PTIP01 KPI Standard v2 Draft Standard

IMPROVEMENT STANDARD
Ports & Terminals: Operational KPI Standard

PTIP01
Contents
1.0 Introduction................................................................................................................................................
2.0 Common Terms & Definitions.....................................................................................................................
3.0 Common Data Environment - TPA..............................................................................................................
4.0 Use of KPIs..................................................................................................................................................
4.1 General......................................................................................................................................................
4.2 Shared KPIs...............................................................................................................................................
5.0 Metrics Definitions......................................................................................................................................

6.0 KPI Definitions............................................................................................................................................
7.0 OEE/TEEP & Time Usage Model..................................................................................................................
7.1 General......................................................................................................................................................
7.2 Delay & Failure Codes for Losses.................................................................................................................
8.0 Reference....................................................................................................................................................
8.1 Group HSE.................................................................................................................................................
9.0 Document History.......................................................................................................................................

Appendix 1 Common Terms & Definitions..............................................................................................................
Appendix 2 Metric Definitions..............................................................................................................................
Appendix 3 KPI Definitions..................................................................................................................................
Appendix 4 OEE / TEEP & Time Usage Model.......................................................................................................
Appendix 5 Operational Delay Codes / Level 3 Losses........................................................................................
Quay Crane Delays.............................................................................................................................................
Yard Equpiment Delays......................................................................................................................................
Appendix 6 Terminal Move Type Definition.........................................................................................................

Appendix 7 Benchmarks for Selected KPIs..........................................................................................................
Appendix 8 Examples of Leading and Lagging KPIs............................................................................................
Appendix 9 Customer Partnership Program Timestamps Definitions.................................................................
PTIP01 Operational KPI Standard Issue Date: Oct 2019

Version Number: 2.0
Review Date: Oct 2020

Uncontrolled When Printed
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Version Number: 2.0

Page 2 of 59
1.0 Introduction
It is increasingly apparent that exceptional performance, and hence good practice, requires an aligned overall business
approach. Global Operations & Engineering have traditionally developed separate guidance on KPIs. However, present
strategic and business understanding within DP World now leads to a fundamental aligned guidance on common
principles. This means that KPIs are no more to be seen as an isolated analysis, but as a common support for overall
business analysis.
The purpose of this document is to establish a general understanding for DP World KPI’s. Its sets out the standard
definitions that shall be used when reporting data and KPIs within the business, between Ports & Terminals Business
Units, Regions and Head Office.
To find an aligned basis and for further understanding, this document briefly introduces the common terms and
definitions as well as the common data environment before the general guidelines for KPI usage are outlined.
The focus of this operational KPI Standard is the definition of the key business metrics and KPIs, which has been
diligently compiled. They are supplemented by the Time Usage Model.
Overall, this document will achieve data integrity by harmonized procedures, it will enhance confidence in business
information and it will provide a meaningful basis for improving business performance. Furthermore, it forms a
foundation for customer discussions and business decisions making such as prioritizing and approving potential
investments. It will also allow business units to benchmark against similar terminals and share initiatives. In general, the
standard definitions and its analysis and interpretation helps to improve our business by giving the right
recommendations in consequence of transparency and accurate data basis.
2.0 Common Terms & Definitions

Common terms and definitions for the referring standards are defined in Appendix 1. These definitions include the
common DP World understanding and standard about Moves, Cycles and Twistlock Count as well as definitions for
maintenance works orders. These definitions shall be used within DP World (between BU, RO and HO) as a common
baseline. However, Business Units can continue to use their own definitions internally where these meets business
needs.
3.0 Common Data Environment - TPA

The “TPA Platform” (DP World Terminal Performance Analytics Business Intelligence Platform) is the central repository of
data collected automatically and without manual intervention from multiple and diverse sources for analysis and
reporting.1 It is the single source of information regardless of multiple environments and standardization across the
different departments and levels of information (Business Unit, Region, Head Office). All data covered by this KPI
standard should be shared within TPA and shall be compliant with this standard where it shared within DP World.
4.0 Use of KPIs

4.1 General
The usage of standard KPIs is an essential component of our business; especially as DP World has an international
orientation and area of operation. There is no doubt that KPIs are essential to help drive operational improvements.
Nevertheless, their usage can result in no benefit, cause harm or undesired outcomes, if not managed correctly. The key
to success is the constitution of relevant KPIs that will deliver long-term value to the entire organization. 2
1
As of August 2018, it also collects some data from manual sources. The long-term vision is to fully automate the
collection of data from every system.
2
In this respect, the overall business interests are more essential than individual requirements.
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This KPI standard establishes the valid definition throughout DP World and ensures the same understanding across the
organisation.
Nonetheless, it should be kept in mind that KPIs from a particular Business Unit are influenced by the circumstances and
given conditions of that terminal. As such, when monitoring and managing these KPIs, the trend should be a focus of
attention.
Certainly, taking into consideration that different conditions can affect results, benchmarking KPIs between Business
Units is to be encouraged and will be conducted. The aim, therefore, of this comparison is finding good practice across
the business and providing the chance to transfer these methods within DP World. Appendix 6 has a table of KPIs with
benchmarks considered to be good practice in DP World.
The general guidelines when looking at KPIs are:
 Focus on the critical few, not the trivial many: The set and selected KPIs shall consider the main elements of
measurable business components. They shall be used and reviewed regularly, and they shall result in action when
there is an undesirable variance. Concentrating on the critical KPIs is more essential than monitoring the trivial many.
 KPIs shall be aligned to objectives: There is a well-worn cliché that poorly selected KPIs ‘drive the wrong
behaviour’. If KPIs and their use are not fully aligned to business goals they could result in negative outcomes.
 Data for KPIs shall be valid: Accurate and exact data is essential for every analysis on data basis. This implies
that the data quality is crucial and decisive when using KPIs and when developing actions resulting from the
interpretation of those KPIs. The improvement and stabilization of data quality allows confidence in decision making.
It should be noted that achieving and stabilising data quality only comes from use of that data or KPI. It is therefore
essential that there are mechanisms in place to identify, investigate and rectify data quality issues as part of the KPI
review meeting.
 KPIs shall be relevant and controllable: When selecting relevant KPIs, care should be given to ensure that those
individuals or teams made accountable and responsible for driving performance can relate to the KPI and are
empowered to take the necessary action to achieve the KPI target as required.
 There should be a balance of leading or a lagging character KPIs: KPIs can be leading or lagging. Both are
important to monitor. Appendix 7 has a table of a selection KPIs identifying as lagging or leading.
o Leading KPI – An indicator that measures performance before the business or process result starts to
follow a particular pattern or trend. Leading indicators can sometimes be used to predict changes and trends.
o Lagging KPI – An indicator that measures performance after the business or process result starts to follow
a particular pattern or trend. Lagging indicators confirm long term trends, but do not predict them.
 Individual KPIs shall not be managed in isolation: To maximise the value of our business, our aim is to
optimise for cost, risk and performance. This will be different for every terminal and requires a balanced view of BU
performance using a variety of different KPIs.
4.2 Shared KPIs

When a KPI requires different functions / departments to collaborate to achieve targets and improve, then this is a
Shared KPI. In contrast, sharing KPIs is when function specific KPIs are transparent across the business.
To develop effective Shared KPIs it is crucial to align different business functions towards achieving common business
goals.
Typical Shared KPIs are:
 OEE (Overall Equipment Effectiveness) - Key functions – Operations, Engineering. Secondary functions – IT,
Procurement, HC, Commercial
 TEEP (Total Effective Equipment Performance) - Key functions - Operations, Engineering, Commercial)
 PM Compliance - Key functions – Operations, Engineering
 Functional Reliability - Key functions – Operations, Engineering

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 GMPH (Gross Move Per Hour) – Key functions – Operations, Engineering
There is no limit in defining Shared KPIs according to the general interest of the overall business.
Shared KPIs need to be reviewed in a collaborative way. Reviews should be conducted by cross functional teams with the
mandate to agree joint actions for improvement.
5.0 Metrics Definitions

A metric is a measure of specific business process. This is data based and tracks processes. Appendix 2 details the
definitions of the basic metrics that are used to calculate DP World KPIs. These data / metric definitions shall be used.
6.0 KPI Definitions

A KPI is an indicator of how effective you are at achieving a business objective. This is often based on a calculation
involving a number of metrics, should be aligned to business objectives and should have a target. Typically, the
determination of KPI effectiveness needs the analysis and interpretation of the calculated outcome. Appendix 3 defines
how individual metrics are used to calculate the critical KPIs. These definitions shall be used.
7.0 OEE/TEEP & Time Usage Model

7.1 General
The Time Usage Model is DP World’s standard for categorizing the usage of our critical operating assets (Quay Cranes,
Mobile Harbour Cranes, Principal Yard Equipment, Horizontal Transport). By capturing and categorizing the time usage of
our assets, we can identify and quantify the Waste (or Losses) in operating our equipment. This in turn provides
guidance on where our waste reduction and improvement should be focused. The overall purpose is to maximize
Valuable Operating Time (VOT). VOT is defined as the ‘time that equipment is delivering customer value (service they
pay for).
Equipment Online Equipment Offline
Calendar Time (CT)

Terminal
Total Machine Time (TOP)
Closed
Available Time (AT) Scheduled Downtime No Demand
Offline Operating
Utilised Time (UT) - TMC Unscheduled Downtime
Delays
Net Operating Time (NOT) - TOC Online Operating Delays
Valuable Operating Time
Non-Value Operating Losses
(VOT)
Figure 1 Time Categories
Figure 1 above shows the time categories and the associated Level 1 Losses.
Appendix 4 contains the complete Time Usage Model and details standard time definitions including both Level 1 and
Level 2 Losses.
Overall Equipment Effectiveness (OEE) and Total Effective Equipment Performance (TEEP) are the two shared
KPIs associated with the Time Usage Model.
These are defined in Appendix 4 which also defines how OEE and TEEP are calculated.
The definitions should be used to establish a business unit time usage model using currently available data. Over the
next 2-3 years, steps shall be put in place that allows for the collection of data that is consistent with this standard. This
should be part of a business unit Information Strategy.

