KPI EXPLANATION SESSION for use in .pptx

For HR use

1. KPI TRAINING SESSION J-Optimize Project September, 2022

2. CONTENT INTRODUCTION KPI SETTING: PROCESS & STANDARDS UNDERSTANDING MY DEPARTMENT’S KPIs QUESTIONS & ANSWERS END OF SESSION

3. INTRODUCTION J-Optimize Project September, 2022

4. WHAT ARE KPIs KPI stands for key performance indicators. They are quantifiable measures of performance over time for a specific objective. They help measure the overall performance and success of an organization. KPIs provide targets for teams to shoot for, milestones to gauge progress, and insights that help people across the organization make better decisions. From finance and HR to marketing and sales, KPIs help every area of the business move forward at the strategic level to achieve the set organizational goals & objectives.

5. IMPORTANCE OF KPIs Keep your teams aligned: KPIs keep teams moving in the same direction. Provide appropriate health checks on the organization: KPIs give you a realistic look at the health of your organization, from risk factors to financial indicators. Provides avenues for adjustments: KPIs help you clearly see your successes and failures so you can do more of what’s working, and less of what’s not. Accountability: KPIs ensures everyone provides value, and are accountable for their results.

6. THE FOUR (4) MOST IMPORTANT KPIs There are various forms and classes of KPIs. However, there are four(4) key KPIs that must be measured for any organization. These are: Customer Satisfaction, Internal Process Quality, Employee Satisfaction or organizational index Financial Performance Index

7. KPI SETTING: PROCESS & STANDARDS J-Optimize Project September, 2022

8. KPI SETTING With so much data availability, it could be tempting to measure everything—or at least things that are easiest to measure. However, managers must ensure the KPIs being measured are those relevant to reaching the organizational goals. The strategic focus is one of the most important aspects of the KPI definition. Below are some best practices for developing the right KPIs: CLEARLY DEFINE HOW KPIS WILL BE USED: Discuss with the persons who will be using the KPI report to find out what they want to achieve and how they will use them. This will help you define KPIs that are relevant and valuable to business users. TIE THEM TO STRATEGIC GOALS: Every KPI should tie directly back to your overall business goals. ENSURE THEY ARE SMART : The most effective KPIs follow the proven SMART formula. They MUST be Specific , Measurable , Attainable or Achievable , Realistic and Time-Bound . E.g : “Grow Transport Revenue by 5% per quarter” or “Increase Net Promoter Score 25% over the next two years.”

9. MAKE THEM UNDERSTANDABLE: Everyone in the organization should understand your KPIs so they can act on them. This is why data literacy is so important. When people understand how to work with data, they can make decisions that will move the compass needle in the right direction to meet the organizational goals. PLAN TO ITERATE: As your business and customers change, you may need to revise your key performance indicators. Perhaps certain ones are no longer relevant, or you need to adjust based on performance. Be sure you have a plan in place to evaluate and make changes to key performance indicators when necessary. FOCUS ON IMPACTFUL KPIS: Keep in mind that the key performance indicator definition refers to the most important targets. Steer clear of KPI overload by focusing on the most impactful measures. KPI SETTING (CONTD)

10. UNDERSTANDING MY DEPARTMENT’S KPIs J-Optimize Project September, 2022

11. Operations Department KPIs J-Optimize Project September, 2022

12. FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Trips Number of trips achieved over a specific period Count / Revenue The total amount of income generated by the sale of goods and services related to the primary operations of the business. NGN / Tyre Usage per Km/Cost Cost of Tyres on truck vs Kilometres traveled NGN/KM / Battery Cost vs Budget Total cost of Battery used vs Budgeted cost for batteries on trucks NGN / Tarpulin Cost vs Budget Total cost of Tarpaulins used vs Budgeted cost for Tarpaulins NGN / Fueling Costs (Extra Diesel Mgt) Cost of Extra diesel vs Revebue generated by it NGN / Cost of achieving trips (OPEX) vs Budget is an ongoing cost for running a product, business, or system e.g: Trip Diesel, Tripage, etc. NGN INTERNAL PROCESS KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Efficiency index Efficiency in transport logistics can be evaluated from several aspects: from the point of view of the service provider, from the perspective of the customer, or that of the government and from the point of view of sustainability. It basically measures the amount of inputs (staffing, cost of labour, capital, etc) in relations to the output gotten) % / SLA/Process Compliance Level of Compliance of the department to organizational processes and SLAs % / Truck Efficiency Total distance traveled per diesel utilized Km/Litres / Driver Efficiency Total Revenue generated by the said driver per Kilometer traveled Revenue/Km / TAT Compliance Number of trips that are TAT compliant vs Total Trips done % / MPM Compliance Number of trucks that are PM compliant vs Total trucks assigned % / PPE Usage Number of PPE compliant drivers vs Total drivers % / Documents & Regulation Compliance Compliance level to documentation & regulations of agencies to avoid apprehensions. This is measured by the number of apprehensions vs total trips achieved %

