix a

pitching roof. The Bolton Kensington spent nearly 6% of total sales on reactive works YTD. 30% of reactive spend was due to various roof repair (refelt flat roof and

leak). A further 18% of reactive spend was due to pest control, specifically a rodent problem.

49% of reactive spend YTD at the Bird in Hand Pontardulais were due to roof and chimney repairs.

The following are the sites with the highest sales and the lowest reactive spend. The sites above have all spent less than 1% of their sales YTD on reactive works. All

sites have no more than 28 orders logged YTD. While Brockwell Seam Northumberland has the lowest reactive demand with 9 orders YTD, the best performing are

Miller and Carter Oracle and Falcon Clapham Junction with a high total sales and only 24 and 26 reactive works YTD respectively.

Reactive £ Sales £ Reactive £ Sales £ Reactive £ Sales £ Reactive £ Sales £ Reactive £ Sales £

CROOKED BILLET LEIGH ON SEA 1,838.84£ 41,569.06£ 4,629.59£ 34,540.28£ 59.00£ 33,665.97£ 4,359.26£ 42,757.19£ 10,886.69£ 152,532.50£ 7.14%

MAN ON THE MOON WEST HEATH 791.04£ 53,927.67£ 1,289.90£ 53,789.37£ 3,496.15£ 57,453.65£ 9,472.54£ 70,014.71£ 15,049.63£ 235,185.40£ 6.40%

THE BOLTON KENSINGTON 954.42£ 61,966.32£ 205.00£ 33,775.27£ 5,791.70£ 42,637.57£ 3,034.83£ 37,638.12£ 9,985.95£ 176,017.28£ 5.67%

BIRD IN HAND PONTARDULAIS 3,783.81£ 32,273.18£ 869.12£ 34,682.28£ 1,379.11£ 32,312.59£ 1,876.61£ 42,954.40£ 7,908.65£ 142,222.45£ 5.56%

BOWLING GREEN INN CHORLEY 2,556.35£ 41,926.93£ 2,937.65£ 42,244.13£ 2,484.44£ 40,725.60£ 720.07£ 38,176.17£ 8,698.51£ 163,072.83£ 5.33%

ONE TRICK PONY CLUB 2,483.65£ 31,603.61£ 1,352.98£ 11,132.95£ 3,204.67£ 75,610.53£ 2,707.86£ 74,152.05£ 9,749.16£ 192,499.14£ 5.06%

BRAUNTON INN 1,659.71£ 46,728.86£ 5,925.46£ 44,924.68£ 616.99£ 38,007.30£ 877.00£ 51,665.47£ 9,079.16£ 181,326.31£ 5.01%

P1 P2 P3 P4 Total % YTD Reactive v

Sales

REACTIVE TC SALES TC REACTIVE TC SALES TC REACTIVE TC SALES TC REACTIVE TC SALES TC REACTIVE TC SALES TC

TENNENTS BYRES RD GLASGOW 93.63£ 97,937.26£ 226.87£ 97,768.45£ 120.00£ 100,294.67£ 731.99£ 88,711.80£ 1,172.49£ 384,712.18£ 0.30%

CENTURION LINCOL 178.00£ 80,394.82£ 371.75£ 78,235.20£ 302.93£ 92,179.21£ 298.69£ 96,287.13£ 1,151.37£ 347,096.36£ 0.33%

CROWN TAV CLERKENWELL GRN EC1 730.25£ 112,229.42£ 742.68£ 116,263.31£ -£ 174,488.54£ 116.00£ 74,701.69£ 1,588.93£ 477,682.96£ 0.33%

INN AT MAYBURY 252.60£ 110,966.68£ 181.98£ 107,951.19£ 828.96£ 125,234.85£ 433.38£ 128,581.89£ 1,696.92£ 472,734.61£ 0.36%

WALTON FOX BAMBER BRIDGE 194.38£ 67,459.15£ 397.27£ 65,110.08£ 332.19£ 75,676.65£ 100.00£ 71,986.35£ 1,023.84£ 280,232.23£ 0.37%

MILLER & CARTER ORACLE 846.84£ 179,613.20£ 745.48£ 199,610.39£ 888.64£ 254,990.65£ 738.75£ 197,372.45£ 3,219.71£ 831,586.69£ 0.39%

BROCKWELL SEAM NORTHUMBERLAND 88.00£ 64,817.67£ 174.28£ 66,903.04£ 213.00£ 69,485.13£ 657.66£ 87,355.15£ 1,132.94£ 288,560.99£ 0.39%

FALCON CLAPHAM JUNCTION SW11 569.34£ 138,027.51£ 650.35£ 166,642.10£ 587.69£ 175,674.46£ 603.69£ 127,106.78£ 2,411.07£ 607,450.85£ 0.40%

