UNIBETON (country)

Monthly MRM (month/year)

CONTENTS – Agenda Points

• Approval of the Previous Minutes

• Actions to be followed from the previous meeting
• Financial Results (all countries)
• KRA / KPI Actual versus Targets
• Sales Forecast
• Customer Satisfaction Surveys
• Service Level Agreement
• Core Issues

LEADING THROUGH INNOVATION

FINANCIAL RESULTS (country)
Overheads - Budget vs Actual – MTD
Based on Presented Variance - Forecast
Actual MTD Reasons
Budget vs Actual
Details
AED AED
AED/M3 AED/M3 AED Million AED/M3
Million Million

Production (M3)

Salaries & Wages

Diesel + Electricity

Workshop

Plant - Repairs &

Maint.

Hiring & Other Exp

Depreciation

Administration

Finance & Corporate

OH

Total Overheads

LEADING THROUGH INNOVATION

FINANCIAL RESULTS (country)
Quarter wise Projected Overheads
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Projected 2011 Budget 2011
Details
AED AED AED AED AED AED
AED/M3 AED/M3 AED/M3 AED/M3 AED/M3 AED/M3
Million Million Million Million Million Million

Production
(million M3)

Salaries & Wages

Depreciation

Administration

Finance &
Corporate OH

Other Overheads

Total Overheads

LEADING THROUGH INNOVATION

FINANCIAL RESULTS (country)

CAPEX Requirements – List will be generated for the specific meeting

LEADING THROUGH INNOVATION

KRA / KPI actual vs. target
All Departments will present their performance results
Strategic Business Development
Type of KRA Key Result Areas (KRA) Weightage Key Performance Indicator (KPI) Target Source
5 Year Business Plan 33% Preparation of 5 Years Business Plan & Strategy End of 3rd Quarter 2010 every Year OD
Business Plan & Strategy 10%
Annual Business Plan 67% Achievement of Business Plan End of 3rd Quarter 2010 OD
Minimum 5 Leads per Month per
Market Intellegence 67% Monthly Report on New Leads Converted to Award of Contract Accounts
Area
New Leads / Market 20%
Monthly Summary Report on Partnerships / JV & Nominatd Suppliers
Financial Partnerships / Joint Ventures / Nominated Suppliers 33%
Contract
2 Positive Development per Annum Accounts
40%
40% Expansion of Customers
Development of New Customers, 100% 30% New Customer Development Report in Existing Area 2 New Customer per Area per Year Accounts
Base.
BD 50%
Departmental cost Manpower Cost & Operating Cost 30% Cost within budget (overhead cost) as per Business Plan Accounts
Marketing 50%
Timely Preparation of Annual Business Plan 30% End of 3rd Qtr. End of 3rd Qtr. Cost Control
Budget
10%
Utilisation of Investment within Budget 70% Within Budget as per Monthly Plan Within Budget as per Monthly Plan Cost Control

Bringing in Leads in Emerging & 150% Leads by Volume against

30% Leads to Support the Business Plan Sales Coordinator - from MARS
New Markets Business Plan.
20% Summary Report on UB's as Approved Supplier in UAE Market Minimum 90% Approved BD Team
Business Development Approved Manufacturer in All 30%
Consultant & Client List
20% Summary Report on UB's as Approved Supplier in New Market Minimum 40% Approved BD Team

Market Share 30% Market Share by Sales Volume in Active Market (UAE) 15% Area Manager
Website Updates 40% Website Updated Frequently Monthly Graphic Designer
Media / Press Releases 30% Summary Report of Media / Press Release Minimum 1 per Month Marketing Manager
Communication 15%
Ensure Implementation Organize Seminars in Colleges on
30% Summary Report of Drives Covered Minimum 1 per Quarter Events Coordinator
of Various Business Concrete
Process Marketing Drive as per Business
40% Half Yearly Market Perception Survey on UB Brand. 100% OD
Plan

Process Marketing
UB Brand Recognition 30%
15%
Half Yearly Market Perception Survey on UB Brand. 100% Sales / MIS
30%
30% Participation in Exhibition &
30% Summary Report of Participation in Exhibitions & Symposium Minimum 2 Per Annum / Country Events Coordinator
Syposium of International Level

Organize & Drive Emiratizion

50% Summary Report of Drives Covered Minimum 2 Per Annum BDM
Campaign
Society 10%
Participate / Contribute to Society
50% Summary Report of Drives Covered Minimum 2 Per Quarter Marketing Manager
Events

Existience of Policy & Procedure All the Process shall have Procedure. No Findings from QA/QC / MIS
15% Existience of Policy & Procedure for all Process.
Overall for all Process. - June 2010. on absence of Procedure
Policy & Procedure 20%
Review of Policy & Procedure 15% Review of Policy & Procedure Half Yearly OD & QA/QC Dept & MIS
No Major NCR from MIS & QA/QC
Audit Compliance to Procedure 70% 100% QA/QC Dept & MIS
& Closure within the Target Time
EHS Overall Compliance to Procedure 100% 10% EHS Compliance 100% OHS Department
External Satisfaction Monthly Satisfaction Survey on
Customer Satisfaction 100% 40% Achievement of Satisfaction level 90% Satisfaction Monthly Report from Mr. Santosh
Survey Overall Performance
Customer 20%
20% Internal Satisfaction Survey
Monthly Satisfaction Survey on BD
& Strategy Performance
100% 30% Achievement of Satisfaction level 90% Satisfaction
Survey From Sales, Accounts,
MIS & Report by QA/QC

Best Practice Minimum 1 Best Paractice per Month 100% 40% Implementing Best Practice in to Operations Minimum 1 per Month Operations Director
People/
Employees Satisfaction Survey Score 100% 20% Improvement of Employee Satisfaction Level as in DQA Score by 10% 10% improvement HR
New Projects/ Ensure effective supervision
10%
Best Practices and development of team Succession, Career Planning & Manpower deployment as
100% 20% Succession, Career Planning & Manpower deployment as per planning. 100% HR
per planning.
5%
Employee Training Employees Training for Department 100% 40% 4 Mandays/ employee/year 4 Manday / Employees / Year Training Department

LEADING THROUGH INNOVATION

KRA / KPI actual vs. target
All Departments will present their performance results

Sales, Technical, R&D, Material

Type of KRA Key Result Areas (KRA) Weightage Key Performance Indicator (KPI) Target Source
Value 100% 20% Achievement of Business Plan 600 Million Accounts
Turnover
Volume 100% 10% Achievement of Business Plan 2.0 million m3 (Annual Target) Accounts