13. CUSTOMER SATISFACTION KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / On-Time Departure How early the asset departs from loading point after dispatch or delivery. This is measured by no of late departures per trip % / On-Time Delivery Number of trips achieved in set time vs total number of trips done % / Safety Index Number of trips achieved with incidents vs total number of trips % On-Time Returns Number of trips achieved within the set TAT for returning from delivery location vs Total Number of trips %       ORGANIZATIONAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / % Employee Development Plan Staff trained vs total number of staff in department % / % Data Entry/System Compliance Trip data captured on ERP or Repository correctly vs total trips done % / % Route Compliance Number of trips achieved using the correct route vs Total number of trips done in the period % / Admin Cost to Revenue Cost of Staffing vs Revenue achieved NGN / % attendance to safety engagements & toolbox Number of safety engagements attended vs total numbers done % % of trips closed on device Number of trips closed appropriately vs Total trips done %

14. OPERATIONS: DRIVERS’ ADMINSTRATOR KPIs J-Optimize Project September, 2022

15. DRIVERS ADMIN FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Number of fit-to-load drivers available Number of available drivers/Expected Number of drivers % / Drivers retention rate Average years of drivers in the system. Number of drivers that have stayed over a given period vs initial number of drivers at that period multiplied by 100 % / Cost of recruitment vs budget for drivers Total cost of recruitment divided by the budgeted cost NGN / Revenue lost to driver unavailability Estimated revenue lost due to driver's unavailability NGN INTERNAL PROCESS KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / SLA/Process Compliance Level of Compliance of the department to organizational processes and SLAs % / % of refresher trainings done Number of drivers with refreshers done vs Expected number over the stated period %       CUSTOMER SATISFACTION KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Availability of fit-to-load drivers available Number of available drivers (trained) vs expected number of drivers % / Timeliness of drivers’ replacement in cases of violations/stepdown Actual Time spent to replace drivers vs target time allocated % / Safety Index of drivers Number of violating drivers vs total number of drivers %       ORGANIZATIONAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Drivers trained (or re-trained) Number of trained drivers vs total number of drivers in system %      

16. OPERATIONS: DRIVERS KPIs J-Optimize Project September, 2022

17. FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Total Trip Number of trips achieved over a specific period Count / Revenue The total amount of income generated by the sale of goods and services related to the primary operations of the business. NGN / Tyre Usage per Km Cost of Tyres on truck vs Kilometres traveled NGN/KM       INTERNAL PROCESS KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / SLA/Process Compliance Level of Compliance of the department to organizational processes and SLAs   -       Pre-Trip Engagement Number of pre trips done vs total trips achieved % -       Post-Trip Engagement Number of post trips inspection done vs total trips achieved % -       Daily Truck Inspection Number of daily inspection done vs total days worked % /Accessories Compliance Actual Count of accessories on truck vs Expected % / TAT Compliance Number of trips that are TAT compliant vs Total Trips done % / Truck Efficiency Kilometres traveled vs volume of diesel used (Km/Litre / MPM Compliance Number of PM done vs Total Planned PM   / PPE Usage Number of times with PPE vs Trips Done (Spot Checks) %      

18. CUSTOMER SATISFACTION KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / On-Time Departure How early the asset departs from loading point after dispatch or delivery. This is measured by no of late departures per trip % / On-Time Delivery Number of trips achieved in set time vs total number of trips done % / Safety Index Number of trips achieved with incidents vs total number of trips % On-Time Returns Number of trips achieved within the set TAT for returning from delivery location vs Total Number of trips % / Safety Index (Violations) No of Safety violations vs trips done or Km traveled % or Decimals ORGANIZATIONAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / % Employee Development Plan Staff trained vs total number of staff in department % / % Data Entry/System Compliance Trip data captured on ERP or Repository correctly vs total trips done % / % Route Compliance Number of trips achieved using the correct route vs Total number of trips done in the period % / Admin Cost to Revenue Cost of Staffing vs Revenue achieved NGN / % attendance to safety engagements & toolbox Number of safety engagements attended vs total numbers done % % of trips closed on device Number of trips closed appropriately vs Total trips done %