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In the interim OEE: Best Effort shall be used. This is also defined in Appendix 4.
7.2 Delay & Failure Codes for Losses

Appendix 5A details some defined Level 3 Losses. At this stage defined Level 3 losses are predominantly operational
delay codes and failure codes for Quay Cranes.
Appendix 5B delay codes for CHE and ITV imputed by the operator.

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8.0 Reference
8.1 Group HSE
For GHSE reporting definitions please refer to HSE PE01-TOOL01 GHSE Reporting Definitions for guidance.
9.0 Document History

DOCUMENT CONTROL
C. Genin, Global Asset Management Specialist
Document Custodians:
L. Trigo, Manager Operations Optimization
J. Cuppens, Director Global Engineering
Document Approvers:
P. Bol, Director Global Operations
REVISION
# DATE AMENDMENT
1.0 September 2018 Released for implementation.
Modification to existing metrics and KPI modified: VWH, PQCC, QP, QCM, YCT, TQCC,
YCM, TOC, TMC, U%, PM Comp%, PYCM, TF, QCC
New metrics / KPI added: YC, YEMR, TPM (C), YEM, Customer partnership program
timestamps, ISO 8601 Date and Time, VOH, YNEM, GOH, YCEP, YCNEP, QCP, OOG, Break
Bulk, Capacity Hours, Backlog (Planned), Backlog (Ready), Sched Hours, PR-PO, PO-RE,
RE-IN, SO, TR, Components with no defect, Components with inspections pending / not
covered, Components with defect, Components with defect identified, Total components
identified for asset health surveillance, Capacity Utilisation, Stores Efficiency, Asset Health
2.0 October 2019 Index, MPUH, OPE
Deleted metrics / KPI: WH (working hours) replaced with TOP (EM5)
Addition operational Metrics ID changes structured as General, Quay, Yard and Gate.
Definition of Terminal Move Types
Definition for Mainliner, feeder and barge.
Best effort time usage model

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Appendix 1 Common Terms & Definitions
Moves, Cycles and TEUs

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Note: Twistlock Count (TLC) – is used by Engineering as a metric to count cycles for Engineering KPIs and maintenance planning. It is defined in Appendix 2 and counts the
loaded part of the ‘Operational Cycle’.

Maintenance Work Orders
Relevant Terms:
1. Downtime – Amount of time an asset is not capable of running or being online.

2. Scheduled Downtime – The amount of time an asset is not capable of running due to scheduled work (Scheduled Downtime = Sum of Asset Downtime Identified on
the Weekly Schedule).
3. Unscheduled Downtime – The amount of time an asset is not capable of running due to unscheduled repairs (Unscheduled Downtime = Sum of Asset Downtime Not
Identified on the Weekly Schedule).
4. Planned Maintenance – Required work that has gone through a formal process to identify labour, parts, tools, work instructions and safety requirements, assembled
into a job plan package.
5. Scheduled Maintenance – Maintenance Work Orders with designated available resources assigned to a work week.
6. Equipment Offline – Equipment is not running, not energized (note: meters are not counting).
7. Equipment Online – Equipment is energised and running (note: meters are counting).
8. Weekly Schedule – The list of maintenance work to be done in the week, agreed by both Engineering & Operations in CPPO (centralized planning and performance
office), usually finalized three to four days before the start of the work week.
9. Preventive Maintenance Work Order (PM) – Preventive maintenance. Time or cycle-based actions performed to prevent a system from failing.
A PM can be offline or online, is always planned and should be scheduled.
10. Corrective Maintenance Work Order (CM) – Maintenance required to restore an item to a satisfactory condition.
A CM can be offline or online, can be planned or unplanned, scheduled or unscheduled.
11. Emergency Maintenance Work Order (EM) – Emergency Maintenance (or Breakdown maintenance). This is when business interruption to operations occurs due to
a functional failure.
A EM is always offline, is neither planned or scheduled.

The table above explains, using three different scenarios, how EMs are transformed into CMs.
Note: Scheduled Downtime occurs when a work order is offline and scheduled and is not a result of an EM. Some CM work orders that result from an EM can become planned
and scheduled in the EAMS due to complexity and waiting for parts. However, the downtime is still considered unscheduled.

Other Terms General Operations and Engineering
1. KPI – An indicator of how effective you are at achieving a business objective. This is often based on a calculation involving a number of metrics, should be aligned to
business objectives and should have a target.
2. Metric – A measure of specific business process. This is data based and tracked processes.
3. Leading KPI – An indicator that measures performance before the business or process result starts to follow a particular pattern or trend. Leading indicators can
sometimes be used to predict changes and trends.
4. Lagging KPI – An indicator that measures performance after the business or process result starts to follow a particular pattern or trend. Lagging indicators confirm
long term trends, but do not predict them.
5. Reliability – The probability that the equipment, system or component performs its function for a defined period.
6. Function – The purpose of the equipment.
7. Functional Failure – Equipment is offline due to a fault that results in it unable to perform its function (regardless of the nature or origin of the fault).
8. Ready-to-operate – Equipment can be operated if there is demand.
9. Equipment Operational Time – The amount of time to execute the assigned jobs of a type of equipment (mainly in yard) from the first lift to the last lift. If there is
no container movement measured within 60 minutes we assume the operational time has ended. This time includes all the operational delays shorter than 60 minutes.
10. Long Term Out-of-Service – Equipment cannot be operated, due to functional failure, for more than 7 days (waiting spare parts etc).
11. Parked-up – Equipment is offline and does not have an operator.
12. ATA (Actual time of arrival) – Is the time when the first mooring line is tight.
13. ATD (Actual time of departure) – Is the time when the last mooring line is release.
14. Mainliner – In principle, a main liner service covers a route with a fix schedule linking two distant geographic regions however from the operational point of view
(generally) deploys larger vessels (5000 to 24000 TEU), these services would (generally) carry a large percentage of origin-destination cargo or receive transhipment
cargo from feeders.
15. Feeder – In principle, a feeder is a (generally smaller) vessel which does not engage in an end-to-end trade, but serves to funnel, “feed”, cargo to/from a (smaller)
port, to/from a hub port, where it connects with vessels going on a longer, deep sea route. From an operations and planning point of view, a feeder would load or
discharge “purely” or “mostly” transhipment cargo.
16. Barge – A barge is a shoal-draft flat-bottomed boat, built mainly for river and canal transport of bulk goods, barges may be self-propelled or/and requires the use of
one or more tugboats to either push or pull its load.
Time Usage Model
17. Calendar Time – Time consistent with Universal Time Coordinated (UTC).
The ISO 8601 standard "Data elements and interchange formats - Information interchange - Representation of dates and times" specifies the standard notation to
represent the number of the week.
The first week of a year is the one that contains the first Thursday of that year, that is, the one that contains the 4th of January. The days of the week are represented
numerically with a digit, being the first day on Monday (day 1) and the last day on Sunday (day 7). The week always starts on Monday and is the one used mainly in
Europe. Format: 2015-12-28 01:23:55, yyyy-mm-dd HH:MM:SS
18. Available Time – Time equipment is available.

19. Utilised Time – (also known as TMC see EM5) Control source on (or engine running), ready to operate / operator present and in control and there is demand.
20. Net Operating Time – (also known as TOC see EM4) Time that equipment is performing its function.
21. Valuable Operating Time – Time that equipment is delivering customer value (service they pay for).
22. Active Equipment – Equipment in service. Note: Active Equipment must include asset that are unavailable due to extensive repairs of waiting for parts with long lead
times. It is not acceptable to declare long term out of service equipment as non-active and remove from downtime calculations.
23. Non-Active Equipment – A result of asset rationalisation, equipment is removed from service and placed under basic care, due to excess terminal capacity. Note: This
should be subject to a joint agreement between operations and engineering with an agreed lead time to return to service should the situation change.
Time Usage Model - Level 1 Losses
24. Terminal Closed – Time the terminal is closed due to holidays or prayers.
25. No Demand – Losses due to equipment being parked-up, but ready to operate, due to no operational requirement.
26. Scheduled Downtime – The amount of time an asset is not capable of running due to scheduled work.
27. Unscheduled Downtime – The amount of time an asset is not capable of running due to unscheduled repairs.
28. Offline Operating Delays – Delays to operating the equipment that prevent it being Utilised.
29. Online Operating Delays – Delays to operating the equipment whilst Utilised.
30. Non-Value Operating Losses – Losses due to non-value-added activity.
Time Usage Model - Level 2 Losses
31. PM Offline – Losses due to scheduled PMs that require the equipment to be offline.
32. Scheduled CM Offline – Losses due to corrective maintenance that result from PMs and/or are in the weekly schedule.
33. Unscheduled CM Offline – Losses due to corrective maintenance that result from breakdowns or a break-in to the weekly schedule. Includes long-term out of service.
34. EM Breakdown Losses – Losses due to a functional failure of the equipment.
35. External Losses – Losses due to an event external to the normal operation that requires operations to stop and equipment to be parked-up.
36. TOS Failure (Offline) – Losses due TOS failure which result in equipment being parked-up.
37. TOS Failure (Online) – Losses due TOS failure whilst equipment is Utilised.
38. Idle Time Losses – Losses due to delays (see Operational Delay Codes).
39. Equipment Testing – Testing of equipment (maintenance, calibration, commissioning, etc). Note: This could also include self-recovery to the workshop.
40. Cycle Time Losses – Losses due to equipment speed / operator or machine accuracy.
41. Gantry Travel Boom Losses – Losses due to gantry travel / boom operation.
42. Quality Losses – Losses due to inefficient moves.
Note: In terminals where Straddle Carriers are used as both Principal Yard Equipment and Horizontal transport, they can be considered as Principal Yard Equipment.

