Measuring sustainability of water supply: performance indicators and their application in a corporate responsibility report

2010 ◽  
Vol 10 (5) ◽  
pp. 824-830 ◽  
Author(s):  
N. Staben ◽  
A. Hein ◽  
T. Kluge
Keyword(s):  
Water Supply ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Corporate Responsibility ◽  
Performance Indicator ◽  
Indicator System ◽  
Communication Strategy ◽  
Resource Protection ◽  
Water And Wastewater ◽  
Comprehensive Framework

For many water supply companies, the sustainable exploitation of water resources has always been an integral part of their business, voluntarily accepting tasks and responsibility which benefit society and the environment in general, e.g. in resource protection, environmental monitoring, and encouragement of sustainable farming practices. However, these voluntary activities are often not sufficiently recognised internally and externally due to a missing sustainability framework and a less developed communication strategy. Therefore, a comprehensive framework for the measurement and reporting of corporate responsibility (CR) in water supply was developed, comprising the environmental and sustainability issues of resource protection and water supply, social responsibility and long-term economical development. This framework was successfully applied in a Balanced Scorecard (BSC) approach and served as basis for a CR report of a German regional water and wastewater company. The CR Performance Indicator system was imbedded in the IWA framework of Performance Indicators (PI), and as such is universally applicable in water and wastewater systems.

scholarly journals Design of Batik Crafts Industrial Performance Measurement Model in Wukirsari Region Bantul

2018 ◽  
Vol 4 ◽  
Author(s):  
Yasrin Zabidi
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Problem Formulation ◽  
Measurement Model ◽  
Measurement Instruments ◽  
The Balanced Scorecard ◽  
Craft Industry ◽  
Initial Research

One important factor in influencing the progress and decline of an industry is the performance factor. Performance issues are not only important for middle-to-upper-level companies and large companies, but also important for small and medium industries such as the batik craft industry in the Wukirsari region, Bantul. Given the importance of performance, researchers tried to design a performance measurement model of the batik craft industry in the Wukirsari region, Bantul with the aim of identifying performance criteria, determining performance indicators, formulating performance indicators, and making performance measurement instruments. The steps in this study are divided into four phases, namely the initial research phase and problem formulation, the design phase, the analysis phase and the conclusion phase. The initial research phase and problem formulation include, the profile of the batik craft industry in the Wukirsari region, Bantul, the current performance evaluation system, problem formulation and research objectives. The design phase includes the design process of the performance measurement model with the Balanced Scorecard method which includes setting strategic objectives, establishing performance indicators (key performance indicators), determining performance indicator formulas, making performance measurement instruments. Analysis phase includes KPI analysis and strategy map analysis. Conclusion phase includes conclusions from the results of research and suggestions for the batik craft industry in Wukirsari, Bantul. From the results of the study obtained four performance perspectives based on the balanced scorecard, namely financial, customer, internal business processes, learning and growth. five, namely: increased sales growth, high customer satisfaction, improved system and better work processes, the creation of a good work climate, and increased employee productivity.There are seven performance indicators formed, namely: the rate of sales growth, the level of customer satisfaction, level of compliance with customer complaints, percentage of defective products, number of new products, level of job satisfaction, and employee productivity. The establishment of a performance measurement worksheet, so that the performance values of each performance indicator and total performance can be known in a certain period.Keywords: Performance, Measurement, Batik

A Strategic Information System to Facilitate the Use of Performance Indicators in Hospitals

1998 ◽  
Vol 11 (2) ◽  
pp. 80-91 ◽  
Author(s):  
D. Gordon ◽  
M. Carter ◽  
H. Kunov ◽  
A. Dolan ◽  
F. Chapman
Keyword(s):  
Information System ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Indicator System ◽  
Management Teams ◽  
Strategic Information ◽  
Strategic Objectives ◽  
Complex Decision Making ◽  
Complex Decision ◽  
Strategic Information System

Hospital management teams receive voluminous data from a wide variety of sources, but are unable to distill the essential data they require to make good decisions. We have used a methodology which helps teams define and use important management data coupled with an information system that makes this data accessible. Results of our evaluation indicate that the process of developing a balanced scorecard (BSC) indicator system helps management teams to define meaningful strategic objectives and measurable performance indicators. The framework combined with the information acts as an integrating force, providing a shared understanding of the unit's goals. We conclude that a customized decision support system which integrates multiple measures in a BSC framework is a powerful tool for enabling complex decision making by a management team.

