Oct 2010 KPI Presentation

8/6/2019 Oct 2010 KPI Presentation

1/66

Batam View Beach Resort

Key Performance Indicators for Financial Year 2010 (April 2010 to March 20

S/NKey Performance Indicators Weightage Ratings for level of achievements

Sales & Marketing [%] 1 0.5 0

A Revenue & Expenses: 36

1 Resort revenue 18 $5.1m $5.02m $5m

2 3 7.5% 8.5% 9.5%

3 Gross operation profit 5 $304k $294k $284k

4 Room Occupancy Ratio 5 60% 55% 50%

5 Average Room Rate 5 $62 $60 $58

B Operations: 14

1 4 $100k $150k $200k

2 No. of job tasks exceeded deadline 5 11 12 13

3 5 10 12 14

C People Development: 10

1 6 100% 90% 80%

2 4 18 16 14

D Strategy: 28

1 No. of room sold online 7 4,000 3,600 3,000

2 No. of new market open 8 10 8 6

3 No of promotions and events 6 24 20 16

4 No. of new corporate and group accounts 7 130 120 110

E Customer Care: 12

1 No. of unsatisfied guest 4 66 74 147

2 No. of satisfied guest 4 9,115 8,286 6,902

3 No. of impressed guest 4 6,724 6,113 5,092

TOTAL 100

Departmental expenses ratio to resortrevenue

Amount of account receivable exceeded60 days

No. of EO issued less than 7 days beforeevent

No. of S&M staff attended 6 traininghours

No. of staff suggestion forms to savecost or increase sales


2/66

1)Sep 10 Oct 10 Year-to-date Performa

Budget Result Budget Result Budget Result

$345,526 $293,438 $439,964.67 $400,787.79 $2,849,723 $2,433,259

12% 9% 10% 11% 10.43% 9.60%

$(41,952) $(28,924) $25,595.85 $(9,859.00) ($25,890) ($265,409)

38% 32% 47% 40% 46% 37%

$60.18 $59.20 $61.58 $48.78 $60.05 $53.62

$150,000 $252,052 $150,000 $356,994 $150,000 $356,994

1 0 1 0 7 0

1 12 1 20 7 71

8% 21% 8% 99.5% 57.00% 156.25%

0 0 0 0 6 0

138 203 138 139 1,776 1,419

1 0 1 0 6 0

2 1 2 2 13 11

10 34 10 39 70 103

6 9 6 12 43 63

691 219 691 129 4,835 1,618

212 162 212 150 2,971 1,304


3/66

nceMethod of Measurement/Computation Source of Data

Point %

1.0 3

0.0 0 YTD Total Resort Revenue. P&L Report

1.0 3 P&L Report

0.0 0 YTD Gross Operation Profit. P&L Report

0.0 0 YTD No. of Room Sold / No. of Room Available. P&L Report

0.0 0 YTD Room Revenue / No. of Room Sold. P&L Report

1.0 5

0.0 0 YTD amount of Aging exceeded 60days.

1.0 5 YTD Departmental Job Tasks did not complete on time. RM Record

0.0 0 YTD EO issued by Sales Staff which had less than 7 days notice. FC Report

1.0 6

1.0 6 PD Report

0.0 0 YTD Suggestion Form received. HC Report

1.0 7

0.0 0 YTD No. of Room booked online. Excluding BVBR website.

0.0 0

0.0 0 YTD promotions and events executed by EEA, F&B and S&M.

1.0 7 YTD new Accounts opened. S&M Report

0.0 0

0.0 0 YTD No. of Poor Grading in Guest Comments Card GRO Report

0.0 0 YTD No. of Good and Average Grading in Guest Comments Card GRO Report

0.0 0 YTD No. of Excellent Grading in Guest Comments Card GRO Report

4.0 21

0

YTD S&M Payroll Expenses + General Expenses / Resort TotalRevenue x 100%.

AgingReport

YTD Total Full-time Staff exceeded Monthly Training-hour Quota /Total Full-time Staff Strength x 100%.

MarcomReport

YTD new Indonesia region and overseas markets start generatingsales.

MarcomReport

Marcom

Report


4/66

Remark

e in average 1 per KPI Dept per mth x 12 KPI Dept x 12 mth.

e last-minute business closed within 7 days before event.

es online, internal and external training in knowledge, skill and language.

ing each staff submit 2 suggestions in 1 year.

ing 1 new account opened per Sales Staff per month. Excluding FIT. 10 Staff x 12 month.

on Feb 10 (207 rooms) and March 10 (136 rooms) performance to project. Expecting no. of room sold to be graduallye and reach average of 400 rooms per month. 300 x 12 = 3,600.

ing 2 new market to be opened per quarter. Can be Indonesia and/or overseas markets. Excludes Batam, Jakarta andore.

ing at least executing 1 promotions/events of any length per normal month and 1 per week during June and Nov-Dec pea

s.


5/66

Learning Curve/Remedy Action Plan

United Travel Agent

diskon gila2an, and Seasport Discount for Singapore market, Cleopatra

Night, Paket Sensasi


6/66


Key Performance Indicators for Financial Year 2010 (April 2010 to March 2011)

S/NKey Performance Indicators

FY 09 ActualRatings for level of achievements Sep

Event, Entertainment & Activity 1 0.5 0 Budget

A Revenue & Expenses:1 EEA revenue $125.2k $159k $149.2k $139k $14,314

2 Spa revenue $250.7k $379k $369.4k $359k $25,047

3 - 82% 83% 84% 111%

4 Gross operation profit -$645k $304k $294k $284k $(41,952)

B Operations:

1 $300k $100k $150k $200k $150,000

2 No. of job tasks exceeded deadline - 11 12 13 1

3 Departmental overtime ratio to salary - 9% 10% 11% 11%

4 No. of days facility not working - 20 30 40 2

C People Development:

1 - 100% 90% 80% 8%

2 - 28 24 20 2.33

D Strategy:

1 No of promotions and events - 24 20 16 2

2 No. of new guest experience 3 4 3 2 0.33

E Customer Care:

1 No. of unsatisfied guest 21 9 11 21 11

2 No. of satisfied guest 1,384 1,675 1,522 1,384 127

3 No. of impressed guest 764 924 840 764 70

4 - 4 3 2 1

TOTAL

Departmental expenses ratio todepartmental revenue


No. of EEA staff attended 10 traininghours


No. of staff received guestcommendations


7/66

10 Oct 10 Year-to-date Performance

Result Budget Result Budget Result Point %

2.0 23$17,771 $15,772 $14,769 $112,450 $120,768 1 18

$14,647 $16,876 $5,944 $196,230 $113,050 - 0

57% 83% 77% 84.62% 74.00% 1 5

$(28,924) $25,596 ($9,859) ($25,889) ($265,409) - 0

2.0 11

$252,052 $150,000 $366,994 $150,000 $366,994 - 0

0 1 0 7 1 1 6

27% 11% 28% 11.00% 25.14% - 0

0 2 0 20 5 1 5

1.0 6

47% 8% 65% 58.33% 131.50% 1 6

0 2.33 0 16.33 4 - 0

0.0 0

1 2 2 14 11 - 0

0 0.33 0 2.33 2 - 0

1.0 3

3 11 0 11 14 - 0

29 127 9 888 231 - 0

29 70 15 490 161 - 0

0 4 0 4 5 1 3

6.0 430


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Method of Measurement/Computation Source of Data

YTD Total EEA Revenue. P&L Report

YTD Total Spa Revenue. P&L Report

P&L Report

YTD Gross Operation Profit. P&L Report

YTD amount of Aging exceeded 60days. Aging Report

YTD Departmental Job Tasks did not complete on time. RM Record

YTD Total EEA Overtime Expenses / Total EEA's Salary x 100%. HC Report

YTD Total Days EEA's Equipment out-of-service. M&E Report

PD Report

YTD Suggestion Form received. HC Report

YTD promotions and events executed by EEA, F&B and S&M.

YTD new facility and on-going programme commenced. EEA Report

YTD No. of Poor Grading in Guest Comments Card. GRO Report

YTD No. of Good and Average Grading in Guest Comments Card. GRO Report

YTD No. of Excellent Grading in Guest Comments Card. GRO Report

YTD No. of Staff being named by guest for good service. GRO Report

YTD EEA Direct Cost + Payroll Expenses + General Expenses / EEATotal Revenue x 100%.


MarcomReport


9/66

Remark

facilities, foot reflex, sales from Gift Shop, renting of equipment and etc.


s EEA's equipment, vehicle, baggy, air-con unit, lift, F&B service equipment and kitchen equipment.



ing 1 new facility or programme commenced per quarter. The programme must be on-going instead of ad hoc basic.

Sea Sports & Recreations, and 'Swimming Pool' under Others.



taff received more than 1 commendation are still counted as 1.

ing at least executing 1 promotions/events of any length per normal month and 1 per week during June and Nov-Dec peas.


10/66


Jetski

Laser Gun (June), water scooter

Decko,Lupai, Jasmine (April), Latif, Junaidi (June)

diskon gila2an, and Seasport Discount for Singapore market, CleopatraNight, Paket Sensasi, water taxi, Nongsa Cup


11/66



S/NKey Performance Indicators Ratings for level of achievements S

Food & Beverage 1 0.5 0 Budget

A Revenue & Expenses:

1 F&B revenue $1.8m $1.71m $1.6m $126,744

2 F&B average check $14.46 $13.15 $12.52 $11.55

3 63% 64% 65% 68%

4 Gross operation profit $304k $294k $284k $(41,952)

B Operations:


2 Departmental overtime ratio to salary 24% 27% 30% 30%

3 20 30 40 30

4 Wastage & Spoilage Control $2,000 $2,300 $2,600 $216.67


1 100% 90% 80% 8.33%

2 132 102 72 11

3 2 1 0 2

D Strategy:

1 $14k $12k $10k $1,000

1 No of promotions and events 24 20 16 2

E Customer Care:


2 No. of satisfied guest 2,428 2,208 2,007 184

3 No. of impressed guest 1,231 1,119 1,017 93

4 7 6 5 1

TOTAL

Departmental expenses ratio to deptrevenue

No. of days key service-relatedfacility not working

No. of F&B staff attended 10 training

hoursNo. of staff suggestion forms to savecost or increase sales

No. of staff participated incompetition

Revenue generated from Batam FIT& GIT

No. of staff received guest

commendations


12/66

)p 10 Oct 10 Year-to-date Performance


0.0 0

$95,905.00 $149,950.00 $142.539 $945,529 $742,283 0.0 0

$11.27 $11.55 $5.57 $12.17 $10.88 0.0 0

104% 68% 78% 64.55% 79.69% 0.0 0

$(28,924) $43,530.00 $8,733.85 ($7,956) ($246,685) 0.0 0

2.0 9

1 1 0 5 4 1.0 6

13% 30% 15% 30.00% 13.86% 1.0 3

4 30 1 30 94 0.0 0

$218.36 $216.67 $188.38 $1,516.67 $1,458.34 0.0 0

2.0 7.0

17.35% 8.33% 5.97% 58.33% 65.13% 1.0 4

27 11 0 77 33 0.0 0

0 2 1 2 2 1.0 3.0

1.0 8

$1,052.52 $1,000 $202,034 $7,000 $215,760 1.0 8

1 2 2 14 11 0.0 0

1.0 3

3 3 21 23 48 0.0 0

69 184 29 1,474 572 0.0 0

27 93 18 559 341 0.0 0

0 1 0 4 12 1.0 3

6.0 27.0

0


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YTD Total F&B and Others Revenue. P&L Report

YTD Total F&B Revenue / Total Cover.

P&L Report



YTD Total F&B Overtime Expenses / Total Salary x 100%. HC Report

YTD Total Days F&B Equipment out-of-service. M&E Report

PD Report


YTD No. of staff went for external job related competitions. PD Report

YTD F&B Sales from Batam Indonesians and Expatriates.