43. Principal Yard Equipment or CHE – The equipment type that predominantly performs yard lifts over 1 tier or more. For example, RTGs, ASCs, RMGs etc. Also defined
as CHE (Container Handling Equipment).
44. Horizontal Transport Equipment – Equipment type that predominantly performs transfers between QCs and Yard Equipment. Mainly ITV and AGV. Note: lift AGV can
only lift containers in Yard Rack.
45. Imports – Inbound cargo (containers) received from other country irrespective of entry and exit mode.
46. Exports – Outbound cargo (containers) sent to another country, for purposes of use or sale in the country of destination.
47. Transhipments – Goods (containers) are transferred from one vessel to another vessel.
48. Restows – Goods (containers) are transferred from one vessel to the same vessel.
49. Shuffles – Goods (containers) moved from one position of the yard to another position of the yard.
50. OOG
a. Is cargo that exceeds the standard ISO intermodal container dimensions (by length, width or height).
b. A container that is not a standard ISO intermodal container, not under safety approval plate (CSC plate) and need to be handled as a break bulk. Can also
be a Shipper’s Own Container (SCO) that doesn’t have a CSC plate.
51. Break Bulk – Is cargo that does not fit in or utilise standard ISO intermodal container or cargo bins. Cargo is shipped loose in the vessel's hold and not in a container.
52. Minimum Crane Density (MCD) - The agreed number of cranes to be deployed on a specific vessel or service according to SLA (Service Level Agreement with
Shipping Line).
53. Container to TEUs conversion
Containe
Qty r TEUs
1 10 feet 0.50 TEUs
1 20 feet 1.00 TEU
1 40 feet 2.00 TEUs
1 45 feet 2.25 TEUs
1 53 feet 2.65 TEUs
54. TEU Ratio - The relation of all container length types to a twenty-foot equivalent unit.
To calculate the number of TEUs per container, divide the actual length in feet by twenty.

55. Container slot

Is the unique container position (four dimensional) in the container yard, syntax: block, bay, row, tier.
The position for the blue container is: 01A Block, Bay 05, Row F, Tier 3. Summarized: 01A05F3

The alternate Alpha numeric reduces the need for hyphen segregation.
56. Design Capacity

 Is the theoretical capacity of a yard stacking equipment designed capability.
Design Capacity RTG∨ RMG=H × R
Design Capacity ASC =H × H × R

Where,
H= Design Yard Height
R = Design Rows
For the case of and RTG 1 over 5, 6 wide (rows), the design capacity is calculated as follow:
Design Capacity RTG∨ RMG=H × R=5× 6=30
For the case of and ASC 1 over 5, 10 wide (rows), the design capacity is calculated as follow:
Design Capacity ASC =H × H × R=5 ×5 ×10=250

57. Operational Stacking Capacity
 Is the theoretical capacity of a yard stacking equipment designed capability.
Note: for SC mode of operandum the operational stacking capacity is equal to the design capacity.
The operational stacking capacity is different depending on the mode of operandum
Operational Stacking Capacity RTG o RMG =H × R−(H−1)

n
∑ (H × R−ni )
i=0
Operational Stacking Capacity ASC =
H
Where, ni =H−1
Height =H
Rows=R
For the case of and RTG 1 over 5, 6 wide (rows), the Operational Stacking Capacity is calculated as follow:
Operational Stacking CapacityRTG ∨RMG =H × R−( H −1 )=5 ×6−( 5−1)=26

For the case of and ASC 1 over 5, 10 wide (rows), the design capacity is calculated as follow:
∑ (H × R−ni )
Operational Stacking Capacity ASC = i=0 =∑ (50+ 49+48+ 47+ 46)=240
H
58. OSH (Operational Stacking Height)

 Operational Stacking Height is the average container height in a yard bay or block that allows for re-shuffling of containers in order to dig out the bottom containers
from a yard bay or block.
 Scenario example: An external truck picks up an import container from RTG bay and the RTG is 1 over 5 and 6 box wide. The truck needs the container at the bottom
Row 1. Therefore, RTG requires a yard setup with enough empty slots to be able to shuffle 4 containers to access the desired container. We need 4 empty slots for
shuffle in that bay of max 30. We calculate:
OSH RTG∨RMG=H × ( H × R−
H×R
( H−1 )
)
H × R−( H−1 )
% OSH RTG ∨RMG =
H×R
n
∑ ( H × R−ni)
i=0
OSH ASC=H × 2
H ×R
n
∑ (H × R−ni )
% OSH ASC = i=0
H 2× R
Where, ni =H−1
Height =H
Rows=R
For the case of and RTG 1 over 5, 6 wide (rows), the OSH is calculated as follow:
OSH RTG∨RMG=H × ( H × R−
H×R
( H −1 )
)=5 × (
5 × 6−(5−1)
5×6 )=4.3
H × R−( H−1 ) 5 ×6−(5−1)

% OSH RTG ∨RMG = = =86.6 %
H×R 5 ×6
For the case of and ASC 1 over 5, 10 wide (rows), the Operational Stacking Capacity is calculated as follow:
∑ ( H × R−ni) ∑ (50+ 49+ 48+47+ 46) =4.8

OSH ASC=H × i=0 2
=5 ×
H ×R 52 × 10
n
∑ ( H × R−ni ) ∑ (50+49+ 48+ 47+46)

% OSH ASC = i=0 = =96.0 %
H 2× R 52 ×10

7
6 x
IMPROVEMENT STANDARD 5 x
 In the figures below, it is highlighted in yellow indicative OSH for the different operating modes. 4 x
 RTG 1 over 6, 6 wide: 3 x
2 x
1
1 2 3 4 5 6
Height per Containers

%
stack per Bay
Desing Capacity 100% 6.0 36
Operating Stacking Capacity 86.1% 5.2 31
6
5 x
4 x
3 x
2 x
 RTG 1 over 5, 6 wide: 1
1 2 3 4 5 6

%
stack per Bay
7
6 x
5 x
4 x
3 x
2 x
PTIP01 Operational KPI Standard 1 Issue Date: Oct 2019
1 2 3 4 5 6
7
6 x
IMPROVEMENT STANDARD 5 x
4 x
 RMG 1 over 6, 10 wide: 3 x
2 x
1
1 2 3 4 5 6 7 8 9 10

%
stack per Bay
6
5 x
4 x
3 x
2 x
 RMG 1 over 5, 10 wide:
1
1 2 3 4 5 6 7 8 9 10

%
stack per Bay
7
6 x
5 x
4 x
PTIP01 Operational KPI Standard 3 x Issue Date: Oct 2019
2 Version
x Number: 2.0 Review Date: Oct 2020
Uncontrolled When Printed 1 Page 20 of 59
1 2 3 4 5 6 7 8 9 10
 ASC 1 over 6, 10 wide:
% OSH ASC =
∑ (60+59+58+ 57+56+55) =95.8 %
2
6 ×10
OSH ASC=6 ×
∑ (60+59+58+ 57+56+55) =5.8
2
6 ×10
Note
 ASC can re-shuffle to a slot in a different bay.
 SC: for SC the design capacity equals the operational stacking capacity.
Appendix 2 Metric Definitions
Note: EM = Engineering Metric; OM = Operation General Metric; OQM = Operational Quay Metric; OYM = Operational Yard Metric; OGM = Operational Gate Metric
ID Abbr. Metric Definition Source Unit Observation

/ Meta
Data
Engineering Metrics
EM1 FEM(E FEM - Frequency of Emergency Maintenance events of EAMS [Count] All equipment faults shall be recorded to maintain
ng) (Engineering) equipment; number of downtime occurrences accuracy on asset performance. Repetitive faults shall
Frequency of be recorded individually and shall not be grouped as a
Emergency one-time fault. This will help to identify the most
Maintenance recurrent faults and allow for necessary actions to be
taken for improvement
Counting is based on the number of Emergency