19. Occupational Health & Safety Department KPIs J-Optimize Project September, 2022

20. FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE /Accident cost reduction Actual Amount Spent on Rescues vs Intial Asking price NGN /Revenue loss due to accident Expected Revenue lost whilst trucks are down due to accidents NGN /Cost associated with damages in the plant Cost of damages done to plant properties or assets at the plant NGN INTERNAL PROCESS KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Efficiency Index Efficiency in transport logistics can be evaluated from several aspects: from the point of view of the service provider, from the perspective of the customer, or that of the government and from the point of view of sustainability. It basically measures the amount of inputs (staffing, cost of labour, capital, etc) in relations to the output gotten) % / SLA/Process Compliance Level of Compliance of the department to organizational processes and SLAs:   HSE meeting Number of meetings done vs expected number of meetings % Route Patrol No of spot checks/road patrols vs expected % Site Safety Inspection No of Pre trip inspections vs Total trips done % VIO app Inspection No of pre trips done on app vs total trips done % / Safety efficiency per Km No. of incidents or accidents per million Kilometres traveled incidents/mill Km / LTI Frequency (LTI/Hours Worked) *1,000,000   / Accidents & Incidents reports & CAPA No of Accidents recorded over the period & the nececessary Control and Preventive Actions taken (CAPA) Count /Number of HRD Number of High Risk Drivers in the system over the period Count /Fatality count & cost Number of Fatalities that occurred and the cost of rescue/resolution Count & NGN /Drivers & Staff Fitness Alcohol & drug abuse count on drivers & staff vs total staff % /Journey management score No of compliant trips in terms of JM rules vs total trips done % /Truck inspections vs HBD No of Highway breakdowns vs no of trucks inspected % /Near miss reports No of near miss incidents reported Count /Equipment/tools breakdown reports No of yard equipment breakdown vs total count of usage % /Driver behavioral efficiency per km No of violations vs total kilometres traveled Violations/Km /Total Quality Management Score % staff applying safety culture in their operations vs total staff available at the given period % /Compliance to Enterprise Safety No. of Violations by Staff/Targeted Safety compliance % /Work orders / PTW No of jobs done with PTW vs Total jobs requiring PTW % /Documents & regulation Compliance No of apprehensions by LEA vs Total number of trips % /Incident Investigation & Compliance No of investigated incidents vs Total incidents that occurred %            

21. CUSTOMER SATISFACTION KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Staff commitment level to safety & incident reporting No of incidents reported vs Expected incidents reports % / Leadership commitment level Level of participation of leaders in Safety engagements vs number of engagements done % / Environment Satisfaction score is the practice of policies and procedures that ensure that a surrounding environment, including work areas, or facilities, is free of dangers that could cause harm to a person working in those areas. It is derived by the No. of safe working enviroment violations vs score in policies % /Safety Performance Audit score Audit score by clients % /Drivers training vs HRD rate No of retrained drivers vs No. of HRD % /Response rate to emergencies & rescues Time spent on emergencies & rescues vs expected time % /Fitness Assessment Reports (Medicals & drug checks & spot checks) Spot checks records: no of compliant drivers vs no of drivers checked % / Staff commitment level to safety & incident reporting - Plant Plants Staff attendance to toolbox vs No. of toolbox engagements %                   ORGANIZATIONAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / % Employee Safety training Plan Staff trained vs total number of staff in department % / Admin vs Revenue cost Cost of Staffing vs Revenue Generated NGN /Safety Reporting accuracy No of error free report vs total reports shared %                  

22. WATCHTOWER FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE             INTERNAL PROCESS KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE /On-time pickup & delivery No of trip TAT achieved/Total No of Trips % /Route hazards mapping & monitoring No of RHA done/Targeted No of RHA % /Near miss reports No of Near miss reported by unit vs Target % /Documents & regulation compliance No of apprehensions vs No of trips %            

23. CUSTOMER SATISFACTION KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Staff commitment level to safety & incident reporting No of Safety engagements attended vs No. of engagements done % /Leadership commitment level Level of participation of leaders in Safety engagements vs number of engagements done % /Environment Satisfaction Score is the practice of policies and procedures that ensure that a surrounding environment, including work areas, or facilities, is free of dangers that could cause harm to a person working in those areas. It is derived by the No. of safe working enviroment violations vs score in policies % /Safety Performance Audit Score Audit score by clients for JM unit % /Drivers training vs HRD rate No of retrained drivers vs No. of HRD % /Response rate to emergencies & rescues No. of emergencies escalated vs actual no of emergiencies % Unauthorized trips Prevention Rate No of unauthorized trips vs No of Trips targeted missed % ORGANIZATIONAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / % Employee Safety training Plan Staff trained vs total number of staff in department % / Admin vs Revenue cost Cost of Staffing vs Revenue Generated NGN /JM Reporting accuracy No of error free report vs total reports shared %            