Average Collection Period (Days) 100% 15% Monthly Average Actual Collection Period Report (Days) 120 Days Maximum Accounts
( Total Exposure / Monthly Credit Sales x 30 Days)
Financial Exposure
Average Payment Period ( Raw Material + Fuel) 100% 5% Monthly Average Payment Period Report (Days) 120 + 30 Day Accounts
(Total Payables / Monthly Credit Purchase x 30 Days)

Profit Margin Gross Margin (Value & Unit Production) 100% 30% Achievement of Business Plan 100% Accounts

Financial Sales 30%

Technical 25% 80%
80% Departmental cost
Raw Material Manpower Cost & Operating Cost 15% 10% Cost within budget (overhead cost) as per Business Plan Accounts
R&D 15%
Environmental 15%
Timely Preparation of Annual Business Plan 20% End of 3rd Qtr. End of 3rd Qtr. Cost Control
Within Budget as per Monthly
Utilisation of Investment within Budget 30% Within Budget as per Monthly Plan Plan
Cost Control
Budget
10%
Monthly Stock Level within
Raw Material Inventory Level 50% Monthly Stock Level within Budget Budget Accounts
( Minimum & Maximum Level)

Sales Target & Healthy Forecast to support the Minimum 85% Secured
Business Plan Target. 30% Secured Forecast against Target for the next Quarter on month to month basis. against Target
Sales Coordinator - from MARS

Sales
Project Secured against Quotes / Enquiry 40% 15% Success ratio Minimum 40% MARS

Market Share 30% Market Share by Sales Volume in Active Market (UAE) 15% Area Manager

Technical Rejection of Concrete due to Quality 40% 13% Gross Quantity of Concrete Rejection to Total Monthly Production 0.5% Maximum Supply Chain
Raw Material Procured as per Business Plan
Ensure Implementation
within the Target 40% Within the Monthly Set - Benchmarked Price Target by SVP 100% Materials Coordinator
of Various Business Process
Raw Material Procurement Secured Raw Material Forecast 30% 13% Secured Qty for the next Quarter on month to month basis. Minimum 80% Secured Materials Coordinator

Process New Vendor Development 30%

10%
New Vendors Developed with Better Terms than existing Minimum 5 Per Annum Material Manager

10% All R&D Projects Planned & Scheduled. 50% All Projects Completed on Schedule. 90% AOM-R&D
R&D 10%
Implementation of R&D Project. 50% Implementation of Sucessful R&D Projects in Practice. 100% AOM-R&D

Environmental Production Waste Reclaimation & Re-Use. 100% 10% 100% Production Waste Re-Use 90% Environmental Manager
All the Process shall have
Existience of Policy & Procedure for all Process. 15% Existience of Policy & Procedure for all Process. Procedure.
QA/QC Dept & MIS
Overall
Policy & Procedure Review of Policy & Procedure 15% 20% Review of Policy & Procedure Half Yearly OD

No Major NCR from MIS & QA/QC

Audit Compliance to Procedure 70% 100% QA/QC Dept & MIS
& Closure within the Target Time
EHS Overall Compliance to Procedure 100% 20% EHS Compliance 100% OHS Department

Monthly Satisfaction Survey on Technical

Customer Satisfaction External Satisfaction Survey
Performance 100% 40% Achievement of Satisfaction level 90% Satisfaction Monthly Report from Mr. Santosh

Customer Monthly Satisfaction Survey on Sales, Techncial 5% Survey From Sales & Accounts, Report
Internal Satisfaction Survey 100% 30% Achievement of Satisfaction level 90% Satisfaction
5% Raw Material & Environmental Performance by QA/QC

No Major Complaints from Customers on Claims / Deductions resulting from

Customers Complaint Monthly Report 100% 30% No Complaints Area Manager
Quality
Best Practice Minimum 1 Best Paractice per Month 100% 40% Implementing Best Practice in to Operations Minimum 1 per Month Operations Director

People/ Employees Satisfaction Employees Satisfaction Survey Score 100% 20% Improvement of Employee Satisfaction Level as in DQA Score by 10% 10% improvement HR

New Projects/ 5%
Best Practices Ensure effective supervision and
development of team
Succession, Career Planning & Manpower deployment as per planning. 100% 20% Succession, Career Planning & Manpower deployment as per planning. 100% HR

5%
Employee Training Employees Training for Department 100% 40% 4 Mandays/ employee/year 4 Manday / Employees / Year Training Department

LEADING THROUGH INNOVATION

KRA / KPI actual vs. target
All Departments will present their performance results
Supply Chain
Type of KRA Key Result Areas (KRA) Weightage Key Performance Indicator (KPI) Target Source

Transit Mixers 40% Achievement of Business Plan Minimum 1000 m / TM / Month

3

Utilisation of Fleet 30% System Generated Report by Ann

Minimum 3500 m 3 / Pump /
Concrete Pumps 60% Achievement of Business Plan
Month

Fleet Cost Depreciation + Hiring 100% 10% Cost within budget (overhead cost) as per Business Plan Dhs/m3 Accounts

Financial Fleet Profitability Monthly TM & Pumps P&L 100% 20% Achievement of Business Plan 100% Accounts / DMC
40%
40%
Production Manpower Cost & Operating 60% Dhs/m3
Departmental cost 30% Cost within budget (overhead cost) as per Business Plan Accounts
Static Pump Cost 40% Dhs/m3

Timely Preparation of Annual Business Plan 40% End of 3rd Qtr. End of 3rd Qtr. Cost Control
Budget
10%
Within Budget as per Monthly
Utilisation of Investment within Budget 60% Within Budget as per Monthly Plan Cost Control
Plan

Planning & Scheduling of

All Pours Planned & Confirmed by UB in advance for Minimum 98% Pours Supplied
Concrete Pour Orders with 30% Mr. Edgar / Ms. Ann.
Orders received in Advance. are Planned in Advance.
Customers

Production On Time Delivery of Concrete a 50% Minimum 90% Pours Delivered

40% All the Pours are Delivered as per Committed Schedule Mr. Edgar / Ms. Ann.
per committed Schedule on schedule by UB.