Maintenance Work Orders made
FEM recording management process shall include at

least two types of faults: faults related to the equipment
(technical fault causing functional failure) faults related
to other external/operational factors (e.g. E-stop pushed
etc)
FEM(Eng) concentrates on engineering related failures,

with no technical faults filtered out
Note: For remote resets of equipment; if the technical

department is involved in the reset, this needs to be
counted as a fault and captured in a work order
EM2 FEM(F FEM (Functional) - Frequency of Emergency Maintenance events of EAMS [Count] This metric includes a count of all functional failures.
unc) Frequency of equipment; number of occurrence of downtime There is no filtering (i.e. engineering and operations
Emergency related failures)
Maintenance
EM3 TLC TLC (count) – One TLC is defined as the operation of Twistlock: PLC [Count or Containers lifted in twin/tandem configurations (2 x
Twistlock count One TLC = Lock + Hoisting (up)+ Trolleying + Moves] 20ft, 4 x 20ft or 2 x 40ft) shall be considered as one
Hoisting (lower) + Unlock TLC
Note: The above is done for the reliability

measurement and is cycle/move related This does not
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contradict the individual counting of TL turns, which are
used for Maintenance purposes
If twistlock counter is not available, then moves or lifts

provided by Ops department from TOS can be used on
a temporary basis to monitor equipment use until
twistlock counters are implemented
EM4 TOC TOC - Total Total operating time. Time that equipment is PLC / [Hours] ‘Idle Time,’ is a critical asset performance parameter. It
Operating Time performing its function ECM is the difference between TMC and TOC. It is therefore
(Net Operating imperative that these metrics are implemented, and
Time) For cranes: data collected
(gantry hours + boom hoist hours + main hoist
hours + trolley hours - [overlapping main Note: Micro movements have been measured at 2-4%
hoist/trolley hours]) in TRP. These movements are not normally captured in
our systems. For global KPIs it is not expected to
measure this. However, terminals may include this in
their calculations if available
EM5 TMC TMC - Total Total machine’s occupied time (Equipment is Online PLC [Hours] If only 1 counter available – TOC = TMC. However,
machine occupied e.g. control source is turned ‘on’) every effort shall be made to measure these two metrics
time (Utilised
Time) Note: Diesel engine equipment can have the engine on
before control source on; in this situation TMC starts
when the engine is started and finishes when the engine
is switched off
EM6 TOP TOP - Total Equivalent to terminal operation [Hours] Excludes time that the terminal is completely closed for
machine time operations, such as significant holidays or prayers
EM7 TPM(H TPM [Hours] – TPM refers to the duration of all the PMs for that EAMS [Hours] TPM is the total amount of time that and asset
) Total PM Duration period. This is also the sum of TPM[Hours-Off] + undergoes PM maintenance. This includes both offline
TPM[Hours-On] and online maintenance
Preventive Maintenance includes also predictive

maintenance and inspections
EM8 TPM(H TPM [Hours – On] Refers to the total duration for all online PM work EAMS [Hours] Online PMs shall only be performed when a risk
-On) – Total Online PM orders assessment has been completed and controls are in
Duration place
EM9 TPM(H TPM [Hours - Off] Refers to the total duration for all offline PM work EAMS [Hours] TPM(H-Off) will be measured from when the work order
-Off) – Total Offline PM orders is opened to start the preventive or predictive
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Duration maintenance because of the planning and scheduling
process and it will end once the job content of the work
order is done
The start and end of the PM work order shall coincide

with the handover of equipment to and from operations
for Offline PMs
This time will be used in KPIs such as availability; it is

different from maintenance labour time on the work
order.
BU Engineering department will not deduct from TPM(H-

Off) duration any ‘grace period’ related to staff
transportation to the equipment location, tools and
materials preparation, job co-ordinations or any other
similar activities until the work order is closed, to
maintain accuracy in the respective asset availability
Preventive Maintenance includes also predictive

maintenance and inspections
EM10 TCM( TCM [Hours] TCM refers to the duration of the CM. This is also the EAMS [Hours] TCM will be measured from when the work order is
H) sum of TCM[Hours-Off] + TCM[Hours-On] opened to start the corrective maintenance because of
the planning and scheduling process or an emergency
and it will end once the equipment is restored to a
satisfactory condition, tested and accepted by the
designated engineering or operations department
representative
CMs are mainly “Child” work orders and originate as

follows:
a). CM child work order because of PM activity

b). CM child work order because of an Emergency.
Direct CM Work Orders are to be an absolute minority

(issues not picked up by PM or EM, but communicated

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by Operations directly (e.g. AM/FM radio down, seat to
be repaired, …)
BU Engineering department will not deduct from TCM

duration any ‘grace period’ related to staff
transportation to the equipment location, tools and
materials preparation, job co-ordinations or any other
similar activities until the equipment is restored to a
satisfactory condition. Corrective maintenance can be
repairs, warranty repairs, projects, …
Equipment under refurbishment projects agreed with

operations department shall be considered for KPI
monitoring purposes, as part of the Corrective
Maintenance to maintain accuracy in the respective
asset availability.
As to costs, investments related to refurbishment

projects that enhance economic utility or extend life fall
under the Capital Expenditure (CAPEX) category
according to the DPW Accounting Policy. Otherwise
expenditure is from the operational budget and is an
R&M Cost
EM11 TCM TCM [Hours – On] Refers to the total duration for all online CM work EAMS [Hours] Online CMs shall only be performed when a risk
(H - – Total Online PM orders assessment has been completed and controls are in
On] Duration place
EM12 TCM TCM [Hours - Off] Refers to the total duration for all offline CM work EAMS [Hours] TCM(H-Off) is used to calculate availability and the
(H – – Total Offline CM orders duration of the workorder must reflect the time that
Off) Duration equipment is down
EM13 TEM TEM [Hours] Emergency maintenance (or Breakdown EAMS [Hours] TEM will be measured from the moment that equipment
(H) maintenance) This is when business interruption to (Automa failure notification is received from Operations
operations occurs TEM refers to the duration of the ted department and will end according to the following
mentioned task systems cases:
may be
able to  Replaced by another operational unit, or When the
capture problem has been resolved and equipment placed
downtim back into operation (should a replacement unit not

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e from be available)
equipme  When the assigned resources (operators or gang for
nt QC and MHC; or operators for other type of
control equipment) can be allocated to another terminal
systems activity (should this be similar to the activity they
) were performing prior to the breakdown)
After TEM period, if the failure persists, a CM (corrective

maintenance) child work order shall be opened until the
mentioned equipment is back online, to maintain
accuracy in the respective asset availability. Downtime
does not stop for the asset until it is returned to service
BU Engineering department shall not deduct from TEM

any ‘grace period’ related to staff transportation to the
equipment location, tools and materials preparation, job
co-ordinations or any other similar activities until
equipment is back online
Especially here, every fault is to be counted via an EM

Work Order; so no “this is under 15min, thus no EM” –
reasoning
‘Operator Faults’ are not removed from this metric