24. Finance: Accounts Department KPIs J-Optimize Project September, 2022

25. FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Cost per Invoice is the total expense incurred by your Accounts Payable department, divided by the number of invoices processed by the department over the same time period % / Truck/Asset Efficeincy Total Revenue generated per Total Kilometer traveled over the specified period Revenue/Km /Asset Depreciation Value Level of depreciation allocated per asset % / Price Competitiveness Value Competitive pricing is the process of selecting strategic price points to best take advantage of a product or service based market relative to competition. Actual Price of Service/Average Competitor's Price x 100% % / Order Rate These costs are included in the determination of the economic order quantity for an inventory item. It is expressed as EOQ= [2 X Demand X Cost of Order X Holding Cost of Inventory]^0.5 % / Holding Costs are costs associated with storing unsold/unused inventory. A firm's holding costs include storage space, labor, and insurance, as well as the price of damaged or spoiled goods. Holding Cost = (Storage Costs + Opportunity Costs + Depreciation Costs + Employee Costs) / Total Value of Annual Inventory NGN / Days to Usage or Sell Rate a measure of the quantity of a product consumed by a user in a given period. Usage Rate = the number of billable hours divided by the total number of available hours (x 100). It is also known as utilization rate DAYS / % / SUM (Spends under Mgt) is the amount of spend managed by procurement out of total company spend. It can be calculated as the total amount of company spending (including direct and indirect spend) that is managed by the procurement department, divided by the total organizational spend (also called addressable spending) . The higher the SUM value, the better %      

26. FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Cost per Invoice is the total expense incurred by your Accounts Payable department, divided by the number of invoices processed by the department over the same time period % / Price Competitiveness Value Competitive pricing is the process of selecting strategic price points to best take advantage of a product or service based market relative to competition. Actual Price of Service/Average Competitor's Price x 100% % / Order Rate These costs are included in the determination of the economic order quantity for an inventory item. It is expressed as EOQ= [2 X Demand X Cost of Order X Holding Cost of Inventory]^0.5 % / Holding Costs are costs associated with storing unsold/unused inventory. A firm's holding costs include storage space, labor, and insurance, as well as the price of damaged or spoiled goods. Holding Cost = (Storage Costs + Opportunity Costs + Depreciation Costs + Employee Costs) / Total Value of Annual Inventory NGN / Days to Usage or Sell Rate a measure of the quantity of a product consumed by a user in a given period. Usage Rate = the number of billable hours divided by the total number of available hours (x 100). It is also known as utilization rate DAYS / % / SUM (Spends under Mgt) is the amount of spend managed by procurement out of total company spend. It can be calculated as the total amount of company spending (including direct and indirect spend) that is managed by the procurement department, divided by the total organizational spend (also called addressable spending) . The higher the SUM value, the better %      

27. INTERNAL PROCESS KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Efficiency Index Efficiency in transport logistics can be evaluated from several aspects: from the point of view of the service provider, from the perspective of the customer, or that of the government and from the point of view of sustainability. It basically measures the amount of inputs (staffing, cost of labour, capital, etc) in relations to the output gotten) % / SLA/Process Compliance Level of Compliance of the department to organizational processes and SLAs % / Reporting Efficiency No of reports that are intractive & accurate/total reports % / Efficiency Index of VMI It basically measures the amount of inputs in the VMI relations to the output gotten % / PO-Invoice Accuracy No of Accurate PO invoiced/Total PO invoices % / Shrinkage Rate Shrinkage= Booked Inventory − Physical Counted Inventory. Shrinkage Rate=Shrinkage/Total Sales x 100. Booked Inventory=Beginning Inventory + Purchases − (Sales + Adjustments) % / Suppliers Lead Time is how long the shipment takes to reach your inventory, plus the reordering delay. There isn't one way to calculate lead time, but the most common is to subtract the order request date from the order delivery date HOURS/DAY / IT-SLA/Process Compliance No of times infrastructure was compliant/No of days available %