Ensure Implementation Control on Wastages / Rejection Gross Quantity of Concrete Rejection to Total Monthly
of Various Business 30% Maximum 0.1% of Production System Generated Report by Ann
of Concrete. Production
Process
Process Zero Break-Down at Site 40% Breakdown at Site exceeding 1 Hour 1 B/D per Month Static Pump Manager
40%
40%
Documentation of Production &
Static Pump 30% 10% All Pours are recorded for Production & TimeSheet 100% Conformance Report from Static Pump Manager
Time Sheet

Method Statement for All Process 30% All Process with approved Method Statement 100% Conformance MIS / QA/QC Audit

No Major NCR from MIS & QA/QC

Policy & Procedure Overall Compliance to Procedure 100% 20% 100% QA/QC Dept & MIS
& Closure within the Target Time

EHS Overall Compliance to Procedure 100% 20% EHS Compliance 100% OHS Department

External Satisfaction Monthly Satisfaction Survey on

Customer Satisfaction 100% 40% Achievement of Satisfaction level 90% Satisfaction Monthly Report
Survey Service Performance

Customer Monthly Satisfaction Survey on Branch Manager Survey From Sales, Fleet &
15%
15% Internal Satisfaction Survey 100% 30% Achievement of Satisfaction level 90% Satisfaction
Supply Chain Performance Accounts, Report by QA/QC

No Major Complaints from Customers on Claims /

Customers Complaint Monthly Report 100% 30% No Complaints Area Manager
Deductions resulting from Quality

Best Practice Minimum 1 Best Paractice per Month 100% 40% Implementing Best Practice in to Operations Minimum 1 per Month Operations Director

Improvement of Employee Satisfaction Level as in DQA

Employees Satisfaction Employees Satisfaction Survey Score 100% 20% 10% improvement HR
Score by 10%
People/
New Projects/
Ensure effective 5%
Best Practices Succession, Career Planning & Manpower deployment as Succession, Career Planning & Manpower deployment as
supervision and 100% 20% 100% HR
5% development of team
per planning. per planning.

Employee Training Employees Training for Department 100% 40% 4 Mandays/ employee/year 4 Manday / Employees / Year Training Department

LEADING THROUGH INNOVATION

KRA / KPI actual vs. target
All Departments will present their performance results
Workshop
Type of KRA Key Result Areas (KRA) Weightage Key Performance Indicator (KPI) Target
Manpower Cost 15%
TM, Pumps & Transport
Spare part & Repair 15%
Manpower Cost 10%
Batching Plants
Departmental cost Spare part & Repair 10% Aed 1.50 / m3
80% Cost within budget (overhead cost)
80% Manpower Cost 5%
Engg. Services
Spare part & Repair 5% Aed 0.3 / m3
Financial
Manpower Cost 20% 40%
40% Overall
Spare part & Repair 20% Aed 6.80 / m3
Timely Preparation of Annual Business Plan 20% End of 3rd Qtr. End of 3rd Qtr.

Budget Utilisation of Investment within Budget 30% Within Budget as per Monthly Plan Within Budget as per Monthly Plan
20%
20%
Inventory Level 50% Monthly Stock Level within Budget Monthly Stock Level within Budget

TM Availability 33% 90%

Fleet Availability 30%
Pump Availability 67% 89%
Monthly Availabiltiy Report
Zero Breakdown (plants) Zero BreakDown during Production Hours 100% 20% 100%

TM, Pumps & Transport 33%

Timely Completion as per
Preventive Maintenance Batching Plants
Schedule
33% 5% Monthly Report on Planning Vs Actual 100%
Engg. Services 33%
TM 20% 90%
Pumps Timely Completion as per 35% 100%
Passing Jobs Schedule
5% Monthly Report on Planning Vs Actual
Shovels 30% 100%
Process Other Fleet 15% 90%
TM, Pumps & Transport 25% 40% 90%
40% Batching Plants Effective Utilisation of 25% 90%
Manpower Utilisation Manpower
20% Effective Utilisation of Manpower
Engg. Services 20% 80%
Fleet - Operators 30% 90%
TM, Pumps & Transport 25% 100%
Batching Plants 25% 100%
Policy & Procedure Compliance to Procedure 10% No Major NCR & Closure within the Target Time
Engg. Services 20% 100%
Overall 30% 100%
TM, Pumps & Transport 30% 100%
Batching Plants 25% 100%
EHS Compliance to Procedure 10% EHS Compliance
Engg. Services 20% 100%
Overall 25% 100%

Monthly Satisfaction Survey

External Satisfaction Survey 40% 90% Satisfaction
Customer on Equipment Performance
Customer Satisfaction 100% 15% Achievement of Satisfaction level
15% Monthly Satisfaction Survey
Internal Satisfaction Survey 60% 90% Satisfaction
by Supply Chain
Best Practice Minimum 1 Best Paractice per Month 100% 40% 5 Best Practice 100%
People/
Ensure effective
New Projects/ supervision and
Succession, Career Planning & Manpower deployment as
100% 20%
Succession, Career Planning & Manpower deployment
100%
per planning. 5% as per planning.
Best Practices development of team
5% Employee Training Employees Training for Department 100% 40% 4 Mandays/ employee/year 4 Manday / Employees / Year

LEADING THROUGH INNOVATION

BALANCED SCORECARD Customer Perspective (2011 - 2013)
All Departments will present their performance results
SO Strategic Start
SI No. Strategic Initiatives Measure Freq Target Stretch Champion Achievement
No. Objective Date
AL
KHALIFA HABSHA
49-50 TAWEEL RUWAIS SBI
PORT N
Improve plant utilization (currently 40% 45% Country OM / A
Optimizatio C1.1 at 25-30%)
% utilisation monthly
increase increase
1/8/2011
Country SM Nov 22.80% 10.21% 3.23% 24.78% 12.00% 2.85%
C1. n of
Dec 28.37% 11.95% 2.74% - 11.42% 1.60%
Resources
Optimization of raw material
% savings of
C1.2 consumption (use less expensive
the cost
monthly 5% 10% Nov. 2011 Nandlal (Mat) / Giri Further trial still ongoing
equivalent materials)

C2.1 Reduce rejection rate % monthly 0.10% 0.00% 1/8/2011 Giri (Tech Man) November (Tech = 0.06% / Other = 0.05%) / December (Tech = 0.08% / Ot
her = 0.06%)
Reduce plant major breakdowns
Maintain SHAH MASOOD
C2. C2.2 ("0" breakdown maintenance % monthly 1% 0% 1/7/2011
(Plant Div)
0.51 % out of 1% for the month of December 2011
Quality program)
Reduce road & site breakdowns of VP, W/shop team &
C2.3 the fleet (on weekly basis)
nos monthly 2 0 1/7/2011
DMC
NOV = 107 (TM-59, CMP-36, MSPU-1)