EM14 TPM(T TPM [Time] Total for PM work orders of actual labour time EAMS [Hours]
) recorded on the work order
EM15 TCM(T TCM [Time] Total for CM work orders of actual labour time EAMS [Hours]
EM16 TEM(T TEM [Time] Total for EM work orders of actual labour time EAMS [Hours]
EM17 Total Total Maint HRS The total amount of recorded labour time on work EAMS [Hours] This is calculated for all work orders in a period and by
Maint (Labour Time) orders (TPM(T) Asset Type - QC, Principal Yard Equipment and
HRS +TCM(T Horizontal Transport
)
+TEM(T
))
EM18 Sched Compliant Scheduled work orders completed during the [Count] or
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Comp Schedule work scheduled period (usually a week). Reported by [Hours]
(Hours or Count) either count of work orders or total hours of
scheduled work completed
EM19 PM Compliant PMs Completed PMs that are not overdue [Count] or Note: Where a PM contains a mixture of tasks done at
Comp (Hours or Count) [Hours] different frequencies, the task with the highest
The allowable window for PM compliance is +/- 15% frequency determines the compliance window
of PM frequency, outside of which it is a non- For example; A servicing schedule on a Reach Stacker is
compliance done at 500-hour intervals. Every 1000 hours and 2000
hours there are additional tasks and the services are
Reported by either count of work orders of total known as the ‘1000 Hr & 2000 Hr Service’. However,
hours of PMs completed the compliance window is still calculated based on 500
hrs due to the tasks of that interval still being an
integral part of the ‘1000 Hr & 2000 Hr Service’
EM20 Total Total R&M Cost The total repair & material cost of all assets From [US$] The asset register shall be aligned with the finance
R&M (excluding labour but including 3rd party services) Finance system costs codes – enough codes should be available
Cost – P&L to provide sufficient granularity of asset components
and/or When EAMS is set up properly, the R&M figures should
Mainten be comparable
ance
Manage R&M Cost is OPEX
ment
System Refer to DP World Accounting Policy for clear definitions
(EAMS) of what can be considered OPEX and CAPEX (also see
Observation notes for EM10)
EM21 TPM(C TPM [Count] Total [Count] refers to the count of all the PM’s due EAMS [Count]
) for that period
EM22 Capaci Labour Capacity The portion of the weekly maintenance labor EAMS [Hours] This is a work management metric and allows the
ty complement that is available to work on scheduled planning team to schedule work to a known capacity of
Hours work. It is the sum of the straight time hours per labour resources for upcoming weeks. Usually capacity
week for each individual in the crew, plus scheduled is validated by Supervisors based on shift and leave
overtime, less indirect commitments (e.g., training, forecasts. It is important to have separate capacities
meetings, scheduled breaks, vacations, etc.). for each trade type.
EM23 Backlo Planned Backlog This metric is the combination of the quantity of EAMS [Hours] Backlog is useful indicator. A health backlog is one that
g work that has been fully planned for execution but is remains relatively constant and allows the planning
(Plann not ready to be scheduled and work that is ready to team to have sufficient work to schedule work for all
ed) be performed. available labour resources. A backlog trending upwards
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may be a leading indicator for declining reliability as
timely CM work is not completed. A declining trend may
indicate improving reliability or could suggest that the
PM program may need reviewing
EM24 Backlo Ready Backlog This metric is the quantity of work that has been EAMS [Hours]
g scheduled for execution but has not yet been
(Read executed. All planning has been done and it is not
y) waiting material.
EM25 Sched Scheduled Work The total number of maintenance labour hours EAMS [Hours] This should not exceed EM22 Labour Capacity. It is
Hours Hours scheduled for the next week often beneficial to consider allowing for some
unscheduled work such Emergency Maintenance
EM26 PR-PO PR Created to PO Time taken from a PR is created to approval EAMS [Days] This step includes developing a technical specification,
Approved requests for quotation and approvals. A target for this
step should be defined
EM27 PO-RE PO Approved to Time taken from when a PO is approved to receipt of EAMS [Days] At the time of agreeing the price with a vendor and
Receipt parts expected delivery date should also be agreed. This then
becomes the defined target for this step
EM28 RE-IN Receipt to Invoice Time taken from when parts are receipted to the EAMS [Days] This step covers time for inspecting the parts. A target
Approved invoice being approved for payment for this step should be defined
EM29 SO Stockouts The number of times stock items are demanded from EAMS [Count]
the store and they are not available for issue. This
includes reservations for future work
EM30 TR Total Store Total number of time stock items are demanded EAMS [Count]
Requests from the store
EM31 Components with Components inspected and defect has been detected Asset [Count] Can be a count by asset or asset type
no defect Health
System
EM32 Components with Components with no inspection, or an inspection that Asset [Count] Can be a count by asset or asset type
inspections is not PM compliant Health
pending / not System
covered
EM33 Components with Component with defect identified but needs Asset [Count] Can be a count by asset or asset type
defect, needs confirmation from another PdM technique or visual Health
confirmation inspection System
EM34 Components with Component inspected and defect identified Asset [Count] Can be a count by asset or asset type
defect identified Health
System
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EM35 Total components Based on component criticality, components Asset [Count] Can be a count by asset or asset type
identified for asset identified on the Asset Health Matrix that have Health
health surveillance predictive maintenance techniques applied System
General Operations Metrics
OM1 VD Vessel Discharge Number of container moves unloaded from a vessel. TOS [Container Only including containers
Moves]
OM2 VL Vessel Load Number of container moves loaded onto a vessel. TOS [Container Only including containers
Moves]
OM3 TF TEU Ratio Sum of TEUs / Sum of containers, in the same TOS [Dimensio Example: 1.6 TEU Ratio means that 60% of the
period. nless] containers are 40 ft (assuming that all containers are
either 20 ft or 40 ft)
OM4 PF Peak Factor Maximum value divided by the average value in the TOS [Dimensio Common practice is to use a monthly peak factor.
same period. nless] Can apply at the Quay, Yard or Gate.
 At the Quay: Total Operational Throughput is used
 At the Yard: Total Yard Moves is used
 At the Gate: Truck Count is used
OM5 OT Operational time The amount of time to execute the assigned jobs of TOS [Hours] If a container is moved within one hour it will be
(Equipment) an equipment from the first lift to the last lift. If considered as operational time. This time includes all
there is no container movement measured within 60 the operational delays shorter than 60 minutes.
minutes we assume the operational time has ended.
OM6 TCM Total Container All vertical container moves done in the terminal in a TOS [Container Quay Container Moves + Yard Container Moves
Moves specific period (excluding Hatch Covers moves and Moves]
Lashing Bin Moves).
OM7 TTM Total Terminal All vertical moves done in the terminal in a specific TOS [Moves] Quay Container Moves + Hatch Covers moves + Lashing
Moves period. Bin Moves + convenience restows + Yard Container
Moves
Quay Operations Metrics
OQM1 QT Quay throughput No. of TEU's moved over the quay wall for TOS [TEU] Sum of TEUs over the quay wall – this is not the same
(TEUs) Mainliners, Feeders and Barges. Not including Hatch as TEUs reported by finance.
covers, lashing bins and convenience re-stows. Also referred to as “Total Operational Throughput”
OQM2 QCM Quay Container No. of containers moved over the quay wall for TOS [Container Sum of Container Moves over the quay wall.
Moves Mainliners, Feeders and Barges. Not including Hatch Moves] Bundled container should be counted as follows: e.g.: 1
covers, lashing bins and convenience re-stows. base + 2 containers on top = 3 container moves over
the quay wall
OQM3 QCC Quay Crane Cycle No. of Quay Crane Cycles over the quay wall EAMS [Cycle] Sum of Cycles over the quay wall. Convenience restows
including Mainliners, Feeders and Barges. should be included.
A Quay Crane Cycle is considered landside  waterside
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 landside or vice versa.
OQM4 GCH Gross Crane hours Is the number of hours worked by all assigned TOS [Hours] For delay type B & C please refer to Appendix 5A
cranes from the first container lift to last container
lift on all the assigned cranes on the vessel
combined. Deducting delay time from type B and C.
OQM5 GBH Gross Berth Hours Is the number of hours that the vessel is alongside TOS [Hours] The shipping line is calculating the same way.
from first mooring line fast (ATA) until last line
released (ATD). None of the delays shall be deducted
from this time.
OQM6 VWH Vessel Working Is the number of hours from the first container lift of TOS [Hours] For delay type B & C please refer to Appendix 5A
Hours the first assigned crane to the last container lift done E.g. Delay B (meal break)
by the last assigned crane. If all assigned cranes Formula = OM17 - Delays (B+C)
interrupt working simultaneously on the vessel due
to delays B or C, this time shall be deducted.
OQM7 ABMH Available Berth Is the available berth for container vessel in meter Manual [Meters] * Calculated as: quay length * hours per period.
Meter Hours hours over a period. [Hours] Hours per period should be calculated as: (operational
time / day) * (operational days/year)
OQM8 BMH Actual Berth Meter Is the actual berth occupied in meter hours including Manual [Meters] * Calculated as: Sum of [(Vessel length overall + mooring
Hours the mooring lines and the manoeuvring time. [Hours] lines) * (gross berth hours + vessel manoeuvring time
for arriving and departing vessel)] for all vessel calls
during period.
For ease of calculation:
 For mooring lines: vessel LOA + 40 m (20 m each
side)
For vessel manoeuvring time: Gross Berth Hours
(berthing time) + 1 hour (30 minutes arriving and 30
minutes departing)
OQM9 VOH Vessel Operating Is the number of hours from the first container lift of TOS [Hours]
Hours the first assigned crane to the last container lift done
by the last assigned crane.
OQM10 TVCM Total Vessel Is the actual number of Containers that have been TOS [Container This metric is used for the calculation of Crane Density.
Container Moves moved over the quay during the operation of one Moves]
vessel.
Yard Operations Metrics
OYM1 YSC Yard Static The operational quantity of TEUs which can be [TEUs] Calculation: TGS * OSH
Capacity stored in a terminal at one particular time.

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OYM2 YCT Yard Capacity The capacity of TEUs (Quay) throughput for the TOS [TEUs] Calculation:
Throughput designed yard area in a period (generally one year). ( TGS∗OSH∗Operationa
YC Throughput =
( Dwell time∗Peak Factor∗(1−
This number normally gets rounded.
OYM3 TGS Twenty Foot Number of twenty-foot ground slots operationally TOS Twenty-foot ground slots only consider the first tier.
Ground Slot available that are marked and configured in TOS for
storage use in the yard.
OYM4 OSH Operational Is the average container height in a yard bay or TOS [Dimensio Clarification: See Appendix 1 for OSH calculation by
Stacking Height block that allows for re-shuffling of containers in nless] principal yard equipment. This number varies based on
order to dig out the bottom containers from a yard the operating mode (ASC, RTG, RMG etc.)
bay or block.
OYM5 YCM Yard Container No. of container moves done by any type of yard TOS [Container Yard Moves (Productive Yard Vertical Container Moves +
Moves crane (CHE). Moves] Unproductive Vertical Yard Container Move) OR Yard
Moves (Essential + Non-Essential Move)
Refer to Appendix 6
OYM6 PYCM Productive Vertical All the vertical container moves done in the terminal TOS [Container Some of these productive yard container moves are
Yard Container yard that are obligated to do contractually or by local Moves] unbillable. Example: the local authority asks to inspect
Move requirements (E.g.: custom inspection, scanning, one random container. This move is not charged.
weighing, CFS, etc.) Refer to Appendix 6
OYM7 UYCM Unproductive All the vertical container moves done in the terminal TOS [Container Housekeeping is a vertical move of container(s) to
Vertical Yard yard that are non-contractual or by local Moves] optimize the yard location. This type of move can only
Container Move requirements (E.g.: housekeeping, re-scanning / re- be unproductive.
weighing due to inefficient process / terminal Shuffle Move: Is a vertical container move conducted
convenience). and completed by the same CHE. This type of move is
considered unproductive.
Some of these unproductive moves can be billed.
Refer to Appendix 6
OYM8 YS Yard Snapshot Amount of containers in the yard at a specific TOS [TEUs]
timestamp in TEUs.
OYM9 CA Container age The amount of time an individual container is TOS [Days] For snapshot purpose. The container is still within the
remaining at the terminal year to date. terminal.
Events counted: gate in, discharged confirmation by
tally, change of status at CFS.
OYM10 DT Dwell time The amount of time a container spent at the terminal TOS [Days] The time of arrival is the first record at the terminal.
from time of arrival by either vessel, truck, barge, rail The time of departure is the last record at the terminal.
or CFS to the time of departure by vessel, truck, Events counted, gate in/out, discharged/load