28. CUSTOMER SATISFACTION KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / ROA (Return on Asset) return on assets (ROA) is usually calculated by dividing a company's net income by the average total assets. Average total assets can be calculated by adding the prior period's ending total assets to the current period's ending total assets and dividing the result by two % / ROE (Return on Equity) ROE is essentially a measure of the return generated on the net assets of the company. To get ROE, divide the company's net income by its average shareholders' equity. Shareholders' equity is equal to assets minus liabilities. If ROE is btw 20% and above, the company is said to be healthy for investors % / NPV (Net Present Value) NPV = Net Revenue/(1+Discounted Rate)^Time NGN / Payback Period is calculated by dividing the amount/cost of the investment by the annual cash flow. Account and fund managers use the payback period to determine whether to go through with an investment or not DAYS/YEARS / Future Value FV= PV(1+Interest Rate)^Time of holding interest. Future value (FV) is the value of a current asset at some point in the future based on an assumed growth rate NGN / Stock Out Rate/Service Level the number of products not in stock/total number of products that are in inventory  % / Return Rate of Spares No of Return Spares/No of Spares Requested % / Order Satisfaction Rate (the number of orders that you were able to fulfill at one time/the total number of orders you received) x 100% % / Back Order Rate divide the number of undeliverable/Unfulfilled orders by the total number of orders and multiply the result by 100 % / IT Support & Customer Expectation (MTTR, MTTF, MTBF) Availability of Device= MTBF/(MTBF+MTTR) DAYS/HOURS      

29. ORGANIZATIONAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / % Employee Development plan No of staff trained/Total number of staff % / % System Automation Employed No of automated data/Total Data % / % Data Captured on ERP/BI No of data correctly captured/Total no of data % / Admin Cost to Revenue (Overhead) / Staff Ratio cost of staff in department/Revenue generated %      

30. Finance: Inventory/Procurement KPIs J-Optimize Project September, 2022

31. FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Order Rate These costs are included in the determination of the economic order quantity for an inventory item. It is expressed as EOQ= [2 X Demand X Cost of Order X Holding Cost of Inventory]^0.5 % / Holding Costs are costs associated with storing unsold/unused inventory. A firm's holding costs include storage space, labor, and insurance, as well as the price of damaged or spoiled goods. Holding Cost = (Storage Costs + Opportunity Costs + Depreciation Costs + Employee Costs) / Total Value of Annual Inventory NGN / Days to Usage or Sell Rate a measure of the quantity of a product consumed by a user in a given period. Usage Rate = the number of billable hours divided by the total number of available hours (x 100). It is also known as utilization rate DAYS / % / SUM (Spends under Mgt) is the amount of spend managed by procurement out of total company spend. It can be calculated as the total amount of company spending (including direct and indirect spend) that is managed by the procurement department, divided by the total organizational spend (also called addressable spending) . The higher the SUM value, the better % / Inventory Turnover Inventory turnover is the rate that inventory stock is sold, or used, and replaced. The inventory turnover ratio is calculated by dividing the cost of goods/Spares by average inventory for the same period % / Cost per Invoice is the total expense incurred by your Accounts Payable department on procurement spends, divided by the number of invoices processed by the department over the same time period % / Price Competitiveness Value Competitive pricing is the process of selecting strategic price points to best take advantage of a product or service based market relative to competition. Actual Price of Service/Average Competitor's Price x 100% %      

32. INTERNAL PROCESS KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Efficiency Index of VMI It basically measures the amount of inputs in the VMI relations to the output gotten % / SLA/Process Compliance Level of Compliance of the department to organizational processes and SLAs % / PO-Invoice Accuracy No of Accurate PO invoiced/Total PO invoices % / Shrinkage Rate Shrinkage= Booked Inventory − Physical Counted Inventory. Shrinkage Rate=Shrinkage/Total Sales x 100. Booked Inventory=Beginning Inventory + Purchases − (Sales + Adjustments) %     % CUSTOMER SATISFACTION KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Purchase ROI Value Purchasing or Procurement ROI is measured by comparing the procurement function's costs with the total financial and operational savings it generates % / Stock Out Rate/Service Level the number of products not in stock/total number of products that are in inventory  % / Return Rate of Spares No of Return Spares/No of Spares Requested % / Order Satisfaction Rate (the number of orders that you were able to fulfill at one time/the total number of orders you received) x 100% % / Back Order Rate divide the number of undeliverable/Unfulfilled orders by the total number of orders and multiply the result by 100 %       ORGANIZATIONAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / % Employee Development plan No of staff trained/Total number of staff % / % Data Captured on ERP/Repository No of data correctly captured/Total no of data % / Admin Cost to Revenue cost of staff in department/Revenue generated %