YTD promotions and events executed by EEA, F&B and S&M.

YTD No. of Poor Grading in Guest Comments Card GRO Report

YTD No. of Good and Average Grading in Guest Comments Card GRO Report

YTD No. of Excellent Grading in Guest Comments Card GRO Report


RhapsodyReport

YTD F&B Total Director Cost + Payroll Expenses + General Expenses /F&B Total Revenue x 100%.

YTD Cost Value of F&B items disposed without consume in Stores,Freezers, Chillers, Outlets and Kitchen.

Cost CtlReport

YTD Total Full-time Staff exceeded Monthly Training-hour Quota / Total

Full-time Staff Strength x 100%.

RhapsodyReport

MarcomReport


14/66

Remark

Tolerate in average 1 per KPI Dept per mth x 12 KPI Dept x 12 mth.

Includes online, internal and external training in knowledge, skill and language.

Expecting each staff submit 2 suggestions in 1 year.

Exclude Fun Day.

Include Restaurant & Bar, and 'Business Center' and 'Function Room Facilities' under Others.



Same staff received more than 1 commendation are still counted as 1.

Includes EEA's equipment, vehicle, baggy, air-con unit, lift, F&B service equipment and kitchenequipment.

Include all food and beverage perishable items and dry goods spoiled, expired and over prepared (Notconsumed).

Expecting at least executing 1 promotions/events of any length per normal month and 1 per weekduring June and Nov-Dec peak seasons.


15/66


Siti (kelong)

diskon gila2an, and Seasport Discount for Singapore market, CleopatraNight, Paket Sensasi, water taxi, Nongsa Cup


16/66


Key Performance Indicators for Financial Year 2010 (April 2010 to March 2011) April'10

S/NKey Performance Indicators Sep 10 Oct

Housekeeping [%] 1 0.5 0 Budget Result Budget


1 HK revenue - $12k 18 $14k $12k $10k $1000 $969 $1000

2 - 4% 10 4% 4.20% 4.40% 4.00% 6% 4.00%

3 Gross operation profit -$645k $294k 6 $304k $294k $284k $(41,952) $(28,924) $25,595.85

B Operations: 26

1 No. of Days room out of order - 25 7 20 25 30 1.67 0 1.67

2 - 25 6 11 12 13 0.83 0. 0.83

3 No. of job tasks exceeded deadline - 12 10 11 12 13 1 0. 1

5 Departmental overtime ratio to salary - 12% 3 10% 11% 12% 12% 17% 12%


1 - 100% 6 100% 90% 80% 8.33% 22.92% 8.33%

2 - 32 4 32 26 20 2.67 0 2.67

D Strategy: 15

1 - 100% 8 100% 90% 80% 8% 30% 8%

2 - 4 7 4 3 2 4 2 4

E Customer Care: 15

1 No. of unsatisfied guest 25 30 4 20 25 30 2 0 2

2 No. of satisfied guest 2,121 2,545 4 2,800 2,545 2,121 233 42 233

FY 09Actual

FY 10Budget

Weightage

Ratings for level ofachievements


No. of complaints on unclean publicarea

No. of HK staff attended 10 traininghours

No. of staff suggestion forms to save

cost or increase sales

No. of room had carried out majorcleaning

No. of proposal to improve HKoperations


17/66

3 No. of impressed guest 1,164 1,280 4 1,408 1,280 1,164 117 37 117

4 - 4 3 4 3 2 0.33 0 0.33

TOTAL 100



18/66

10 Year-to-date PerformanceMethod of Measurement/Computation

Result Budget Result Point %

1.0 18

$.687 $7,000 #VALUE! 1.0 18 YTD Total Revenue generated from HK operations.

5% 4.00% 4.63% 0.0 0

$(9,859.00) ($25,889) ($265,409) 0.0 0 YTD Gross Operation Profit.

3.0 23

0 11.68 0 1.0 7 HK Report

0. 6.16 0 1.0 6

0. 1 0 1.0 10 YTD Departmental Job Tasks did not complete on time.

14% 12.00% 15.57% 0.0 0 YTD Total HK Overtime Expenses / Total Salary x 100%. HC Report

2.0 10

16.87% 58.33% 92.81% 1.0 6 PD Report

0 18.68 28 1.0 4 YTD Suggestion Form received. HC Report

2.0 15

35% 57.33% 139% 1.0 8 YTD No. of Rooms had carried out major cleaning. HK Report

0 4 12 1.0 7 YTD No. of Proposals submitted to RM. RM record

1.0 4

0 16 0 1.0 4 YTD No. of Poor Grading in Guest Comments Card

19 1632.24 303 0.0 0 YTD No. of Good and Average Grading in Guest Comments Card

Source ofData

P&LRe ort

YTD HK & Laundry Direct Cost + Payroll Expenses + GeneralExpenses / Resort Revenue x 100%.

P&LReport

P&LReport

YTD Total No. of Days that rooms under 'OOO' status. No. of Room xNo. of 'OOO' Day

YTD No. of Days received complaint on public area unclean fromGuests and Management Staff.

GROReport

RMRecord


GROReport

GROReport


19/66

33 820.48 329 0.0 0 YTD No. of Excellent Grading in Guest Comments Card.

0 2.33 0 0.0 0 YTD No. of Staff being named by guest for good service.

9.0 70

1

GROReport

GROReport


20/66

Remark

Include mini-bar, laundry, and etc.

Exclude room block for up keeping and refurbishment.


Comments and grading under Guest Room column.


Learning Curve/Remedy ActionPlan

Include lobby, public toilet and public areas maintenance by HK.Both verbal and written.

Tolerate in average 1 per KPI Dept per mth x 12 KPI Dept x 12mth.

Includes online, internal and external training in knowledge, skilland language.

Website and supplier market research to find methods, equipmentor chemical.


21/66


Same staff received more than 1 commendation are still counted as1.