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barge, rail or CFS. confirmation by tally, change of status at CFS.
OYM11 YC Yard Capacity The capacity of TEUs for the designed yard area in a TOS [TEUs] Calculation:
period (generally one year) (TGS∗OSH∗Operational days per year )
YC =
(Dwell time∗Peak Factor)
Where Peak Factor = Maximum Quay Throughput value
divided by the average Quay Throughput value in the
same period.
OYM12 YEM Essential Yard Minimum required vertical moves per container TOS [Container Generally, a minimum of 2 vertical moves per container
Container Moves number per terminal visit (yard load, discharge, Moves] visit (direct delivery excluded).
delivery, receival) Refer to Appendix 6
OYM13 YNEM Non-Essential Yard All vertical container yard moves not classified as TOS [Container Refer to Appendix 6
Container Moves essential. Moves]
Gate Operations Metrics
OGM1 TTT Truck Turnaround Time measured from the time truck enters Terminal TOS [Hours] Gate In: entry into terminal boundaries.
Time (Gate IN) to the time the truck exits the terminal Gate Out: is where the truck exits the terminal
(Gate OUT). boundaries.
OGM2 TPT Truck Process The time measured from the moment the truck TOS [Hours]
Time receives his yard location slip until the time it takes
to process all his yard transactions until gate out.
OGM3 TC Truck Count Amount of external trucks being processed measured TOS [Trucks] Mostly hourly measured.
at the Gate In.
OGM4 TCT Truck Container Number of containers being processed in a certain TOS [Container Mostly hourly measured.
Count period measured at the Gate In. s]
OGM5 TS Truck Service Amount of transactions an external truck follows TOS [Transacti Single box, multi box.
within the yard during one visit. ons] Single transaction, multi transaction (receive and deliver
containers in one visit).
OGM6 GOH Gate Opening Is the time that the gate is open for business TOS [Hours]
hours

Appendix 3 KPI Definitions
Note: EK = Engineering KPI; SK = Shared KPI; OGK = Operational Gate KPI; OYK = Operational Yard KPI; OQK = Operational Quay KPI;
*)
marked KPIs are needed as input for the 5-year Plan (Asset Requirement)
ID Abbr. KPI Definition Calculation Unit Observation

Engineering KPIs
EK1*) MMBF MMBF (Engineering) - The average length of time measured in moves = (TLC/FEM (Eng)) [Moves] Measured in moves the following
(Eng) Mean Moves Between between engineering failures for an asset or process shall be follow by BU
Failures component in a certain period Engineering departments to estimate an
MMBF for a fleet of “n” similar
equipment, for example: Sum TLC =
total TLC for the same equipment fleet
= TLC 1 + TLC 2 + … + TLC n Sum
FEM = total equipment faults for the
same equipment fleet = FEM 1 + FEM 2
+ … + FEM n MMBF = (Sum TLC) /
(Sum FEM)
If there is no fault recorded for the

period under analysis (a month for
example) for the crane fleet, then a
value of “1” shall be assigned to Fem
during the calculation process, to avoid
division by zero (0). MMBF = (Sum
TLC). The same concept will apply if he
analysis is conducted for one crane
only. An increase in MMBF indicates
improved asset reliability
EK2 MTBF MTBF – (Engineering) The average length of time measured in hours =((TMC)/FEM (Eng)) [Hours] As EK1 but number pf hours are used
(Eng) Mean Time Between between engineering failures for an asset or instead moves
Failures component in a certain period
EK3 Avail% Availability Total hours of the equipment being available =(TOP-TPM(H-Off)-TCM(H- [%] If EAMS supports allocating Offline &
for operations - as % of Terminal operating Off)-TEM(H))/TOP) Online PMs and CMs. TCM(H-Off) and
hours TPM(H-Off) shall be used
Note: Long term out of service

equipment shall be included as
unavailable. This should be captured
using an open CM work order.
For example: an RTG waiting parts with

a long lead time. This equipment is
down and therefore unavailable. It
cannot be considered as non-active
equipment which only applied to
functional mothballed assets (refer time
usage model)
EK4 Avail_O Availability Occupied The availability of the equipment considering =((TMC-TEM(H))/TMC) [%] This is another indicator of reliability.
cc% only the impact of emergency maintenance on ‘Operator Faults’ are not removed from
total machine occupied time this calculation
EK5 CM% CM Hr Ratio The % of Work Orders by count in the EAMS =(TCM(T)/Total Maint HRS) [%]
for corrective maintenance activity that results
from issues determined during PM and EM
activity; as explained before, direct CM are
exceptions
EK6 EM% EM Hr Ratio The % of Work Orders by count in the EAMS =(TEM(T)/Total Maint HRS) [%]
for Emergency or Breakdown maintenance
activity that results in unplanned downtime
EK7*) MI% Maintenance This KPI assess the maintenance effort = (Total Maint HRS/TMC) [%] This is calculated by Asset Type- QC,
Intensity required to deliver a unit of running time as a Principal Yard Equipment and Horizontal
% Transport
EK8 Sched Schedule Compliance The percentage of Scheduled Work completed Compliant Scheduled Work / [%]
Compli within the Scheduled Week / The total work Weekly Schedule
ance scheduled for a given period
EK9 % % Scheduled Work / This KPI tracks the ration of maintenance Completed Scheduled Work / [%]
Sched Total Maintenance effort that is planned and scheduled as a % of Total Maint HRS
Hours the total effort for a given period
EK10 R&M/ Total R&M Cost / TEU The total repair & material cost of all assets R&M Cost / TEU [$/TEU] R&M Cost is OPEX
TEU (excluding labour but including 3rd party
services) per TEU for the same period Refer to DP World Accounting Policy for
clear definitions of what can be
considered OPEX and CAPEX (also see
Observation Notes for EM10)
This is for a given period (for example

weekly monthly, yearly)
EK11* R&M/ Total / R&M Cost / R&M cost asset type divided by the total R&M Cost / TMC [$/Hr] This KPI is used per asset type
) Runnin TMC running hours for that asset type for the
g Hour selected period Refer to DP World Accounting Policy for
clear definitions of what can be
considered OPEX and CAPEX (also see
Observation Notes for EM10)
This is for a given period (for example

weekly monthly, yearly)
EK12 CU% Capacity Utilisation % Crew capacity scheduled Scheduled Hours / Labour % Planning teams should be set a target
Capacity Hours for Capacity Utilisation, this can include
an allowance for EM work. A typical
target would be 80 - 90%
EK13 SE% Stores Efficiency % of successful stock item requests in a given (Total Requests – Stock %
period Outs) / Total Requests
EK14 AHI Asset Health Index % of components identified as having no Components with no defects % Can be calculated for individual assets
defect. / Total Components or by asset type
Asset Health measures the percentage of See EM31 – EM35
components operating without defects The P&T Asset Health Guideline can be
used as a further reference

Shared KPIs
SK1 MMBF MMBF (Functional) - The average length of time measured in moves = (TLC/FEM (Func)) [Moves] As EK1 but includes all functional
(Func) Mean Moves Between between functional failures for an asset or failures
SK2 MTBF MTBF – (Functional) The average length of time measured in hours =((TMC)/FEM (Func)) [Hours] As EK2 but includes all functional
(Func) Mean Time Between between engineering failures for an asset or failures
SK3 Occ% Occupancy Assesses how an asset is occupied =(TMC/(TOP-TPM(H-Off)- [%] This is another indicator of how well an
TCM(H-Off))) asset is utilised
SK4 PM% PM Hr Ratio The % of Work Orders by count in the EAMS =(TPM(T)/Total Maint HRS) [%]
for planned preventive maintenance activity
SK5*) Idle% Idling The % of online equipment time when there is =((TMC-TOC)/TMC) [%] Idle time is the time where the
no activity even though the asset is ready to equipment has been deployed, with an
operate operator in cabin and switched on,
however not doing a job

SK6*) U% Utilisation The % of total machine time when the =TMC/TOP [%] Note: Based on the time the machine is
equipment is online online (control on to control off), this
contrasts to Equipment Operational
Time (OM6) which is defined as first
move to last move.
SK7 PM PM Compliance The percentage of system generated PMs Compliant PMs (count) / [%] This is for a given period (for example
Comp (preventive maintenance and predictive Total PMs (count) weekly monthly, yearly)
% maintenance work orders) that were
completed by the expected date/interval (i.e. Note: Where a PM contains a mixture
not overdue) of tasks done at different frequencies,
the task with the highest frequency
The allowable window for PM compliance is +/- determines the compliance window.
15% of PM frequency, outside of which it is a For example; A servicing schedule on a
non-compliance Reach Stacker is done at 500-hour
intervals. Every 1000 hours and 2000
hours there are additional tasks and the
services are known as the ‘1000 Hr &
2000 Hr Service’. However, the
compliance window is still calculated
based on 500 hrs due to the tasks of
that interval still being an integral part
of the ‘1000 Hr & 2000 Hr Service’
SK8*) GMPH Container Productivity Is the average number of containers moved Quay Container Moves / [Containe For delay type B & C please refer to
per Quay Crane over the quay wall from and to a vessel divided ((Gross Crane Hours) – r Appendix 5A
(GMPH) Gross Moves by the number of hours worked by all assigned (delay time from delays type Moves] /
Per Hour cranes from the first container lift to last B and C)) [Hours]
container lift on the vessel combined
Deducting delays time from type B and C
SK9*) BMPH Container Productivity Berth moves per hour is the average number Quay Container Moves / [Containe There are no deductions of delays
per Vessel (BMPH) of containers moved over the quay wall from Gross Berth Hours r
Berth moves per hour and to a vessel divided the gross berth hours Moves] /
[Hours]
SK10 WMPH WMPH Working berth Working berth moves per hour is the average Quay Container Moves / [Containe
moves per hour number of containers moved over the quay Vessel Working Hours r
wall from and to a vessel divided the vessel Moves] /
working hours [Hours]