HUNTSMAN & HOUNDS UPMINSTER 483.20£ 71,004.13£ 309.78£ 70,869.62£ 141.47£ 78,738.31£ 478.54£ 76,940.92£ 1,412.99£ 297,552.98£ 0.47%

WINDLE BROOK BAGSHOT 312.41£ 89,731.67£ 1,189.72£ 91,984.11£ 180.00£ 87,144.97£ 60.00£ 92,518.86£ 1,742.13£ 361,379.61£ 0.48%

Total % YTD Reactive v

Sales

P1 P2 P3 P4

18 | P a g e

4. Highlights and Lowlights

As someone once said “Success has many parents but Failure is an Orphan”

We need to ensure our ABM’s and Suppliers alike focus on the areas that are not performing as they should and

we don’t ignore or except poor performance. We need to take action where appropriate whilst also celebrating

the successes.

LOWS:

HIGHS:

Mite: 13% of all orders have been

Chased twice

SEE Mechanical: 10% Overall Performance

Trios: 46% Electrical and

89% Mexhanical -

Variance

The Combined

Performance for the Estate

is 62%

SEE FY15 Average

Performance = 23%

The Lowest CSS score across the

Estate is 88%

Instances of 2nd to 3rd

Chase at an all time low

Building has increased from

50 to 80% in FY15

FY15 Period on Period

comparison with FY14

shows vast improvement

We are attending

orders in the quickest time in

over 3 years

19 | P a g e

5. KPI Review

Average Job Cost < £500

Average Job Cost > £500

CSS Average time to complete

Emergency Repair

Average time to complete a

Scheduled Repair

FTF rate % Attended within target

% Recalls % of 2nd chases/

Work Order Count

% of 3rd chases/

Work Order Count

% variance of agreed vs

claimed

Work Order Count

Weight 15% 10% 5% 15% 10% 15% 5% 5% 5% 5% 10%

Estate Total

Target <= £101 <= £1,466 >=97.5% <=1.5 <=2.2 >=80% >=90% <=1% <=3% <=1% +/-5%

M15 - P01 £ 115 £ 1,636 95% 2.43 2.29 76.1% 76.7% 1.4% 1% 1% -16%

15,538

M15 - P02 £ 115 £ 1,640 94% 2.52 5.92 75.4% 78.5% 1.5% 1% 0% -16%

14,991

M15 - P03 £ 115 £ 1,640 95% 2.46 5.24 75.3% 75.9% 1.5% 1% 0% -16%

14,991

M15 - P04 £ 118 £ 1,527 96% 1.70 2.04 75.8% 82.7% 1.4% 1% 0% 9%

12,766

Comparison M14 - P04 £ 125 £ 1,612 95% 1.66 2.03 76.9% 79.1% 1.8% 0% 0% 9%

13,543

(Recalls Removed) M15 YTD £ 118 £ 1,632 94.8% 2.02 1.99 76.3% 78.8% 0.0% 1% 0% 8%

58,286

If nothing else, the Suppliers are demonstrating a level of consistency in that Estimates and the time taken to complete orders are a fair distance from target.

I don’t believe either of the targets are unrealistic and so I will be contacting the suppliers to ensure they understand who these KPis are calculated and the effect they have

on the overall performance.

The YTD view shows encouraging signs of improvement throughout the estate with you can see a decrease as the Periods have progressed throughout the year.


When comparing the above to individual suppliers results it is clear that each category has both over and underperforming suppliers, there is no in-between.

Average Job Cost

< £500

Average Job Cost

> £500

Customer

Satisfaction

Average time to

complete

Emergency

Repair

Average time to

complete a

Scheduled

Repair

FTF rate % Attended

within target

% Recalls % of 2nd

chases/ Work

Order Count

% of 3rd chases/

Work Order

Count

% variance of

agreed vs

claimed

Work Order

Count

Monthly

Performance

Score

15% 10% 5% 15% 10% 15% 5% 5% 5% 5% 10%

<= £101 <= £1,466 >=97.5% <=1.5 <=2.2 >=80% >=90% <=1% <=3% <=1% +/-5%

Building 95.50£ 1,319.32£ 97% 1.00 0.62 86.05% 78.40% 0.08% 1% 1% 14% 2,463 80%

101.00£ 1,466.00£ 97.5% 1.50 2.20 80.00% 90.00% 1.00% 3% 1% 5%

15% 10% 5% 15% 10% 15% 5% 5% 5% 5% 10%

<= £152 <= £1,697 >=97.5% <=1.5 <=3 >=71% >=90% <=3% <=3% <=1% +/-5%

Catering 136.35£ 1,874.33£ 95% 2.62 -11.86 63.15% 81.86% 3.89% 1% 0% 8% 3,577 35%