22/66



S/NKey Performance Indicators Ratings for level of achievements Sep 10

Front Office 1 0.5 0 Budget Result


1 FO revenue $2.7m $2.63m $2.6m $161,008 $113,830

2 8% 8.50% 9% 9% 19%

3 Gross operation profit $304k $294k $284k $(41,952) $(28,924)

4 Room Occupancy Ratio 60% 55% 50% 38% 32%

5 Average Room Rate $62 $60 $58 $60.18 $59.20

B Operations:

1 No. of error bills 10 12 14 0 0

2 No. of job tasks exceeded deadline 11 12 13 1 0

3 Departmental overtime ratio to salary 24% 26% 28% 28% 27%

4 20 30 40 1.67 2

5 No. of hours toll-free line out of service 8 10 12 1 0

C People Development:1 100% 90% 80% 8% 52%

2 44 34 24 0 0

3 No. of staff participated in competition 2 1 0 2 0

D Strategy:

1 No. of up-selling rooms 400 365 330 30.42 41

2 No. of rooms sold to walk-in guests 70 60 50 5 103

3 Enquiry closing rate 100% 80% 60% 80 68%

E Customer Care:


2 No. of satisfied guest 2,445 2,223 2,021 185 68

3 No. of impressed guest 3,161 2,873 2,612 239 63

4 6 5 4 0 1

TOTAL


No. of days key service-related facilitynot working

No. of FO staff attended 10 traininghours




23/66

Oct 10 Year-to-date Performance

Budget Result Budget Result Point %

0.0 0

$247,803 $214,132 $1,452,511 $1,181,781 0.0 0

9% 22% 3.69% 9.08% 0.0 0

$25,595.85 $(9,859.00) ($25,890) ($265,409) 0.0 0

47% 40% 46% 38% 0.0 0

$61.58 $48.78 $60.05 $53.62 0.0 0

3.0 14

0 0 0 0 1.0 5

1 0 7 0 1.0 6

28% 24% 28.00% 33.71% 0.0 0

2 2 20 17 1.0 3

1 0 3 8 0.0 0

1.0 48% 25% 58.31% 104.13% 1.0 4

0 0 11 2 0.0 0

2 0 2 0 0.0 0

2.0 15

30.42 46 212.94 255 1.0 10

5 71 35 601 1.0 5

80 27% 80% 51.27% 0.0 0

2.0 7

10 0 70 2 1.0 4

185 45 1295.5 623 0.0 0

239 55 1673.43 637 0.0 0

0 3 6 13 1.0 3

8.0 40

0


24/66


YTD Total Revenue generated from FO operations. P&L Report

P&L Report


YTD No. of Room Sold / No. of Room Available. P&L Report

YTD Room Revenue / No. of Room Sold. P&L Report

YTD Error Bills. Aging Report


YTD Total FO Overtime Expenses / Total Salary x 100%. HC Report

YTD Total Days Vehicle & Baggy out-of-service. M&E Report

YTD Total Toll-free Line Downtime. FO Report

PD Report


YTD No. of staff went for external job related competitions. PD Report

YTD No. of Room Upgraded or Extend Stay.

YTD No. of Room sold to Walk-in Guests. Rhapsody Report

YTD No. of Closed Enquiries / No. of Received Enquires x 100%





YTD FO Direct Cost + Payroll Expenses + General Expenses / ResortTotal Revenue x 100%.


Night AuditorRe ort

FO & WebsiteReport


25/66

Remark

Include late charges, skipper, missed billing, and wrong posting.


Count downtime in minutes and convert into hours.


Same staff received more than 1 commendation are still counted as 1.

Include room sold, meal voucher sold, green fee, transportation, telephone,ferry and etc.

Includes EEA's equipment, vehicle, baggy, air-con unit, lift, F&B serviceequipment and kitchen equipment.

Includes online, internal and external training in knowledge, skill andlanguage.


26/66


Dian, Tio, Yusuf, Eva (april) and Sri, Zaenal, Anom (May), Amex, Yeni,Samuel


27/66

am View Beach Resort

y Performance Indicators for Financial Year 2010 (April 2010 to March 2011)

NKey Performance Indicators Weightage Ratings for level of achievements May 10 Jun 10 Jul 10

Gardening [%] 1 0.5 0 Budget Result Budget Result Budget ResuRevenue & Expenses: 12

Resort revenue 3 $5.1m $5.02m $5m $409,009 $358,284 $544,434 $483,444 $377,647 $307,8

6 1.60% 1.70% 1.80% 0.45% 1.18% 0.34% 0.36% 0.48% 2%

Gross operation profit 3 $304k $294k $284k ($4,476) ($25,215) $77,711 $22,187 ($20,409) ($32,5

Operations: 28

No. of job tasks exceeded deadline 8 11 12 13 0.92 3 0.92 0 0.92 0

No. of SOP set and reviewed 10 10 9 8 0.83 0 0.83 0 0.83 0

Departmental overtime ratio to salary 10 4% 4.5% 5% 4.00% 7.00% 4% 19% 5% 7%

People Development: 12

8 100% 90% 80% 8.33% 1.00% 8.33% 0.00% 8.33% 0.00

4 44 34 24 3.67 0 3.67 0 3.67 0

Strategy: 40

No. of landscape revamping jobs done 20 6 5 4 0.5 3 0.5 2 0.5 0

No. of dead plants 20 4 5 6 0.5 1 0.5 0 0.5 0

Customer Care: 9

No. of unsatisfied guest 3 66 74 147 6 3 6 12 6 11

No. of satisfied guest 3 9,115 8,286 6,902 691 255 691 268 691 211

No. of impressed guest 3 6,724 6,113 5,092 509 160 509 310 509 155

TOTAL 101


No. of Gdn staff attended 6 traininghours



28/66

Year-to-date Performance

Method of Measurement/Computation Source of DataBudget Result Point %

0.0 0

$2,849,723 $2,433,259 0.0 0 YTD Total Resort Revenue. P&L Report

0.80% 2.47% 0.0 0 P&L Report

($25,889) ($265,409) 0.0 0 YTD Gross Operation Profit. P&L Report

0.0 0

6 8 0.0 0 YTD Departmental Job Tasks did not complete on time. RM Record Tolerate in avera