SK11 TQCC Theoretical Quay Amount of Quay throughput (TEUs) that can Container productivity per [TEUs] Where Container productivity per Quay
Crane Capacity be handled under optimum circumstances "The Quay Crane (40 MPH) * Crane = 40 MPH
perfect world" scenario, no lack of business or Number of Quay Cranes *
efficiency losses TOP for period * 65%
Utilisation * TEU Ratio
SK12 PQCC Practical Quay Crane Amount of Quay throughput (TEUs) that can Container productivity per [TEUs]
Capacity be handled under real world circumstances Quay Crane (GMPH) *
Number of Quay Cranes *
TOP per period * Availability
% * Berth Capacity
Utilisation % * TEU ratio /
Peak Factor
SK13 QCCU Quay Crane Capacity Percentage of the Practical Quay Crane Actual Throughput / Practical [%]
Utilisation Capacity being used in a period Quay Crane Capacity
SK14 MPUH Moves Per Equipment The number of moves completed per hour of QC MPUH = QCM / TMC [Containe This KPI provides a more accurate input
Utilised Hour equipment utilisation (TMC) YC MPUH = YCM / TMC r Moves / to operations models for asset planning
Hour]
SK15 OPE Overall Procurement Indicates how effective the overall PR-PO/Target PR-PO * PO- [%] OPE should be calculated periodically
Effectiveness procurement process is at meeting defined RE/ Target PO-RE * RE-IN / (not more frequently than monthly). All
service targets Target RE-IN * Store parts that have had invoices approved
Efficiency for payment during the period should
be included in the calculation.
See metrics EM25-30 and EK13

Operational Quay KPIs
OQK1 QP Quay Performance The amount of Quay throughput (TEUs) handled Quay throughput (TEUs) / [TEU] / Total quay length as per TOS data.
per meter of Quay total quay length [meter]
OQK2*) BU Berth Capacity Ratio of the actual berth meter hours being used Actual Berth meter hours / [%] Can also be measured for Year to Date
Utilisation to the available berth meter hours in a period Available Berth Meter hours (YTD).
*)
(generally measured for one year). In 5-year Plan named as “Berth
Occupancy”)
OQK3 CD Crane Density The crane density is the planned amount of Quay Total Vessel Container [Dimensi Note: the number of the consecutive
(CD) Cranes to be deployed on a vessel, based on the Moves / Sum of moves of onless] bays (two or three) is related to the
two or three consecutive bays with the largest the heavy hook (two or width of the cranes (bumper to bumper
exchange of containers (heavy hook). three consecutive bays with distance, normally 27.5m, cranes need
most moves on the vessel). min of 40-foot bay in-between them)
OQK4 CI Crane Intensity The crane intensity is the result of how many Sum of the total number of [Dimensi
(CI) Cranes were deployed in a vessel. hours of all the cranes onless]
deployed on the vessel
(Gross crane hours) divided
by time between the first lift
to last lift on the vessel
(Vessel Working Hours).
OQK5 QCU Quay Crane Ratio of Quay Crane operational time to working Sum (QC operational time) / [%]
Operational hours within same period. (TOP * Qty QC’s)
Utilisation
OQK6 QCP Quay Crane Is the average number of cycles of a quay crane Quay Crane Cycle (OQM3) / [cycle /
Performance divided the gross crane hours Gross Crane hours (OQM4) hour]
Operational Yard KPIs
OYK1 YP Yard Performance The amount of Quay throughput (TEUs) handled Quay throughput (TEUs) / [TEU] / Measured mainly for one year. Total
per hectare. terminal size (ha) [ha] terminal size as per TOS data
OYK2 YUS Yard Utilisation Proportion of the available space that the (Yard Snapshot) / (Yard [%] Measured daily
Snapshot terminal has occupied. Static Capacity) * 100%
OYK3*) AYUS Average Yard Average of all the recorded Yard Utilisation Average (Yard Utilisation [%] *)
In 5-year Plan named as “Yard
Utilisation Snapshot. Snapshot) Occupancy”)
Snapshot
OYK4 YCU Yard Capacity Ratio of Quay throughput (TEUs) to Yard Quay throughput (TEUs) / [%] Measured as Year to Date (YTD).
Utilisation Capacity within same period. Yard Capacity
OYK5*) ADT Average Dwell The average amount of time a container spent at Sum of Dwell Time / Sum of [Days] / Containers shall have left the terminal
Time the terminal from time of arrival by either vessel, containers [Containe to be counted
truck, barge, rail or CFS to time of departure by r]
vessel, truck, barge, rail or CFS.

OYK6 ACA Average Container The average amount of time a container is Sum of container age / Sum [Days] / Containers still inside the terminal
Age spending at the terminal from the time of arrival of containers [Cont.]
either vessel, truck, barge, rail or CFS till the
present time (container still inside the terminal).
OYK7 YCOU Yard Crane (CHE) Ratio of yard crane (CHE) operational time to the Sum (CHE operational [%]
operational working hours within same period. time) / (TOP * Qty CHE)
Utilisation
OYK8*) YCP Yard Crane (CHE) All vertical yard container moves (per type of Yard container moves / [Containe Includes all productive and
operational CHE) divided total operational time (per type of Operational Time r unproductive moves. Measured per type
Productivity CHE) within same period. (equipment) Moves] / of CHE.
(GMPH) [Hour]
OYK9 YCPM Yard Crane (CHE) All productive vertical containers moves (per typeProductive Yard container [Prod Does not include all unproductive
productive moves of CHE) divided total operational time (per type moves / Operational Time Moves] / moves. Measured per type of CHE.
per period of CHE) within same period. (equipment) [Hour]
OYK10 HTP Horizontal Number of moves from/to the Quay per ITV/AGV Quay Container Moves / [Cont For horizontal transport mainly either
*) Transport over operational time for horizontal transport Operational Time Moves] / ITV or AGV in use.
Productivity (MPH) within same period. (equipment) [Hour]
OYK11 YEMR Yard Essential Ratio of essential containers moves (per any type Essential Yard Container %
Move Ratio of yard crane) divided the number of vertical Moves (OYM12) / Yard
container moves done by any type of yard crane. Container Moves (OYM5)
OYK12 YCEP Essential Yard Container [Cont
Yard Crane (CHE) Essential vertical container moves (per type of
Moves (OYM12) / Moves] /
essential CHE) divided total operational time (per type of
Operational Time [Hour]
Productivity CHE) within same period
(equipment)
OYK13 YCNEP Non-Essential Yard Container [Cont
Yard Crane (CHE) Non-Essential vertical container moves (per type
Moves (OYM13) / Moves] /
non-essential of CHE) divided total operational time (per type
Operational Time [Hour]
Productivity of CHE) within same period
(equipment)
Operational Gate KPIs
OGK1 GLP Gate Lane Amount of truck visits per gate lane per period. ∑ (Truck Count) / (amount [Truck] / Mainly measures per hour.
Performance of gate lanes * gate opening ([Gate
hours) lane] *
[Hours])
OGK2 TPP Truck Process Amount of trucks being processed at gate IN ∑ (Truck Count) / hour [Truck] / Mostly measured per hour.
Performance within a period of time (mostly hourly [Hour]
measured).
OGK3 TCCP Truck Container Amount of container (delivered by trucks) being ∑ (Truck Container Count) / [Containe Can be measured at gate IN or/and
Count processed within a period of time (mostly hourly hour r] / gate OUT and for full or/and empty
Performance measured). [Hour] containers.
OGK4*) ATTT Average Truck Sum of total TTT of external trucks divided by ∑ (Truck Turnaround Time) / [Hours] / External trucks average process time
Turnaround Time the sum of the Truck Count in the same period. ∑ (Truck Count) [Truck] spent in the yard, holding area or pre-
gate under operational control of the
terminal.
*)
In 5-year Plan named as “TTT”)
OGK5 TCTT Truck Container Sum of total TTT divided by the sum of the total ∑ (Truck Turnaround Time) / [Hours] One truck visit can include several
Turnaround Time amount of services of all truck visits in the same ∑ (Truck Service) services (single box, multi box; single
period. transaction, multi transaction).
This is the average service time per container
handled with interaction of an external truck.