33. Finance: DEPOT UNIT KPIs J-Optimize Project September, 2022

34. FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Total Tonnage Revenue Total Tons Lifted/Offloaded at the depot Tons / Revenue from New Business Income generated from the business NGN       INTERNAL PROCESS KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Efficiency Index Efficiency in transport logistics can be evaluated from several aspects: from the point of view of the service provider, from the perspective of the customer, or that of the government and from the point of view of sustainability. It basically measures the amount of inputs (staffing, cost of labour, capital, etc) in relations to the output gotten) % / SLA/Process Compliance Level of Compliance of the department to organizational processes and SLAs %       CUSTOMER SATISFACTION KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / On-Time off loading Time taken for offloading/Total Available time % / On-Time loading Time taken for loading/Total Available time % / Safety Index No of Violations at the depot/Total Staff at the depot % ORGANIZATIONAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / % Data captured No of data correctly captured/Total no of data % / Admin Cost to Revenue cost of staff in department/Revenue generated %

35. Maintenance Department KPIs J-Optimize Project September, 2022

36. FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Hours Sold Per Repair Order Allocated hours-Unproductive Hours= Productive hour/Hours sold Hours / Cost of Repairs (Parts & Labour Cost) Total Cost incurred in a repair job NGN / Warranty Claims Rate with OEM No of waranty claimed/Total Waranty offered X100% % / Outsourced Workshop Repairs Cost Total Cost incurred in a repair job outsourced % / Repairs ROI Total Income generated from the repairs/Cost of Workshop Assets utilized for repairs % / Maintenance Costs vs Budget Cost of maintenance of trucks at the workshop vs the budget for the period NGN/% / Average Maintenance Downtime Cost Estimated Revenue of downtrucks/No. of days down % / Maintenance Assets Performance (Costs vs Spending) Actual Cost of maintenance per truck/Budgeted Spending % / Maintenance Cost per Truck Amount spent on the maintenance of a truck over a period of time NGN / Cost of Offsite (Highway Breakdown) Labour + Materials Amount spent to repair trucks with Highway breakdowns NGN      

37. INTERNAL PROCESS KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Workshop Throughput – Trucks released per Day/Month Efficiency in transport logistics can be evaluated from several aspects: from the point of view of the service provider, from the perspective of the customer, or that of the government and from the point of view of sustainability. It basically measures the amount of inputs (staffing, cost of labour, capital, etc) in relations to the output gotten) % / SLA/Process Compliance Level of Compliance of the department to organizational processes and SLAs % /Sold Time/Available Time Actual Workshop Working hours/Total time available % / Rate of PM, CM & FM (Preventive, Corrective & Forecasted Maintenance) No of compliant cases/Total Planned % / OEM Quality Checks No of failure due to OEM checks/Total No of assets available days %      

38. CUSTOMER SATISFACTION KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Truck OTD at Workshop No of Trucks repairs timeline met/Total time spent % / Rate of Return Jobs/Repetitive Repairs No of return or repetitive jobs/No of Repairs on truck % / Safety Index in Workshop No. of Workshop violations/Total Staff at Workshop NGN / External Workshop Job returns No of External return or repetitive jobs/No of Repairs on truck % / Highway Breakdowns No of HBD occurrence Count / Client Satisfaction and Retention Survey value of clients and customers % / Mean Time before Repair MTBR Average time taken by an asset before coming to the workshop for repairs % / Mean Distance before Repair MDBR Average Km traveled by a truck before coming to the workshop for repairs % / % Availability No. of available trucks/Total company trucks %       ORGANIZATIONAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / % Employee Development plan No. of trained staff/Total no. of staff % / % Data Captured on ERP No of correctly captured Workshop data on ERP or repository/Total Expected data % / Labour Cost to Revenue Staff cost /Revenue Generated %