152.00£ 1,697.00£ 97.5% 1.50 3.00 71.00% 90.00% 3.00% 3% 1% 5%

15% 10% 5% 15% 10% 15% 5% 5% 5% 5% 10%

<= £118 <= £1,020 >=97.5% <=1 <=3 >=90% >=90% <=2% <=3% <=1% +/-5%

Drainage 117.21£ 928.94£ 99% 0.06 0.09 92.89% 91.43% 0.00% 0% 0% 27% 630 90%

118.00£ 1,020.00£ 97.5% 1.00 3.00 90.00% 90.00% 2.00% 3% 1% 5%

15% 10% 5% 15% 10% 15% 5% 5% 5% 5% 10%

<= £119 <= £961 >=97.5% <=1 <=3 >=80% >=90% <=2% <=3% <=1% +/-5%

Electrical 123.63£ 923.50£ 99% 4.08 5.96 77.22% 85.51% 0% 1% 1% 8% 1,380 30%

119.00£ 961.00£ 97.5% 1.00 3.00 80.00% 90.00% 2.00% 3% 1% 5%

15% 10% 5% 15% 10% 15% 5% 5% 5% 5% 10%

<= £157 <= £1,481 >=97.5% <=1 <=3 >=80% >=90% <=2% <=3% <=1% +/-5%

Mechanical 140.55£ 1,738.49£ 99% 2.08 4.41 71.83% 84.14% 0.00% 1% 1% 16% 889 35%

157.00£ 1,481.00£ 97.5% 1.00 3.00 80.00% 90.00% 2.00% 3% 1% 5%

15% 10% 5% 15% 10% 15% 5% 5% 5% 5% 10%

<= £103 <= £1,239 >=97.5% <=1 <=3 >=80% >=90% <=2% <=3% <=1% +/-5%

Refrigeration 109.79£ 1,283.19£ 93% 1.69 1.90 72.76% 82.46% 1.51% 0% 0% 4% 1,853 35%

103.00£ 1,239.00£ 97.5% 1.00 3.00 80.00% 90.00% 2.00% 3% 1% 5%

15% 10% 5% 15% 10% 15% 5% 5% 5% 5% 10%

<= £91 <= £1,058 >=97.5% <=1 <=3 >=85% >=90% <=2% <=3% <=1% +/-5%

Drinks Dispense 95.77£ 944.25£ 100% -2.81 -0.56 84.78% 92.53% 0.00% 0% 0% 9% 1,058 60%

91.00£ 1,058.00£ 97.5% 1.00 3.00 85.00% 90.00% 2.00% 3% 1% 5%

15% 10% 5% 15% 10% 15% 5% 5% 5% 5% 10%

<= £108 <= £1,320 >=97.5% <=1 <=3 >=80% >=90% <=1% <=3% <=1% +/-5%

Specialist 128.72£ 1,275.60£ 86% 0.05 1.19 79.77% 77.07% 1.73% 1% 0% 3% 519 55%


The category results show a mix bag of performance, from good, to bad to ugly. I have left in the negative times that have occurred through poor data entry from the

suppliers, but these will be removed for future KPi’s.

The Builders have shown the greatest increase in Performance over the last 12 months and they continue to shine under heavy demand. We have seen an upturn in the

variance KPi now we have only measure those orders over £500.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Period 1

Period 2

Period 3

Period 4

The trend over time some reasonable consistency with results,

but there are no regular underperformers which shows they

listen and adapt their behaviour where negative.

22 | P a g e

6. Summary – KPI Effectiveness

In order for a KPI to be effective the area of measure needs to have influence over the result. The

below KPI review shows the level of influence a Supplier has over these KPI’s and therefore

demonstrating how effective the KPI can be:

The KPis should be there to drive performance; the inclusion of the costs KPis devalues the matrix

in the eyes of the supplier as they know they have little influence over achieving a heavily

weighted KPi.

% Attended within

target

FTF rate Customer Satisfaction % of 2nd chases/

Work Order Count

% Recalls

Average time to

complete Emergency

Repair

Average time to

complete a scheduled

call

Average Job Cost <

£500

Average Job Cost >

£500

% variance of agreed

vs claimed

100% Influence

50% Influence – there

could be many blockers to

the success/failure of

these KPI’s that not in the

Suppliers control

0% Influence – If an ABM

approves a Work Order, the

Supplier needs to attend

and maintain. These KPI’s

should be tracked, but not

measured as they cannot be

controlled by the

organisations we are

measuring

Property services periodic review M15

Documents

Transcript of Property services periodic review M15