December JIH = 2 days, Tender = 3 days, Urgent projects = 1 day or

C3.1 Reduce the enquiry response time days monthly 2 1 Oct. 2011 FAIZ (Country SM)
immediately
Reduce customer complaint All customer complaints received are immediately attended to by either
C3.2 response time
time /hrs monthly immediate 3 hrs 1/7/2011 FAIZ (Country SM)
Sales or Production Department (less than 3 hours)
Shorten Reduce customer complaint
days monthly 48 hrs. 24 hrs. 1/7/2011 FAIZ (Country SM) December = 6 days
response time in writing
Customer C3.3
C3. Resolving the customer complaints days monthly 5 days 3 days in progress FAIZ (Country SM) December = 4 days
Related
Processes Country GM /
C3.4 Reduce major customer complaints nos monthly 0 0 1/7/2011
Country SM
9 complaints received (WR=2, AUH=3, ALA=2, DXB=2)

Nov. 30, Nov. 15, Oct. 31, Robin (BD Dir)/FAIZ Pilot tracking being completed with Alfaraa for full launch in all
C3.5 Implementation of customer portal time quarterly
2011 2011 2011 (Country SM) locations 1 Feb 2012

Improve customer satisfaction

C4.1 (overall UB quality and service)
% Satisfaction monthly 90% 95% 1/7/2011 Paresh (MIS) No update, data still from 3rd quarter of 2011. (DXB=78%, AUH=77%, AL
A=70%, WR=77%)

Improve customer existing % projection 661,622 m3 awarded to UB in Q3-Q4 2011 out of which 77% was repeat
C4.2 relationship (projects awards to UB) allocated
half year 90% 100% 1/8/2011 FAIZ (Country SM)
customer business. Other 23% were awarded to UB by new customers.

no. of new FAIZ (Country SM) /

C4.3 Expand customer base
customer
quarterly 2 5 01/09/11
SAM / BD
12 new achieved

Better
C4. Customer Improve Market Intelligence (overall
Focus C4.4 national and international markets)
report monthly 1 1 1/8/2011 Robin (BD Dir) New report system to be sent to country management by 5 Jan 2012

Sales team presents Market Intelligence Reports during each sales

meeting. They are asked to look-out for new hot areas so UB can enter
agreement at early stage with client. A closer study of Dubai new
Improve market intelligence (local projects have been underway since September (Hassyan Power Plant
C4.5 report monthly 1 1 1/8/2011 FAIZ (Country SM)
market) 120,000m3 and Jebel Ali Port Extension 150,000m3 identified). A market
review of Al Ain and is also underway, now that Xtramix has set up plant
there. Al Falah setting up new plant in KPIZ has also been reported.
Reports from ZAWYA are also used to identify projects.

LEADING THROUGH INNOVATION

BALANCED SCORECARD Learning & Growth Perspective (2011 - 2013)
All Departments will present their performance results
SO Strategic Current
SI No. Strategic Initiatives Measure Freq Target Stretch Start Date Champion Remarks
No. Objective Progress
Unconventional concrete sales
other than specified (high Currently product type is not specified when creating the
L1.1 price/margin concrete products % Monthly 5% 7% Oct. 2011 Country GM product in the Batching plant.Changes will be made to the
(SCC, Lightweight Concrete, Green eMix software to enable the entry of the Product Type.
Foster Concrete, etc.)
L1. Innovation and New Patents or adotion of new Chris Stanley/ 1) Rotex Aggregate Particle size Analyzer
R&D L1.2 Nos HY 1 2 July 2011 In progress
Technology Adnan Matar 2) ISM Slump Measuring probes
Improve Existing technology to
Huiqing/Giri/ 1) Use cost-effective aggregates (Hatta Aggregates)
L1.3 adapt to market requirnment per Nos Quarterly 2 3 July 2011 2
Nandlal 2) Acquire our own Aggregate Crusher.
operations

1) Presentation & Consultancy, SCC demo, Green Concrete

Green Technology education Nos of Assessment.
L2.1 Quarterly 2 3 Nov. 2011 Dr. Huiqing/Giri 8
specificiers, consultants & Clients sessions 2) Sustainbale marketing material development and
publication
Carbon Emission Analysis
L2.2
and Reduction
Carbon emission-Average
L2.2.1 CO2 Kg/m3 HY 1 2 July 2011 Dr. Huiqing/Giri Completed
product
Carbon emission reduction-
L2.2.2 % HY 5 10 July 2012 Dr. Huiqing/Giri Completed
Average produc
Invest in Note: L2.2 Items 3-4 analysis require more operational data
as below:
Environmental 1) Elecric bills, per plant monthly
Protection L2.2.3 Carbon footprint-Operations CO2 Kg/m3 HY 1 2 July 2013 Dr. Huiqing/Giri Feb. 2012 2) Fuel Consumption, per plant monthly
L2.
(Community, 3) Material Consumption for each type, per plant monthly
4) Material transportation distance for each type, per
society transportation mould, per plant monthly
included) Primary energy comsumption-
L2.2.4 MJ/m3 HY 1 2 July 2014 Dr. Huiqing/Giri Feb. 2012 See above Remark
Operations

L2.3 Recycle Waste Materials

The Target and Strech will be improved after the installation

Recycle Waste material (All
L2.3.1 % / Timeline Monthly 70% 90% July 2011 Dr. Rushdi 70% of the Dune sand Classifier in which UB will be able to
Production)
reclaim most of the Dune sand out of the sludge waste.
This requires input from the Admin on the total amout in
Recycle Waste material (Non- % Admin
L2.3.2 HY 10% 15% Nov. 2011 Pending kilograms that were wasted in the last six month compared
Production ) improvement Dr. Rushdi
to the ones that were disposed