6 0 0.0 0 HC Report Each department

5.57% 10.14% 0.0 0 YTD Total Gdn Overtime Expenses / Total Salary x 100%. HC Report

0.0 0

58.33% 35.32% 0.0 0 PD Report

25.67 0 0.0 0 YTD Suggestion Form received. HC Report Expecting each s

2.0 26

4.00 8 1.0 20 YTD landscape area being improved. Gdn Report

4.00 2 1.0 6 YTD No. of Plant dead due to lack of watering and care. Gdn Report

0.0 0

43 63 0.0 0 YTD No. of Poor Grading in Guest Comments Card GRO Report

4835 1627 0.0 0 YTD No. of Good and Average Grading in Guest Comments Card GRO Report

3268 1319 0.0 0 YTD No. of Excellent Grading in Guest Comments Card GRO Report

2.0 26

0

YTD Gardening Direct Cost + Payroll Expenses + General Expenses /Resort Revenue x 100%.

YTD No. of Current SOP reviewed and New SOP set by HODs andendorsed by RM.


Includes online,language.


29/66



30/66



S/NKey Performance Indicators Ratings for level of achievements Se

Human Capital & People Development 1 0.5 0 Budget


1 Resort revenue $5.1m $5.02m $5m $345,526

2 4.60% 4.80% 5% 3.64%

3 Gross operation profit $304k $294k $284k $(41,952)

B Operations:


2 Resort overtime ratio to salary control 8% 9% 10% 10%

3 100% 90% 80% 7%

4 Resort staff attendance ratio to staff strength 95% 90% 85% 90%

5 No. of training subjects executed 14 12 10 1


1 No. of HC staff attended 6 training hours 100% 90% 80% 8.33%

2 8 7 6 0.67

D Strategy:

1 4 3 2 0.33

2 No. of mind setting campaign executed 6 5 4 0.5

3 No. of teambuilding activities organized 6 5 4 0.5

E Customer Care:

1 6 4 2 0.5


3 No. of satisfied guest 9,115 8,286 6,902 691

4 No. of impressed guest 6,724 6,113 5,092 509

TOTAL


Resort staff interviewed by HC ratio to staffstrength

No. of staff suggestion forms to save cost orincrease sales

No. of proposals to improve staffproductivity

No. of courses related to customer care andservice


31/66

10 Oct 10 Year-to-date Performance


0.0 0

$293,438 $439,965 $400,788 $2,849,723 $2,433,259 0.0 0

5.38% 2,85% 3,87% 2.65% 3.31% 0.0 0

$(28,924) $43,531 $8,734 ($7,954) ($246,816) 0.0 0

4.5 33

0 1 0 7 0 1.0 6

9% 10% 9% 10.00% 8.14% 1.0 8

2.5% 1% 0% 47.25% 42.30% 0.5 3

99.30% 90% 99.32% 90.00% 97.86% 1.0 6

1 1 1 7 8 1.0 10

2.0 10

69% 8.33% 5,40% 58.32% 191.27% 1.0 5

3 0.67 0 4.67 10 1.0 5

1.0 8

4 0.33 0 2.33 16 1.0 8

1 0.5 1 3.5 4 0.0 0

0 0.5 0 3.5 2 0.0 0

0.0 0

0 0.50 1 4 2 0.0 0

9 6 12 43 63 0.0 0

219 691 138 4835 1627 0.0 0

162 509 165 3565 1319 0.0 0

7.5 51

1


32/66


YTD Total Resort Revenue. P&L Report

P&L Report



YTD Total Overtime Expenses / Total Salary x 100%. HC Report

HC Report

HC Report

YTD No. of New Training Topic being conducted in-house and by external party. PD Report

PD Report


YTD No. of Proposal on Improving Staff Productivity being submitted. HC Report

HC Record

YTD Teambuilding Activity organized. HC Report

YTD No. of Customer Care Courses conducted. PD Report




YTD HC Direct Cost + Payroll Expenses + General Expenses / Resort Revenue x100%.

YTD (No. of Full-time Staff + Contract Staff interviewed once by HCM) /(Resort Total Full-time Staff + Contract Staff).

YTD (Resort Staff Strength x No. of Working Day - No. of Staff-absence Days) /Resort Staff Strength x 100%.

YTD Total Full-time Staff exceeded Monthly Training-hour Quota / Total Full-time Staff Strength x 100%.

YTD No. of Campaign to educate staff on BVBR's values and positive mindsetbeing executed.


33/66

Remark


seminars, workshops, and exhibitions attended. Training will same subject is counted as 1.



medical leaves, maternity leaves, absences without reasons, strikes and any working days lose; except annual leaves anholidays.

ign must last for 1 to 2 months, in written proposal which complete with theme, slogan, poster, talk or workshop, educatiition or gotong royong, and assess achievement at the end.


34/66


Handling Guest Complaint


35/66




FY 09 ActualWeightage Ratings for level of achi

Security [%] 1 0.5


1 Resort revenue $3.82m $5.02m 3 $5.1m $5.02m

2 - 1.8% 10 1.6% 1.7%

3 Gross operation profit -$645k $294k 3 $304k $294k

B Operations: 36


2 Departmental overtime ratio to salary - 34% 10 28% 31%

3 0 4 10 4 3

4 - 5 10 3 4


1 No. of staff attended 6 training hours - 100% 6 100% 90%

2 - 42 4 42 32

D Strategy: 16

1 - 4 8 4 3

2 - 1 8 0 1

E Customer Care: 22


2 No. of satisfied guest 7,533 8,286 4 9,115 8,286

3 No. of impressed guest 5,557 6,113 4 6,724 6,113

4 No. of staff received guest commendations - 2 4 2 1

5 0 2 6 0 1

TOTAL 100

FY 10

Budget


No. of fire and safety related drillsconducted

No. of incident reports submitted did notmeet standard

No. of staff suggestion forms to save costor increase sales

No. of proposal to enhance safety andsecurity practices

No. of time fire extinguishers misplaced orservice overdue

No. of guest incidents due to security orsafety negligence


36/66

vements Sep 10 Oct 10

0 Budget Result Budget Result Budget

$5m $345,526 $293,438 $439,964.67 $400,787.79 $2,849,723

1.8% 2.30% 2.73% 1.68% 2.02% 1.88%

$284k $(41,952) $(28,924) $25,595.85 $(9,859.00) ($25,890)