Building a Weighted Performance Indicator Concept Utilized The Respondent’s Opinion Approach

2021 ◽  
Author(s):  
Terttiaavini ◽  
Yusuf Hartono ◽  
Ermatita Ermatita ◽  
Dian Palupi Rini
Keyword(s):  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Minimum Weight ◽  
Performance Appraisals ◽  
Method Performance ◽  
The Balanced Scorecard ◽  
Rule Method

Abstract This study discusses building the concept of weighting performance indicators based on respondents' opinions. The opinion of respondents has the power to provide an assessment. So far, the performance appraisal is determined based on the Balanced Scorecard method, AHP, Topics, and others where the dimensions of this method are limited. In companies, performance appraisals are carried out by the HR Department. The specified indicator is sometimes too high, therefore it is considered achieved. The most flexible approach in which the determination of indicators is determined by the respondent who will implement the rule. Weighted performance indicators are constructed by developing an association rule method and ranking method. Performance appraisal structures in the form of multi values ​​and multidimensional can be built using this concept. Items that meet the support value and minimum weight are determined based on the higher frequency. This concept is a new proposal from a mining method developed to produce a performance appraisal model that can be applied to various needs.

Trans-national water supply benchmarking: the cross-border co-operation of the Bavarian EFFWB project and the Austrian OVGW project

2005 ◽  
Vol 5 (6) ◽  
pp. 273-280 ◽  
Author(s):  
H. Theuretzbacher-Fritz ◽  
J. Schielein ◽  
H. Kiesl ◽  
J. Kölbl ◽  
R. Neunteufel ◽  
...  
Keyword(s):  
Water Supply ◽  
Performance Indicator ◽  
Indicator System ◽  
Compatible System ◽  
Cross Border ◽  
Comparison Results ◽  
Overall Performance ◽  
The Cross ◽  
Key Indicators ◽  
National Water

Based upon the IWA performance indicator system benchmarking projects for water supply enterprises have been carried out in Bavaria (Germany) and Austria. Due to the similar water supply structure of these neighbour countries, a cross-border co-operation was defined to develop a compatible system and to conduct trans-national comparisons. In this paper, the two projects and the cross-border co-operation are described. First comparison results are presented for key indicators showing a good overall performance in both projects, especially with reference to international levels.

scholarly journals Revising the existing Performance Indicator system for small water supply utilities in Japan

2013 ◽  
Vol 10 (6) ◽  
pp. 377-393 ◽  
Author(s):  
Victor Rana Shinde ◽  
Nagahisa Hirayama ◽  
Ai Mugita ◽  
Sadahiko Itoh
Keyword(s):  
Water Supply ◽  
Performance Indicator ◽  
Indicator System ◽  
Small Water

scholarly journals PERANCANGAN KEY PERFORMANCE INDICATORS KINERJA SUPPLY CHAIN PT. XYZ DENGAN PENDEKATAN BALANCED SCORECARD

2018 ◽  
Vol 5 (1) ◽  
Author(s):  
Joko Hardono
Keyword(s):  
Supply Chain ◽  
Balanced Scorecard ◽  
Analytical Hierarchy Process ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Key Performance Indicators ◽  
Key Performance Indicator ◽  
Hierarchy Process

Pengukuran kinerja Supply Chain PT. XYZ hanya melihat dari produktivitas perusahaan. Produktivitas hanya mampu mengukur kinerja proses internal, pada proses internal dalam satu hubungan rantai pasok. Perusahaan perlu merancang model pengukuran kinerja supply chain secara keseluruhan dan terintegrasi dalam suatu hubungan kausal, mulai dari pemasok, proses internal kepada pelanggan, untuk mengetahui efektivitas perusahaan rantai pasokan. balanced scorecard memenuhi perspektif yang diperlukan. Model balanced scorecard digunakan sebagai kerangka kerja untuk merancang Key Performance Indicator (KPI) dari kinerja supply chain PT. XYZ. KPI adalah desain berdasarkan 4 perspektif, yaitu: proses internal, pelanggan, pembelajaran dan pertumbuhan dan perspektif keuangan. Pembobotan untuk menentukan prioritas antara perspektif dan KPI dilakukan dengan menggunakan Analytical Hierarchy Process (AHP). Hasil dari analisis dihasilkan 20 KPI. perspektif proses internal yang berisi 9 KPI dengan berat total 21,0%, perspektif pelanggan berisi 6 KPI dengan berat total 42,6%, Belajar dan perspektif pertumbuhan berisi 4 KPI dengan berat total 17,5%, perspektif Pemegang Saham mengandung 1 KPI dengan total berat 19,0. Kata kunci: Key Performance Indicator, Supply Chain, Balanced Scorecard, Analytical Hierarchy proceses

scholarly journals Development of a balanced scorecard as a strategic performance measurement system for clinical radiology as a cost center

2021 ◽  
Vol 12 (1) ◽  
Author(s):  
Ulf Teichgräber ◽  
Rainer Sibbel ◽  
Andreas Heinrich ◽  
Felix Güttler
Keyword(s):  
Balanced Scorecard ◽  
Swot Analysis ◽  
Clinical Teaching ◽  
Performance Indicator ◽  
Value Added ◽  
Core Values ◽  
Indicator System ◽  
Performance Measurement System ◽  
Radiology Department ◽  
Cost Center