39. Human Resources Department KPIs J-Optimize Project September, 2022

40. FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Turnover Rate Annual Turn Over Rate= (No. of employees who left/Avg. no. of employees) X 100% . Avg No of employees= (No. of employees at the beginning + No. of employees at the end)/2 % / Talent Retention Rate (Remaining Headcount of employees During Set Period ÷ Starting Headcount of employees During Set Period) x 100% % / Dismissal Rate Involuntary termination or dismissal rate is a metric that measures the percentage of people who have been laid off – and forced to leave the company for various reasons. Involuntary Termination Rate = (Number of People That Have Been Hired Over the Past Year / Number of People that Have Been Involuntarily Terminated) X 100% % / Cost per hire (Total internal recruiting costs + External recruiting costs) / (total no. of hires in a given time frame) . Internal recruiting costs include: Recruiter salaries, Employee referral bonuses, Interview costs (No. of hours X hourly salary of interviewer or hiring manager), Fixed costs such as physical infrastructure (e.g., office rental). External recruiting costs include: Agency fees, Advertising costs (e.g., job boards), Technology costs (e.g., recruiting software), Career fair / recruiting event costs NGN / Employee productivity / ROI Total Output/Total Input in hours or Total Output/Total no. of employees NGN/HOUR or NGN/Employee / HR Training Spends vs budget divide the training budget by the number of employees you have to train NGN/Employee / Compensation cost Compensation expenses include recruiting costs, salaries, payroll taxes, benefits and bonuses. This expense is usually a significant part of a company's operating costs, which means that it affects corporate profitability. To calculate compensation expense factor, take the total compensation amount and divide it by your organization’s total operating budget. The value gotten is percentage of your operating expenses dedicated to compensation NGN / % / Cost of HR Software This is the amount spent for the purchase of any HR software being used by the organization. This can be express as an ROI as well. If so, it can simply be determined by the formula: Software ROI= (Net Profit/Cost of Investment)X100% NGN /% Cost of Office Administration vs Budget This is the total amount spent for office Administration vs what was budgeted NGN / Talent Acquisition Rate This is calculate as: (No of hired talents/Total No. of employees)*100% % / Compensation cost vs Budget The is the total amount spent on compensation of staff (salaries, bonuses, etc) vs the amount budgeted NGN

41. INTERNAL PROCESS KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Absenteeism Rate Take the number of unexcused absences in a given period of time, divide it by the total period, and multiply the result by 100 % / SLA/Process Compliance Level of Compliance of the department to organizational processes and SLAs % / Exit Interviews Compliance No. of exit interviews conducted / No. of exited staff % / Workforce Diversity Compliance Rate (Demographics, Sexuality etc) This is the computation of diversity metrics vs the total number of employees % / Formal Management of Staff Performance and Responsibilities This refers to the rate of compliance of staff to PMS set up by the HRM %                   CUSTOMER SATISFACTION KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Recruitment Efficiency Rate There are five (5) main recruitment metrics to measure. These are: The time to hire, length of service of employee hired, Manager satisfaction level with hire, The number of applications for a given position, & The percentage of contract renewals after the trial period. The average of these can be used to determine the rate % / Safety Index of Staff No of Violations/No of staff in department % / Recruitment Sourcing Rate (total number of applications / total number of hires) x 100% % / Staff Performance Ratings To determine the average numeric performance rating is to get the total of all section ratings in the PMS Document. Then, this total is divided by the number of sections in the performance document % / Internal Communications No of Employee engagement session or correspondence/Target % / Leave Adherence (work-life balance) No of Staff that went for leave/ Total No of leaves expected % / Accuracy and Proper Management of Payroll Data This is the rate of presentation of error free payroll to the total number of payrolls submited %

42. ORGANIZATIONAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Employee Training No of trained employees /Total number of employees over a period % / Admin Cost to Revenue Total Admin cost vs Revenue NGN / Training penetration Rate Training Penetration Rate measures the percentage of employees completing a course or a content area of training. It is derived by dividing the number of employee with completed training to the total number of employees. % / Personal Development This is the measure of training done by the staff in a particular year        

43. Internal Control & Audits Department KPIs J-Optimize Project September, 2022

44. FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Audit Completion Rate (MTTD) No of completed Audits/Total Audits carried out % / Identified Risks & CAPA No of identified financial & business risks vs Corrective actions taken % / Implementation Rate of Risk Measures (MTTR) Average time taken to implement a CAPA. It is the mean time taken to recurrence of an identifed risk Hours/Days / Hours Spent per Audit Average time takens to complete an audit exercise. Hours per audits = Time taken to complete an audit/Total audits completed Hours / Actuals vs Budgets Total spends of departments vs their agreed budget % / Purchasing Compliance Level of compliance or spends to the purchasing policy of the organisation % / Price Competitiveness Level Actual Price of Service or item/Average Competitor's Price x 100% %       INTERNAL PROCESS KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / SLA/Process Compliance Level of Compliance of the departments to organizational processes and SLAs % / Internal Process Compliance vs External Audits Level of compliance of internals process to external audits. It is determined by the external audits scorecard % / Policy Developments and Compliance No of policy developed in the year and enacted/Total policies in system % / Compliance to Regulators in conjunction with Finance and Legal Level of compliance to regulators standards. This is determined by external auditors scorecards %      