Adopt new technology ( GPS,

RFID, ERP, BSC, EAM, BI, FS, WS, 1) ERP has been implemented for a while now
L3.1 Dashboard, Portals, Particle Size Nos HY 2 4 July 2011 Adnan/MIS Team 2 2) GPS Tracker & Trip Planner awaiting User Acceptance
Analyzers, Slump Measuring 3) Slump Measurement Instruments under evaluation
probes, etc)
Use of IT / Upgrade existing systems like
MARS, DN, Invoicing, Workshop,
Automation/ L3.2 Nos HY 3 4 July 2011 Adnan/IS Team In Progress In Progress, Projects Timeline revised due to recent layoffs
L3. AX ERP, Reporting Portal,
New Customer Portal, etc.
Technology 1) Microsoft OCS 2007 à Microsoft Lync 2010, Completed
and fully deployed.
Upgrade Technology Platform
2) Microsoft Windows SharePoint Services to Microsoft
L3.3 (eMail Service, Sharepoint, O/S, Nos HY 2 4 July 2011 Yasir/IT Team 3
SharePoint Server 2010 Up gradation
Lync, D/B, Office)
3) Microsoft SQL Server 2005 Standard edition to Microsoft
SQL Server 2008 R2 Enterprise edition with Clustering

LEADING THROUGH INNOVATION

BALANCED SCORECARD Learning & Growth Perspective (2011 - 2013)
All Departments will present their performance results
SO Strategic Strategic Start Current
SI No. Measure Freq Target Stretch Champion Remarks
No. Objective Initiatives Date Progress
Clear job description for
Ongoing Process; presented in the HR MRM. JD Status:Completed 93% and
L4.1 each role aligned to the % of employees Yearly 1 1 July 2011 Jay/Victor 93%
pending 7%. Designation rectification:Completed 45% and Pending 55%.
operational role

1. Ongoing Process; presented in the HR MRM

KRA / KPI to be aligned to
2.For New Joiners KRA Status;Completed 93% and pending 7%.
L4.2 measure operational role - % of employees HY 1 1 Aug. 2011 Jay/Victor 93%
2.Champions PEP Sheets BSC initiatives were
signed
embedded. There were approximately 22 Champions PEP sheet were aligned.
Increase
L4. Employee Career growth path for
1. We have initiated the talks with SHL, we will meet them in January and finalize
L4.3 each staff ( BAND 3 and % of employees Yearly 1 1 July 2011 Jay/Victor 36%
Satisfaction above in 2011)
the proposal for the OPQ Assessments ( Occupational Personality Questionnair).
Align staff Compensation
L4.4 and benefits with their % of employees Yearly 1 1 July 2011 Jay/Victor 100% Implemented
competencies and skillsets
Structured employee
joining and Induction July 2011 HR Team/Jay/ Tracked monthly and presented in the HR MRM. (Ensuring 100% implementation
L4.5 % of employees on recruitment 1 1 100%
Programme for new (Oct 2011) Victor with effect from 01.10.2011)
recruits
1. Policy list has been sent in to SVP & BM for his review.
Publish policy &
L5.1 % Quarterly 100% 100% Sep. 2011 Jay/Victor 100% 2. IT teams from UB and HO have been
procedures on intranet
briefed to load the policies.
Awareness of reward & 1. R & R will be rolled out as per the Group schedule.
Improve recognition programme
HR
2. GM suggestion Scheme was reviewed on June
L5.2 and drive a culture of % Quarterly 100% 100% Sep. 2011 100% 2011.
L5. Employee employee approciation (R
Team/Jay/Victor
-Total suggestions received from June 2011 till Dec 2011 is 196. Completed
Motivation & R) 33%, Not Feasible 38%. For follow up 29%.

1) Social programmes to be planned with the Central Welfare Team. Under Process
L5.3 Provide Social Programme Nos Monthly 1 2 July 2011 HR Team 1
2) For 2012 implementation. UB Admin team to take this on

Increase Employee HR
L6.1 % HY 90% 100% July 2011 77% Employee Satisfaction Survey 2011 Completed on 31st December 2011.
Satisfaction scores Team/Jay/Victor
Regular reviews of HR Status of Workers performance evluation: Complete 87.7%, Pending 9.8% and
L6.2 % of employees Yearly 100% 100% July 2011 100%
performance Team/Jay/Victor NON UB's 2.5%. (NON UB's like Securites).

Improve Reduce Staff turnover -

HR
Year to date, UB have 38 resignation or 2.15% staff attrition level. This is slightly
L6.3 current cumulative % Yearly 80% 100% July 2011 93% higher than last year month to month percentage of 2.5% and year total average of
L6. Employee average (attrition)
Team/Jay/Victor
2.89%. (Staff only)
Retention 1. Exit interviews are incorporated into our employee seperation procedure.
2. We are ensuring 100% implementation. We standardized and embedded in HR
% of resigned
L6.4 Conduct Exit Interviews Quarterly 90% 100% July 2011 HR Team 100% SLA with weekly tracker.
employees
3. Exit interview
summary to be shared with the GM.

Analyse training needs of

each dept. and publishing HR Team /Jay
L7.1 Training Calendar Yearly Sept. 2011 Aug. 2011 Aug. 2011 In Progress Being Conducted : Ongoing
a yearly training calendar /HOD
(TNA)
There were 63 trainings were conducted from 1st Jan 2011 till 31st Dec 2011. Total
Re-skilling L7.2
Conduct relevant internal
No. of Mandays Yearly 4 Mandays 5 Mandays October 2011 Rayner In progress employees were trained 3,565 and Total hours spent on training 12,006. Attached
L7. & external training
is the Training summary.
and Training
Post-Training Skills
L7.3 % ROI on training After training 100% 100% October 2011 Rayner / Nelson In progress Line manager should measure the training effectiveness
Assessment
Conduct Leadership Skills
as per training Sep. 2011 Modules have been shortlisted, Email have been sent out and a training calendar is
L7.4 Development Workshops Nos of workshop 5 Nos. 10 Nos. HR
calinder (Dec 2011) being firmed by QA / QC Dept.
( Band 3 & above)
Authority
Delegation & Empowering Provisional Delegation Authority has been signed by SVP but Pending for the
L8.1 Matrix/Signed Off HR/Vijay M
Cultural Re- People
Procs
approval of GD and VC.
L8.
engineering L8.2
Cascading thru BSC to BSC Score card
bi-yearly Bi-yearly
Aug. 2011 BU-HODs/HR/ DOA ver 1. has been submited, however it wil be updated post the process reviews
Band 3, 4, 5 reviewed Bi-yearly (Jan 2011) Vijay M and SLA implementations.