13 1 0 1 0 7

34% 28% 23% 28% 18% 28%

2 0.3 0 0.3 0 2.2

5 0.25 0 0.25 0 1.75

80% 8% 22% 8% 13.11% 57%

22 3.5 0 3.5 0 24.5

2 0.3 0 0.3 0 2

2 1 0 1 0 1

147 6 9 6 12 42

6,902 691 219 691 138 4,835

5,092 212 162 212 165 2,971

0 0 0 0 0 1

2 2 0 2 0 2


37/66

r-to-date PerformanceMethod of Measurement/Computation

Result Point %

0.0 0

$2,433,259 0.0 0 YTD Total Resort Revenue.

2.36% 0.0 0

($265,409) 0.0 0 YTD Gross Operation Profit.

4.0 36

0 1.0 6 YTD Departmental Job Tasks did not complete on time.

26% 1.0 10 YTD Total Security Overtime Expenses / Total Salary x 100%.

2 1.0 10 YTD No. Fire and Safety Exercises involved all staff on duty.

0 1.0 10

1.0 6

86.37% 1.0 6

6 0.0 0 YTD Suggestion Form received.

1.0 8

1 0.0 0

0 1.0 8

1.0 6

63 0.0 0 YTD No. of Poor Grading in Guest Comments Card

1,627 0.0 0 YTD No. of Good and Average Grading in Guest Comments Card

1,319 0.0 0 YTD No. of Excellent Grading in Guest Comments Card

0 0.0 0 YTD No. of Staff being named by guest for good service.

0 1.0 6 YTD No. of Security & Safety Negligence Case reported.

7.0 56

1

YTD Security Direct Cost + Payroll Expenses + General Expenses / ResortRevenue x 100%.

YTD No. of Incident Report written by Security did not reach RM and HCMwithin 24 hours and did not have complete info.

YTD Total Full-time Staff exceeded Monthly Training-hour Quota / Total Full-time Staff Strength x 100%.

YTD No. of proposal pertaining to improvement of safety and security beingsubmitted to RM.

YTD No. of fire extinguishers did not place in specified locations and overdueservice date.


38/66

Source of Data

P&L Report

P&L Report

P&L Report

RM Record

HC Report

HC Report

HC Report

PD Report

HC Report

RM Record

HC Report

GRO Report

GRO Report

GRO Report

GRO Report

HC Report


39/66

Remark

in average 1 per KPI Dept per mth x 12 KPI Dept x 12 mth.

s online, internal and external training in knowledge, skill and language.

ng each staff submit 2 suggestions in 1 year.

aff received more than 1 commendation are still counted as 1.

te incident report needs to have information on 'who; 'what', 'when', 'where', 'why', 'how', 'name and particular of persond', 'action taken', and 'latest incident status when report written'.


40/66


CPR and First Aids 29-30 July


41/66

atam View Beach Resort

ey Performance Indicators for Financial Year 2010 (April 2010 to March 2011)


FY 09 Actual FY 10 BudgetWeightage Ratings for level of achi

Purchasing & Cost Control [%] 1 0.5



2 Resort expenses ratio to revenue 101% 95% 15 90% 93%


B Operations: 381 No. of job tasks exceeded deadline - 12 6 11 12

2 Number of facility out of service - 96 10 60 96

3 - 4 12 2 4

4 - 100% 10 100% 90%

C People Development: 101 No. of staff attended 6 training hours - 100% 6 100% 90%

2 - 8 4 8 7

D Strategy: 23

1 - $2.4k 10 $2.4k $2k

2 - $24k 13 $24k $20k

E Customer Care: 91 No. of unsatisfied guest 147 74 3 66 74



TOTAL 104

No. of cases which supply did not matchwith PO

No. of existing suppliers' performancesbeing reviewed


Saving from getting supplies via barteragreement

Saving from sourcing cheaper existingsupplies with same quality


42/66

vements Sep 10 Oct 10


$5m $345,526 $293,438 $439,964.67 $400,787.79 $2,849,723

95% 112% 110% 94% 102% 104%

$284k $(41,952) $(28,924) $25,595.85 $(9,859.00) ($25,889)

13 1 1 1 1 7

120 8 7 8 3 81

6 1 1 1 0 4

80% 8% 23% 8% 27% 58%

80% 8% 4% 8% 61.88% 58.33%

6 1 1 1 3 6

$1.6k $200 $223 $200 $460 $1,400

$16k $2,000 $2,600 $2,000 $2,100 $14,000

16 6 9 6 12 43

6,902 691 219 691 138 4,835

5,092 212 162 509 165 3,268


43/66

Year-to-date PerformanceMethod of Measurement/Computation

Result Point %

0.0 0


116% 0.0 0


2.0 2011 0.0 0 YTD Departmental Job Tasks did not complete on time.

43 1.0 10 YTD Total Days Equipment out-of-service.

5 0.0 0 YTD No. of Deliveries which items send by suppliers different from PO.

70% 1.0 10 YTD No. of Existing Suppliers being reviewed.

1.0 6142.13% 1.0 6

4 0 0 YTD Suggestion Form received.

2.0 23

$2,556 1.0 10 YTD Cost of Goods Purchased - Cost of BVBR's Barters

$14,184 1.0 13

0.0 063 0.0 0 YTD No. of Poor Grading in Guest Comments Card



5.0 49

0

YTD Resort Direct Cost + Payroll Expenses + General Expenses /Resort Revenue x 100%.


YTD Projected Yearly Saving by comparing the new price with existingprice.