Abstract Objectives To develop a goal-oriented indicator system based on the balanced scorecard (BSC) concept, which takes into account the perspectives of the referring physician and patient and emphasizes the focus on the internal processes of the radiology department. Methods Development of a BSC occurred in six steps: (Step 1) strengths/weaknesses and opportunities/risks (SWOT-) analysis of the radiology department, (Step 2) setting-specific objectives (model, core values, key objective) followed by the development of 4 perspectives, (Step 3) and definition of strategic issues oriented to the value-added chain of the processes of the radiology department. (Step 4) Creation of a “Strategy Map” with regard to the perspective and their cause–effect relationships. (Step 5) Development of an automated key performance indicator (KPI) cockpit for the monitoring, reporting, and management scorecard. Results A total of 10 success factors were identified using SWOT analysis. The core values include high quality in clinical, teaching, and research areas. The radiological value-added chain is composed of three processing steps. 1. registration, 2. examination, and 3. reading/X-ray demonstration. Three action programs were derived: 1. increase competency (e.g., specialist standard), 2. improve referring physician/patient satisfaction, 3. increase productivity. Daily process monitoring was added to the management cockpit as a monitoring scorecard. The scorecard comprises 18 KPIs and is automatically updated every month. The annual management scorecard comprises 10 KPIs. Conclusions The BSC makes it possible to implement a strategy for radiology that is strongly oriented toward the requirements of the referring physicians and the demands of patients.

Report Key Performance Indicators for Employee Salaries at PT Mayora Indah Tbk

2017 ◽  
Vol 8 (1) ◽  
pp. 15-21
Author(s):  
Muhamad Irsan ◽  
Silvia Ayunda Murad ◽  
Riri Oktaviani
Keyword(s):  
Real Time ◽  
Performance Indicators ◽  
Analytical Methods ◽  
Performance Indicator ◽  
Data Entry ◽  
Relevant Information ◽  
Indicator System ◽  
Balanced Score Card ◽  
Key Performance Indicator ◽  
Score Card

The purpose of this research to solve problems in making decisions on key performance indicator system report. To obtain the data needed for this research, the author uses several methods such as observation, interviews, and literature and uses analytical methods Balanced Score Card (BSC), which researchers use to get the perspectives of the company as a balanced and uses analytical methods PIECES to identify problems. The process of managing the information presented in this system ranging from data entry process, store and update it at any time so that employees and departments "head" to get the relevant information, the latest more easily and in real time, the system is also equipped with a graphic KPI report. With a system of this KPI Report, the manager can see the development of the company annually, making it easier to manage employee appraisal data and make recap the results of employee assessments and facilitate in taking a decision based on the results of this assessment. Keywords: employee assessment, Key Performance Indicator, Report

Balanced scorecard model for water utilities in Egypt

2019 ◽  
Vol 14 (1) ◽  
pp. 203-216 ◽  
Author(s):  
Mohamed Abdelghany ◽  
Mohamed Abdel-Monem
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Regulatory Agency ◽  
National Level ◽  
Decision Makers ◽  
Water Utilities ◽  
Performance Management System ◽  
Proposed Model ◽  
Water And Wastewater

Abstract Water utilities in Egypt are facing difficulties in managing the numerous indicators generated from the different departments. The increasing number of indicators and factors cause distraction and difficulties to interpreting the causes of problems, time wasting in analyzing redundant and unnecessary information, and delays in taking effective decisions. The BSC (Balanced Score Cards) technique has been utilized by many international utilities as the most influential multidimensional performance management system worldwide. This paper developed a new BSC model in cooperation with experts and managers to help decision makers managing water utilities' performance efficiently. The proposed model is based on the Egyptian Water and Wastewater Regulatory Agency performance indicators. In addition, new indicators have been developed to integrate all indicators that might affect overall utility performance. The proposed model will provide the utilities' managers with a fast but comprehensive view of the utility's performance. It also can be used by the regulatory agency as an evaluation and ranking tool for different water providers on the national level.

scholarly journals ANALYSIS OF TRANSPORT PERFORMANCE INDICATORS

Transport ◽  
2005 ◽  
Vol 20 (3) ◽  
pp. 111-116 ◽  
Author(s):  
Margarita Išoraite
Keyword(s):  
Performance Indicators ◽  
Change Process ◽  
Performance Indicator ◽  
Key Performance Indicators ◽  
Indicator System ◽  
Best Value ◽  
And Performance

The article analyses the following issues: 1) key performance indicators, 2) best value indicators, 3) performance indicators and the change process, 4) transport programme indicators inputs, outputs, results and impacts, 5) indicators of effectiveness, efficiency and performance, 6) overcoming of the problems of using indicators, 7) criteria of the establishment of performance indicator system.

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