LEADING THROUGH INNOVATION

BALANCED SCORECARD Internal Process Perspective (2011 - 2013)
All Departments will present their performance results
Achievements
Strategic Strategic Stretc Start Achievements as on
SN SN Measure Freq Target Champion as on October Remarks
Objective Initiatives h Date December 2011
2011
Will take place after Business
Set once in a
Strategy Meeting- Reports/Minutes of 30.10.20 21.10.2 01.10.20 Oct 2, 2011 – Minutes Plan 2012 approval before year
P1.1 year; Review Country GM
Country Specific Meeting 11 011 11 to follow end
Monthly
Planned in Jan' 2012
Strategic meetings were
conducted when
Ongoing group fortnightly
markets were being
meetings plus trip reports for
explored, at this stage
Implement & we are consolidating
business development
innitiatives sent to svp, gm’s,
P1. Review our existing markets for
sales managers and all
Strategy Set and the foreseeable future.
Strategy Meeting- Reports/Minutes of 15.12.20 10.12.2 01.12.20 Anand Soni & necessary parties
P1.2 reviewed However Group
Central Meeting 11 011 11 Mr.Robin Jones
quarterly strategic meetings are
This will be the status quo for
being held fortnightly
the foreseeable future
wherein minutes and
reports are generated
Meeting agenda will be proposed
from a Group
in 10 days
perspective including
international expansion.

Minima & Maxima level

Stock levels are synchronized
Preparation of stock 15th 15th Mr.Andrew John cannot be defined at
Monthly 15th July with ERP, report generation shall
level report Sept August Little ERP system – Under
be completed in 2 weeks time
Process
Materials: Maintain Compiled:
P2.1
optimum stock level. (Nov end stock as
Mr. Andrew John 6.65m)
Stock Compliance report Monthly 15th Oct 1st Oct 15th July Compiled Reviewed monthly
Little (Dec end stock as 8.03m)

Reviewed monthly
Manpower Optimization
Planned & the approval
- Signed organization Organization chart + 15.09.20 01.09.2 Mr. Andrew John Under process; Partially
P2.2 Annual 15th July Under process taken under process of
chart + JDs & KRA for JDs & KRA for the team 11 011 Little Implemented.
reallocation.
the team
Manpower Optimization
Compliance of the bi-yearly
- JDs & KRA for the Mr. Andrew John JDs are under Revision /
P2.3 Manpower allocation to Quarterly through NA Q3 Under process Under Revision.
team compliance wrt the Little Approval
Improve the operational roles PMS
operational role
P2. Workshop Manpower Optimization
Performance - Recruitment of No. of approved Continuous Immedia Mr. Andrew John Expected completion by
P2.4 60 days 50 days Under process On-hold
qualified & experienced vacancies filled process te Little 30/10/11
staff
Budget available and overall
Budget available and expenses within budges:
100% 5% overall expenses within
Workshop Budget Budget Compliance complian saving Mr. Andrew John budges (13.43% (13.17% savings from budgeted
P2.5 Monthly Ongoing
Compliance Report ce to from the Little savings from budgeted figures 2.09m up to Nov' 2011).
Budget budget figures 1.86 m upto sep'
2011) (12.70% savings from budgeted
figures 2.16m upto Dec' 2011)
Overall achievement:
For Nov 89%
Overall achievement is
(Transit Mixers 90%, Pumps 83%,
compliance to the 90% Mr. Andrew John 88% (Transit mixers
P2.6 90% fleet availability Monthly 90% 92% Ongoing Shovel 87%).
target Little 89% pumps 86%
For Dec 88% (Transit
shovel 84%)
mixers 89%, Pumps 86%, Shovel
85%).
LEADING THROUGH INNOVATION
BALANCED SCORECARD Internal Process Perspective (2011 - 2013)
All Departments will present their performance results

Strategic Strategic Start Achievements as Achievements as on

SN SN Measure Freq Target Stretch Champion Remarks
Objective Initiatives Date on October 2011 December 2011
Preparation and
approval of budget (time once for Immedia
all projects NA Eng. Fahed Prepared; continuous process
and cost) before start of the project te Preparing and working for
Minimise Plant Implementation of project project updating for the same;
P3. P3.1
management techniques Resource allocation and expected to complete
Erection Time once for
all projects NA
Immedia
Eng. Fahed Prepared; continuous process
mobilization plan the project te within 10 -15 days
Progress report wrt time Immedia Progress report with time line
fortnightly all projects NA Eng. Fahed
and cost te by without cost

Mid Nov' 11 SVP&BM's reviewed the

Authority Matrix for Central,
Functional Org. Chart Functional Organisation On Robin Jones & Once again re-engineering
P4.1 Bi-annual - proposal shall be forwarded to
(Central & Country) Chart 01 going Vijay process had started
Corporate Office in couple of
Dec.2012 days
Develop & Initial draft shared with the
Initial draft shared with the
Implement Finalize and Review End of Nov' 25th Nov'
senior management (by
senior management (by Group
P4.2 Authority Matrix Doc Quarterly - Rahul Maurya Group HR); This process
Authority Authority Matrix 11 2011 HR); This process shall start
P4. shall start by the end of
by the end of P4.1
Matrix to P4.1
increase Once the DOA is signed,
transparency On
it will be distributed to all Once the DOA is signed, it will
Once; As leaders for be distributed to all leaders for
1st Week of completi
P4.3 Cascade information DOA matrix training and when - Rahul Maurya implementation and implementation and training to
Dec' 2011 on of
required training to be done by the be done by the HOD for
P4.2
HOD for effective effective implementation.
implementation.

1st electronic newsletter

in English; Arabic and
1st Nov' First Release done on 29-Dec-
P5.1 News Letters News Quarterly Quarterly NA Robin Jones Hindi will be addred later
2011 2011
to make it a better
communication tool
Half yearly
Promote Open Open House Meeting - No. of Open House Rahul Maurya To be completed by Nov Will take place before year end
P5.2 Quarterly NA Q4
Location wise Meetings held & Robin Jones 15, 2011 for each area
P5. Communicatio Quarterly
n 232 Suggestions from May to
December 2011. Done = 64; On
6 suggessions
1. Nos. Process = 43
Continuous 01.06.20 implemented ( from
P5.3 Suggestion Box 2. no. of ideas Monthly NA Nelson
Process 11 May~Jun'11 lot) -
implemented 29 are subject for follow-up
continuous process
Mechanical and ERP related
matters.