44/66

Source of Data

P&L Report

P&L Report

P&L Report

RM Record

M&E Report

PD Report

HC Report

FC Report

FC Report

GRO Report

GRO Report

GRO Report

ReceivingReport

PurchaserReport


45/66

Remark



wrong product, wrong brand, wrong model, expired or expiring items, quantity short, and inferior quality.

price, stock available, delivery punctuality, product quality, accommodative in payment and urgent order.



s barter can be vouchers for room, food, beverage, facility usage, spa, and ferry ticket.

product that existing supplier increases price and able to source other supplier at price before increase.


46/66



47/66



S/N

Key Performance Indicators

FY 09 Actual

Weightage Ratings for level of ach

Finance [%] 1 0.5





B Operations: 42

1 Amount of account receivable exceeded 60 days $300k $150k 24 $100k $150k


3 Resort overtime ratio to salary 10% 10% 4 8% 9%

4 - 96 4 60 90

5 No. of hours internet down - 10 4 8 10

C People Development: 101 No. of staff attended 6 training hours - 100% 6 100% 90%

2 - 44 4 44 34

D Strategy: 12

1 No. of cost saving programme implemented - 6 6 8 6

3 - 4 6 6 4

E Customer Care: 16

1 No. of invoices rejected due to errors - 12 6 10 12

2 No. of unsatisfied guests due to check-out billing - 12 6 10 12

3 No. of times cashiers did not have enough change - 12 4 10 12

TOTAL 100

FY 10

Budget

No. of days key service-related facility notworking


No. of times monthly financial report submittedby 10th of the month


48/66

evements Sep 10 Oct 10 Year-to-date Perfor

0 Budget Result Budget Result Budget Result

$5m $345,526 $293,438 $439,964.67 $400,787.79 $2,849,723 $2,433,259

95% 112% 110% 94% 102% 102.40% 114.75%

$284k $(41,952) $(28,924) $25,595.85 $(9,859.00) ($25,889) ($265,409)

$200k $150,000 $252,052 $150,000 $356,994 $150,000 $356,994

13 1 0 1 0 7 1

10% 10% 8.50% 10% 9.00% 9.67% 10.11%

120 8 7 90 3 138 43

12 0.83 0 0.83 0 5.00 2.83

80% 8.33% 66.07% 8.33% 48.21% 58.33% 178.57%

24 3.67 0.00 3.67 0.00 25.67 0.00

4 0.33 0.00 0.33 0.00 3 2

2 0.33 0.00 0.33 1.00 2.33 2.00

14 1 0 1 1 7.17 18

14 1 0 1 0 7.17 0

14 1 0 1 0 7.17 0


49/66

ance

Method of Measurement/Computation Source of DataPoint %

0.0 0


0.0 0 P&L Report


1.0 4

- 0 YTD amount of Aging exceeded 60days. Aging Report

- 0 YTD Departmental Job Tasks did not complete on time. RM Record

- 0 YTD Total Overtime Expenses / Total Salary x 100%. HC Report

- 0 YTD Total Days Equipment out-of-service. M&E Report

1 4 YTD Total Down Time on Internet. IT Report

1.0 61 6 PD Report

- 0 YTD Suggestion Form received. HC Report

0.0 0

- 0 YTD No. of Cost Saving Project led by FC. FC Report

- 0 YTD No. of Times submitted reports to Directors and RM on time. FC Report

2.0 24

0 0 YTD No. of Invoices rejected by TA or Corporate due to errors. FC Report

1 12 FO Report

1 12 YTD No. of complaints on cashier did not have change for guests. FO Report

4.0 34

0



YTD No. of complaints resulted from slow or error in billing when guestcheck out.


50/66

Remark



downtime in minutes and convert into hours.



menting of cost saving project collected from suggestions.


51/66


Tering Bay, RnA, Holiday Bagus


52/66



S/NKey Performance Indicators Weightage Ratings for level of ach

Maintenance, Engineering & Project [%] 1 0.5A Revenue & Expenses: 16


2 Departmental expenses ratio to resort revenue - 24% 10 20% 22%


B Operations: 42


2 Department overtime ratio to salary - 9% 6 7% 8%


4 PLN saving compared with FY 2009 - 20% 10 30% 20%

5 Water saving compared with FY 2009 - 20% 10 30% 20%


1 No. of staff attended 6 training hours - 100% 6 100% 90%

2 - 52 4 52 42

D Strategy: 20

1 3 10 4 3

2 3 10 4 3

E Customer Care: 12




TOTAL 100

FY 09Actual

FY 10Budget


No. of preventive and overhaul plans formechanical assets being proposed

No of building and room up-keeping plan beingcompleted


53/66

evements Sep 10 Oct 10 Year-to-date Perfor

0 Budget Result Budget Result Budget Result

$5m $345,526 $293,438 $439,965 $400,788 $2,849,723 $2,433,259

24% 20% 10% 20% 8% 20.00% 22.15%

$284k $(41,952) $(28,924) $25,596 $(9,859) ($25,889) ($265,409)

13 1 0 1 0 18 0

9% 9% 5% 9% 3% 9.00% 5.56%

120 8 7 8 3 56 43

10% 20% 15% 20% -1% 20.00% 9.91%

10% 20% -17% 20% 9% 20% 3%

80% 8% 1.39% 8% 28.47% 57.33% 48.09%

32 4.3 0 4.3 0 30.2 3

2 0.33 0 0.33 0 2.32 3

2 0.33 2 0.33 0 2.32 6

147 6 9 6 12 43 63

6,902 691 219 691 138 4,835 1,627

5,092 212 162 509 165 3,268 1,319


54/66

anceMethod of Measurement/Computation Source of Data

Point %0.0 0


0.0 0 P&L Report


3.0 22

1 6 YTD Departmental Job Tasks did not complete on time. RM Record

1 6 HC Report

1 10 YTD Total Days Equipment out-of-service. M&E Report

0 0 YTD Actual PLN Meter Reading compared with FY 2009. M&E Report

- 0 YTD Actual Water Meter Reading compared with FY 2009. M&E Report

0.0 0

0.0 0 PD Report

0.0 0 YTD Suggestion Form received. HC Report

2.0 20

1.0 10 YTD Preventive & Overhaul Proposal submitted. RM Record

1.0 10 YTD Up-keeping Plan executed. M&E Report

0.0 0

0.0 0 YTD No. of Poor Grading in Guest Comments Card GRO Report

0.0 0 YTD No. of Good and Average Grading in Guest Comments Card GRO Report

0.0 0 YTD No. of Excellent Grading in Guest Comments Card GRO Report

5.0 420

YTD M&E and Project Direct Cost + Payroll Expenses + GeneralExpenses / Resort Revenue x 100%.