45. CUSTOMER SATISFACTION KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Increased Productivity and Efficiency Total output/Total Input % / Cost of Operations Total operational cost for the period NGN / Time taken for Audit Projects Completion Average time takens to complete an audit exercise. Hours per audits = Time taken to complete an audit/Total audits completed Hours /Mitigation Risks Audit risk is the risk that the auditors express an inappropriate audit opinion on financial statements. It is the risk that auditors give an unqualified or clean opinion on the financial statements that contain a material misstatement. These risk inlcude: inherent risk, control risk, detection risk. Audit Mitigation risk= Inherent risk X Control Risk X Detection Risk. In the formula, the sign “x” doesn’t mean multiplication. It refers to the relationship between the three components of audit risk %       ORGANIZATIONAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / % Audit Team Certification No of certified auditors/Total no of auditors % / % Data Captured Compliance Rate No of compliant data captured/Total no. of data % / Admin Cost to Revenue Total staff cost/Revenue %

46. Business Development Department KPIs J-Optimize Project September, 2022

47. FINANCIAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Productivity of the Meetings Output ÷ Input = Productivity. There are essentially three (3) main ways to measure the success or productivity level of meetings: Measure the start delays, time planned with time spent, & attendance % / Revenue & Profitability Level of New Business Amount of income of gotten over a given period from a new business. Profitability =(Revenue-Expenses/Expected Revenue) x 100% NGN / % / Number of Pipeline Business Count of new business yet to be activated or explored Count / % / Client Conversion Cost Conversion rate = conversions / total visitors x 100. % / Budget vs Cost on Projects Total amount budgeted vs the actual cost of the project % / Profitability of Business Deals & Projects Proforma Revenue (Total Contract Value Secured Total Contract Value (TCV) measures how much revenue in total a customer brings over the duration of their contract with your company. Total Contract Value = Monthly Recurring Revenue (MRR) x Contract Term Length + Any One-time Fees NGN / Revenue from New Business / Products Total income gotten from new business or product NGN / Productivity Level of Improvements Productivity= Output/Input. To get your productivity improvement level, Divide your current production improvement figure by your old production rate and multiply by 100 to get a percentage %      

48. INTERNAL PROCESS KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Efficiency Index of Business Efficiency in transport logistics can be evaluated from several aspects: from the point of view of the service provider, from the perspective of the customer, or that of the government and from the point of view of sustainability. It basically measures the amount of inputs (staffing, cost of labour, capital, etc) in relations to the output gotten) % / SLA/Process Compliance Level Level of Compliance of the department to organizational processes and SLAs % / Reporting Accuracy & Timelines No. of Ontime reports/Total no. of reports % / No of Business Process Improvements Identified No of improvements suggested and implemented Count / % / Compliance to Enterprise Strategy Audit compliance scorecard of the department % / Revenue Assurance from Customer Contracts – Fixed and Variable Position of Contracts and Project/Product Deployed to Time, Cost and Quality % / Quality & Scope of Reporting/Analysis The scope covered by the report and the level of understanding of the report by end users % / Scope & Organization of Meetings It is the best way to clarify what the needs are, uncover areas that haven't been considered before, define the risks, and work on the project planning requirements % / Interactive Level of Dashboard Presentation How easily comprehendable the dashboards are. This is gotten via surveys of end users %      

49. CUSTOMER SATISFACTION KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / Customer Net Promoter Score NPS (Satisfaction Score) Scores from customers surveys % / Projects delivery Timelines Met No. of projects that met timeline/Total no of projects % / Safety Index of Projects No of violations on project/Staff count on project % / Number of Incremental Business No of new business brought over the period/Target Count or % /Product SLA compliance Level of compliance of contract or product to contractual terms (Periodic reviews) % / Customer Feedback Management No. of resolved cases/Total cases of complaints by client % / Client Retention Index No. of clients lost/Total initial number of clients at the said period % / End User/Team Satisfaction Index Survey from end users %       ORGANIZATIONAL KPI MEASURES MEANING/EXPLANATION UNIT OF MEASURE / % System Automation Employed % of Data automation done/Total % / % Data Captured ERP Total data captured/ % / Employee KSA (Knowledge Skills & Abilities) No of trainings done/Targeted number of training % / Velocity of Execution of Change Mgt Process No of executed changes/Count of changes enumerated Hours / %