LEADING THROUGH INNOVATION

BALANCED SCORECARD Financial Perspective (2011 - 2013)
All Departments will present their performance results

Strategic
SO No. SI No. Strategic Initiatives Measure Freq Target Stretch Start Date Champion Achv Target Q1 2012
Objective
Consolidation of existing locations has
taken preference over expansion so
reporting is not necessary at this stage
GCC Markets (ongoing since 1-
Number of and should be directed towards "in
F1.1 Jan-11) - no of countries entered Monthly 3 4 1/1/2011 Robin Jones Continue monitoring the market
countries country", however markets are being
for operation
monitored until a management decision
is taken to expand our locations based
Acceletrate on a due dilligence and FS prpposal.
F1. International India ( 2 cities, 2 jobs, -
No of Location / No Progress in Mumbai location - Two Sites 2 locations to be started by Jan-
Expansion F1.2 Bangalore, Mumbai, Ahmedabad, Monthly 2 3 1/1/2011 Aashish Kumar
of Cities identified 12
Kashmir & West Bengal)
To divide the region into various
Feasibility of MENA ( Conduct teritories - Deploy one Business
F1.3 Report Quarterly 3 4 1/8/2011 Robin Jones As above
due diligence, Feasibility Report) Development manager of North
Africa
Feasibility of S.E. Asia ( Conduct Action plan on business
F1.4 Report Quarterly 3 4 1/8/2011 Robin Jones As above
due diligence, Feasibility Report) development to be initiated

Based on the above and the view of UB,

the JV route is not the favoured model
to use, hence we have moved away
somewhat from this line of BD, however
it has been communicated by R P Jones
1) JV, 2) Acquisition, 3)
that this route can be very successful
F2. Enter JV's F2.1 Management(Technical) 4) Numbers Quarterly 1 2 1/1/2011 Robin Jones
and sustainable for UB as it has been
Continue monitoring the market
Collaboration
used frequently and should be
considered in new locations. In the
future this route for BD should be
seriously be investigated for new
locations.

Below Break even point in up to Aug'11;

- Break even not achieved in Nov-11.
2011- Break
From 2012 - Country GM / Reduction in Phase 2 did not achieve Monitor cost control against
F3.1 Achieve UB profitability Percentage Monthly Even ; From 1/7/2011
9% Finance full results as required. Cost Control target.
2012 -5%
measurements discussed in business
Leverage plan meeting Dec-11. Actions taken.
F3. Financial Major Risk / Major compliance Incidents through Risk assessment on the territory on Bi-monthly meeting on risk
Strength F3.2 (non compliance) (Major means Risk assessment Bi-Monthly nil nil 1/8/2011 VP Finance country basis were discussed in detail assessment - To generate risk
having material financial impact) document during BP 2012 preparation assessment document
Optimize cost of funds ( Bank
Interest rate reduction + Internal Drivers to reduce finance cost Monitor finance cost against
F3.3 Percentage Quarterly 8% 10% 1/8/2011 VP Finance
Efficiencies) - Reduction from established. target.
Present levels

LEADING THROUGH INNOVATION

BALANCED SCORECARD Financial Perspective (2011 - 2013)
All Departments will present their performance results

Strategic
SO No. SI No. Strategic Initiatives Measure Freq Target Stretch Start Date Champion Achv Target Q1 2012
Objective
Cost control
Overhead cost / M3 ( OH = Other
90% of measurement discussed
than RM Cost) ( Through Re VP Finance / Monitor cost control
F4.1 Percentage Monthly F 3.1 Gross 1/8/2011 in business plan meeting
engineering + Multi tasking ) - Country GM against target.
margin in Dec-2011. Actions
Reduce Reduction from Present levels
F4. Taken
Overheads
Drivers to have effective
working capital Monitor short term
F4.4 Better working capital ( % to sales) Percentage Monthly TBD TBD 1/10/2011 VP finance
percentage to set usage of funds
established.

F5.1 Fleet Replacement Analysis Review Fleet P&L Quarterly > 15 yrs old> 10 yrs old1/8/2011 Country OM Analysis to be
& GM Not yet completed. completed and
discussed
F5.2 Cert optimization ( Transit Mixer & M3 Monthly 1200 1500 1/8/2011 Talat TM Productivity for
Resource Pump productivity + Maintenance (current (Operations Target of 1200 m3 to
NOV. = 817 m3 / DEC. =
Optimization costs) - TM Productivity 1000) Dir.) be maintained
904
F5. Pump Productivity M3 Monthly 4500 5000 1/8/2011 Talat Pump Production NOV.
(current (Operations Target of 4500 m3 to
2011 = 2,233 m3 / DEC.
3300) Dir.) be maintained
= 2,448 m3
F5.3 Cert optimization ( TM & Pump
productivity + Maintenance costs) - Implementation in Implementation to be
Pump Productivity progress. completed by Dec-11

M/s. Nas al Sayer

Proposal for Crusher, 1 1 identified for
Feasibility to be
F6.1 Cement,Admixture, Plant Numbers Quarterly Feasibility Feasibility 1/9/2011 Nandlal/AK purchase.Proposal under
completed
manufacturing Proposal Proposal preparation by Mr.
Nandlal
Backward &
Provided services to
F6. Forward F6.2
Proposal for Concrete consultancy
Numbers Quarterly 1 1 1/8/2011 Chris Stanley differenct client and
3 Services in the
Integration services quarter
customers
Proposal for Precast waste disposal,
Eric / Dr.
premix, drymix, power gen, (solar &
F6.3 Numbers Quarterly 1 1 1/8/2011 Ahmed None due to budget constraints
wind), fabrication of steel, space
Rushdi
lease for retail agencies

LEADING THROUGH INNOVATION

SALES (country)
Overall Forecast vs Targets

Overall forecast of Sales against target forecast for the month, quarter and the financial year end.
Forecast of 1st quarter of new financial year based on secured & running projects.

* Figures are based on the approved Budget 2011 of 1.6 million m3 and 2012 budget of 1.4 million m3.