YTD Total M&E and Project Overtime Expenses / Total Salary x100%.



55/66

Remark


Excluding guest room and villa.

Excluding guest room and villa.


Includes all mechanical assets in resort.

Includes EEA's equipment, vehicle, baggy, air-con unit, lift, F&Bservice equipment and kitchen equipment.

Includes online, internal and external training in knowledge, skill andlanguage.


56/66



57/66




FY 09 Actual FY 10 BudgetWeightage Ratings for level of ach

The Resort [%] 1 0.5





B Operations: 28

1 $300k $150k 7 $100k $150k


3 Resort overtime ratio to salary 10% 10% 4 8% 9%



1 - 100% 5 100% 90%

2 - 480 5 480 460

D Strategy: 261 No. of room sold online - 3,600 6 4,000 3,600

2 No. of new market open - 8 6 10 8

3 No of promotions and events - 20 10 24 20

4 No. of new guest experience 3 4 4 4 3

E Customer Care: 12




TOTAL 106


No. of staff attended specified traininghours



58/66

ievements Sep 10 Oct 10


$5m $345,526 $293,438 $439,964.67 $400,787.79 $2,849,723

95% 112% 110% 94% 102% 99.73%

$284k $(41,952) $(28,924) $25,595.85 $(9,859.00) ($25,889)

$200k $150,000 $252,052 $150,000 $356,994 $150,000

156 1 0 1 1 51

10% 10% 9% 10% 9.00% 9.98%

120 8 7 8 3 56

80% 8% 23% 8% 22.12% 58.32%

440 40 31 40 3 280

3,000 138 203 138 139 1,909

6 1 0 1 0 6

16 2 0 2 3 14

2 1 0 1 0 5

147 6 9 6 12 43

6,902 691 219 691 138 4,835

5,092 212 162 212 165 2,971


59/66

ear-to-date PerformanceMethod of Measurement/Computation

Result Point %

0.0 0


108.68% 0.0 0


3.0 21

$339,008 0.0 0 YTD amount of Aging exceeded 60days.

23 1.0 7 YTD Departmental Job Tasks did not complete on time.

7.96% 1.0 4 YTD Total Overtime Expenses / Total Salary x 100%.

43 1.0 10 YTD Total Days Equipment out-of-service.

1.0 5

101.17% 1.0 5

90 0.0 0 YTD Suggestion Form received.

0.0 01,419 0.0 0 YTD No. of Room booked online. Excluding BVBR website.

0 0.0 0 YTD new Indonesia region and overseas markets start generating sales.

11 0.0 0 YTD promotions and events executed by EEA, F&B and S&M.

3 0.0 0 YTD new facility and on-going programme commenced.

0.0 0

63 0.0 0 YTD No. of Poor Grading in Guest Comments Card



4.0 26

0

s




60/66

Source of Data

P&L Report

P&L Report

P&L Report

Aging Report

RM Record

HC Report

M&E Report

PD Report

HC Report

Marcom Report

Marcom Report

Marcom Report

EEA Report

GRO Report

GRO Report

GRO Report


61/66

Remark





ing 1 new facility or programme commenced per quarter. The programme must be on-going instead of ad hoc basic.

on Feb 10 (207 rooms) and March 10 (136 rooms) performance to project. Expecting no. of room sold to be graduallye and reach average of 400 rooms per month. 300 x 12 = 3,600.

ing 2 new market to be opened per quarter. Can be Indonesia and/or overseas markets. Excludes Batam, Jakarta andore.

ing at least executing 1 promotions/events of any length per normal month and 1 per week during June and Nov-Dec peas.


62/66


63/66

Batam View Beach Resort - Statistic


April May June July Aug Sept Oct

Target 100% 100% 100% 100% 100% 100% 100%

7% 16% 20% 20% 26% 26% 26%6.0% 24% 18% 15.0% 21.0% 21.0% 21.0%

29% 48% 61% 55% 43% 50% 43%

23% 44% 51% 32% 22% 22% 27%

29% 35% 35% 33% 40% 40% 40%

17% 49% 64% 64% 70% 70% 70%

12% 6% 29% 29% 26% 26% 26%

HC 27% 34% 50% 54% 51% 51% 51%

Security 30% 28% 58% 59% 56% 56% 56%

18% 27% 38% 19% 36% 36% 49%

28% 32% 34% 39% 28% 44% 34%

6% 46% 46% 36% 42% 42% 42%

CompanySM

EEA

FB

FO

HK

Gardener

Purc + CC

FC

ME Proj
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64/66

5.5%

11.2%

7.0%

10.4%

18.2%

6.8%

13.3%

14.6%

12.7%

8.8%

10.9%

Percentage ofachievement to

Company Goal

Target Company SM EEA FB

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

100%

7% 6.0%

29%

23%

29

100%

16%

24%

48% 44%

3

100%

20%18%

61%

51%

100%

20%

15.0%

55%

32%

100%

26%

21.0%

43%

22%

100%

26%

21.0%

50%

22%

100%

26%

21.0%

43%

27%


65/66

FO HK Gardener HC Security Purc + CC FC ME Proj

17%

12%

27%30%

18%

28%

6%

%

49%

6%

34%

28% 27%

32%

46%

35%

64%

29%

50%

58%

38%34%

46%

33%

64%

29%

54%

59%

19%

39%36%

40%

70%

26%

51%

56%

36%

28%

42%40%

70%

26%

51%

56%

36%

44%42

40%

70%

26%

51%

56%

49%

34%

4


66/66

%

Oct 2010 KPI Presentation

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