LEADING THROUGH INNOVATION

SALES (country)
Market Share and Trend for the Financial year / Competitor Analysis
20.00%
18.00%
16.00%
14.00%
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
9 9 9 9 9 9 9 9 9 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1
pr-0 y-0 n-0 ul-0 g-0 p-0 ct-0 v-0 c-0 n-1 b-1 ar-1 pr-1 y-1 n-1 ul-1 g-1 p-1 ct-1 v-1 c-1 n-1 b-1 ar-1 pr-1 y-1 n-1 ul-1 g-1
A M a J u J A u S e O N o De J a Fe M A M a J u J A u S e O N o De J a Fe M A M a J u J A u

Unibeton Al Falah Readymix Beton Abu Dhabi Ready mix Transgulf Xtra Mix Concrete Solutions

TYPE

Apr-09 Jun-09 Aug-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Jan-11 Feb-11 Mar-11 Apr-11 May-11 Jun-11 Jul-11 Aug-11
% 14.79% 15.39% 12.65% 14.25% 16.19% 17.76% 13.68% 13.00% 14.41% 13.46% 12.58% 10.96% 11.12% 10.52% 11.33% 12.23% 10.13% 10.77% 10.29% 10.01% 11.95% 9.83% 9.16% 8.19% 7.97% 7.53%
Unibeton
M3
166,096 175,717 125,696 134,928 139,625 154,195 144,304 129,231 162,558 146,575 124,381 93,788 91,000 79,000 81,000 87,000 73,000 77,500 76,000 68,000 87,500 67,000 59,000 48,400 47,000 41,000
% 10.68% 14.80% 16.41% 12.36% 10.78% 12.63% 10.19% 11.29% 11.61% 12.66% 10.62% 9.80% 9.60% 10.91% 9.65% 10.68% 9.16% 9.03% 8.40% 8.90% 10.79% 8.95% 8.69% 8.97% 8.65% 7.16%
Al Falah
M3
120,000 169,000 163,000 117,000 93,000 109,600 107,500 112,200 131,000 137,830 105,000 83,900 78,500 82,000 69,000 76,000 66,000 65,000 62,000 60,500 79,000 61,000 56,000 53,000 51,000 39,000
% 11.58% 11.04% 9.86% 6.87% 7.88% 7.83% 7.91% 7.85% 7.62% 7.16% 7.59% 7.89% 8.31% 8.65% 8.81% 8.85% 8.05% 7.78% 6.23% 6.18% 8.47% 8.51% 7.60% 7.28% 7.29% 7.71%
Readymix Beton
M3
130,000 126,000 98,000 65,000 68,000 69,800 83,400 78,000 86,000 78,000 75,000 67,500 68,000 65,000 63,000 63,000 58,000 56,000 46,000 42,000 62,000 58,000 49,000 43,000 43,000 42,000
% 8.73% 8.41% 9.01% 9.40% 10.09% 8.75% 8.50% 8.45% 8.45% 7.96% 8.80% 8.53% 7.58% 8.12% 8.67% 7.17% 8.19% 8.62% 7.72% 7.95% 8.06% 7.48% 8.36% 8.97% 6.96% 8.45%
Abu Dhabi Ready
mix M3
71,300 68,750 61,400 89,000 87,000 76,000 89,700 84,000 81,000 86,700 87,000 73,000 62,000 61,000 62,000 51,000 59,000 62,000 57,000 54,000 59,000 51,000 53,900 53,000 41,000 46,000
% 6.95% 6.66% 6.94% 6.87% 6.87% 5.64% 7.82% 8.15% 8.15% 6.70% 6.78% 8.30% 8.92% 9.05% 9.09% 9.28% 8.61% 8.48% 7.04% 7.21% 6.97% 8.36% 8.18% 8.46% 7.63% 7.53%
Transgulf
M3
78,000 76,000 69,000 65,000 52,000 64,800 82,500 81,000 78,000 73,000 67,000 71,000 73,000 68,000 65,000 66,000 62,000 61,000 52,000 49,000 51,000 57,000 52,700 50,000 45,000 41,000
% 6.77% 6.83% 7.40% 6.34% 6.03% 5.41% 6.16% 7.23% 6.74% 7.99% 7.79% 8.53% 8.68% 8.39% 8.11% 7.17% 7.77% 7.64% 7.85% 8.68% 7.10% 7.77% 7.45% 7.62% 6.79% 7.16%
Xtra Mix Concrete
Solutions M3
76,000 78,000 73,500 60,000 52,000 53,000 65,000 71,900 76,000 87,000 77,000 73,000 71,000 63,000 58,000 51,000 56,000 55,000 58,000 59,000 52,000 53,000 48,000 45,000 40,000 39,000

LEADING THROUGH INNOVATION

SALES (country)
Market Volumes Available in the following quarters and
Overall Market Overview / 6 months look ahead

LEADING THROUGH INNOVATION

SALES - Market Intelligence

Pricing Trends

To be provided by each
country at the MRM meeting

LEADING THROUGH INNOVATION

SALES - Market Intelligence

Projections for Unibeton and close competitors

To be provided by each
country at the MRM meeting

LEADING THROUGH INNOVATION

CUSTOMER SATISFACTION SURVEYS (country)

2011 SUMMARY OF CSS

Dubai Abu Dhabi Al Ain Western Region
Particulars 1st Qtr 2nd Qtr 3rd Qtr 1st Qtr 2nd Qtr 3rd Qtr 1st Qtr 2nd Qtr 3rd Qtr 1st Qtr 2nd Qtr 3rd Qtr
2011 2011 2011 2011 2011 2011 2011 2011 2011 2011 2011 2011

General Services 90% 83% 76% 73% 79% 79% 70% 76% 78% 80%
Service Commitments 86% 69% 73% 74% 73% 78% 68% 76% 72% 74%
Quality Standard 91% 83% 83% 82% 82% 84% 75% 79% 86% 81%
Safety Standard 80% 78% 79% 70% 74% 73% 64% 78% 76% 73%
Overall 87% 78% 78% 75% 77% 79% 70% 77% 78% 77%

100% 85% Abu Dhabi

Dubai
90%
80% 80%
70%
60% General Services 75% General Services
50% Service Commitments Service Commitments
Quality Standards Quality Standards
40% 70%
Safety Standards Safety Standards
30% Overall Overall Performance
20% 65%
10%
0% 60%
1st Qtr 2011 2nd Qtr 3rd Qtr 2011 1st Qtr 2nd Qtr 3rd Qtr
2011 2011 2011 2011

LEADING THROUGH INNOVATION

SERVICE LEVEL AGREEMENTS

Contents

• Performance – UB Internal Departments

- KRA / KPI (all Internal SLAs)

• Quality
- Audits Carried out during the month
- NCR raised and its status
- Guideline / Process review and status

LEADING THROUGH INNOVATION

CORE ISSUES

List for Discussion will be added monthly

LEADING THROUGH INNOVATION