Appendix 4 OEE / TEEP & Time Usage Model
Calendar Time (CT)

Terminal
Closed
Available Time (AT) Scheduled Downtime No Demand Non-Active
Offline Operating CM Scheduled
Equipment
Utilised Time (UT) - TMC Unscheduled Downtime Offline
PM Offline
Delays
TOS Failure External EM Breakdown Unscheduled
Net Operating Time (NOT) - TOC Online Operating Delays (Offline) Losses Losses CM Offline
Valuable Operating Time TOS Failure
Non-Value Operating Losses Idle Time Losses (Online)
(VOT)
Cycle Time Eqpmt Gantry Travel /
Quality Losses Testin Boom Losses
Losses
g
DP World’s Time Usage Model categorizes how we use (or don’t use) our equipment. The aim of the model is to identify and prioritise improvement projects to eliminate or reduce waste (losses). Our goal is to increase the percentage of time that our
equipment is doing things that our customers are paying for. For example, they pay us to move their containers from the back of a third-party truck to the hold of a container vessel. They don’t pay us to do housekeeping (shuffles) or fix breakdowns! This
is waste and losses like this need to be minimized, improving efficiency, freeing up capacity and providing a better customer experience.
Fundamentally our equipment is either on (Equipment Online box) or Off (Equipment Offline box). It is On or Off 24 hours a day 7 days a week, 52 weeks a year. This is Calendar Time ( Calendar Time box). For some business units there are certain
times when our customers are informed that the terminal is closed. This could be for significant holidays or Friday Prayers. When the time a terminal is closed is taken away from Calendar Time, we are left with Total Machine Time (or TOP) ( Total
Machine Time (TOP) box).
Of course, there are times when our equipment is parked up because there is No Demand from our customers ( No Demand box). We also must maintain our equipment to prevent breakdowns whilst it is in operation ( Schedule Downtime Box).
Maintenance that is agreed in advance between operations and engineering, and requires equipment to be offline, is known as Schedule Downtime. This includes offline PMs (or Preventive Maintenance) and planned and scheduled CMs (or Corrective
Maintenance). Significantly, online PMs such as running inspections and predictive maintenance such ultra-sound, can be done during Valuable Operating Time. The more offline PMs that can be converted to online PMs the more we can reduce schedule
downtime losses. Once we remove losses due to No Demand and Schedule Downtime from Total Machine Time we are left with Available Time (Available Time Box).
Available Time must not be confused with availability. Available Time it is a measure of the amount of time that the equipment is available once ‘scheduled losses’ are removed. Unfortunately, we still have breakdowns that result in Emergency Maintenance
(or EMs). Sometimes these failures result in our equipment being out of service for an extended amount of time and the EM becomes a CM. Together we call these losses Unscheduled Downtime ( Unscheduled Downtime Box). We also have operating
delays that mean we can’t use our equipment, even though we want to (Offline Operating Delays Box). This could be due to weather conditions, or a power failure. When we remove Unscheduled Downtime and Offline Operating Delays from Available
Time we are left with Utilised Time (Utilised Time Box).
Utilised Time, also known as Total Machine Occupied Time (or TMC), is the amount of time our equipment is energized and ready for instructions. This could be the engine running with an operator in the cab, or the control source on and the control
system active (automated equipment). Online Operating Delays (Online Operating Delays box) are those losses that occur when the equipment is ready to be used, but it is not actually operating. For example, the equipment could be waiting for
terminal tractors. Taking these online operating delays from Utilised Time, leaves us with Net Operating time (Net Operating Time Box).
Net Operating Time, otherwise known as Total Operating Time or TOC, is the amount of time that our equipment is actually active and performing its purpose such hoisting, moving etc. Non-Value Operating Losses ( Non-Value Operating Losses box)
occur when we are using our equipment for activity that does not directly contribute to the service our customers value. This could be shuffles and gantry travel, but also includes cycle time losses due to inaccurate operation or speed losses due to ageing
equipment. When we remove Non-Value Operating Losses from Utilised Time, we are left with Valuable Operating Time ( Valuable Operating Time box). Valuable Operating Time is the time we use are using our equipment to perform the service our
customers pay us for and generates for us, our revenues. It is this Valuable Operating Time that we need to sustainably maximize to get the best out of our equipment.
Offline Operating Terminal

Level 1 Losses { Non-Value Operating Losses Online Operating Delays
Delays
Unscheduled Downtime Scheduled Downtime No Demand
Closed
Cycle Time Eqpmt Gantry Travel / TOS Failure TOS Failure External EM Breakdown Unscheduled CM Scheduled
Level 2 Losses Quality Losses
Losses Testin Boom Losses Idle Time Losses (Online) (Offline) Losses Losses CM Offline Offline
PM Offline
g

Calendar Time - Time consistent with

Calendar Time (CT) Universal Coordinated Time (UTC)
Terminal
Total Machine Time (TOP) TOP - Total Machine Time
Closed
Terminal Closed -
Available Time (AT) Available Time - Time equipment
is available and there is demand Scheduled Downtime – the amount of time an Time the terminal is Non-Active
asset is not capable of running due to scheduled closed due to
holidays or prayers Equipment
Utilised Time (UT) - TMC Utilised Time - Control source on, ready to operate /
operator present and in control. This is equivalent to TMC
Offline Operating Delays - Delays Scheduled Downtime
to operating the equipment that
Net Operating Time - Time that Non-Active Equipment - A
Offline Operating CM Scheduled result of asset rationalisation,
equipment is performing its Net Operating Time (NOT) - TOC Scheduled CM-Losses due to corrective maintenance
function. This is equivalent to TOC Online Operating Delays - Delays to Delays Offline that result from PMs and/or are in the weekly schedule equipment is removed from
service and placed under
operating the equipment whilst utilised
Valuable Operating Time TOS Failure basic care, due to excess
Online Operating Delays PM Offline PM Offline -Losses due to scheduled PMs
terminal capacity
(VOT) Non-Value Operating Losses- Losses
due to non-value added activity
(Offline) that require the equipment to be offl ine
Valuable Operating Time - Time that Idle Time TOS Failure (Offline) -Losses due to TOS failure External Unscheduled Downtime - the amount of
equipment is delivering customer Non-Value Operating Losses which result in equipment being parked -up No Demand
Losses Losses time an asset is not capable of running due to
value unscheduled repairs
Idle Time Losses- EM Losses External Losses -Losses due to No Demand -Losses due to equipment being parked-
Quality Losses Losses due to delays an event external to the Unscheduled Downtime up, but ready to operate, due to no customer demand
(Online) normal operation that requires
Quality Losses- Losses TOS Failure operations to stop and
due to Inefficient Moves
Cycle Time EM Losses (Online) - Losses due to a functional EM Losses
failure, however the equipment remains online equipment to be parked-up
Losses (Online) (Offline)
Cycle Time Losses- Losses due to equipment Eqpmt TOS Failure (Online) -Losses due TOS EM Losses (Offline) -Losses due to a functional Unscheduled
speed / operator or machine accuracy failure whilst equipment is utilised failure that results in the equipment being offline
Testin CM Offline
Equipment Testing - Testing of equipment g Gantry Travel / Unscheduled CM Offline-Losses due to corrective
(maintenance, calibration, commissioning etc) maintenance that result from breakdowns or break-in to
Boom Losses the weekly schedule. Includes long-term out of service
Gantry Travel / Boom Losses- Losses due to
gantry travel or boom up/down operations
Function - The purpose of the equipment Long Term Out-of Service - Parked-up - Equipment is offl ine and Planned Maintenance - Work that has gone Weekly Schedule- The list of
Equipment cannot be operated, due does not have an operator through a formal process to identify labour, maintenance work to be done in the
to functional failure, for more than 7 parts, tools, work instructions and safety week, agreed by both Engineering &
Functional Failure - Equipment is offl ine due to days (waiting spare parts etc) Ready-to-operate- Equipment can Operations, usually finalized three to
requirements, assembled into a job plan package
a fault that results in it unable to perform its be operated if there is demand four days before the start of the work
function
Overall Equipment Effectiveness (OEE) Total Effective Equipment Performance (TEEP)

OEE = VOT/AT TEEP = VOT / CT
It is a measure focused on equipment and process reliability improvement It is a measure of how well we are using the total capacity of
our assets
It is a measure of how well we are capable of using our equipment when we want it Alternatively OEE can be calculated as : Alternatively this can be calculated as:
to operate It is the sole indicator integrating all parameters that affect
productivity of the equipment or process
Available Rate (AR) = UT/AT OEE = Available Rate x Efficiency Rate x Value TEEP = OEE x Planning Rate
It uncovers the “Hidden Terminal” costs, not just maintenance
Efficiency Rate (ER) = NOT/UT Added Rate or operational deficiencies
Value Added Rate (VR) = VOT/ NOT Planning Rate (PR) = AT/CT
TEEP = OEE x PR = (AR x ER x QR) x PR

Available Time (AT) Planning Rate (PR) = AT/CT
Calendar Time (CT)
Utilised Time (UT) - TMC Available Rate (AR) = UT/AT
Available Time (AT)
Net Operating Time (NOT) - TOC Efficiency Rate (ER) = NOT/UT
Utilised Time (UT) - TMC
Valuable Operating Valuable Operating

Value Add Rate (VR) = VOT/NOT OEE = VOT/AT or (AR x ER x VR)
Time (VOT) Time (VOT)
Net Operating Time (NOT) - TOC Available Time (AT)
Valuable Operating
TEEP = VOT/CT or (PR x AR x ER x VR)
Time (VOT)
Calendar Time (CT)

Time Usage Model Horizontal Transport
Calendar Time (CT)

Terminal
Closed
Available Time (AT) Scheduled Downtime No Demand Non-Active
Offline Operating CM Scheduled
Equipment
Utilised Time (UT) - TMC Unscheduled Downtime Offline
PM Offline
Delays
TOS Failure External EM Breakdown Unscheduled
Net Operating Time (NOT) - TOC Online Operating Delays (Offline) Losses Losses CM Offline
Valuable Operating Time TOS Failure
Non-Value Operating Losses Idle Time Losses (Online)
(VOT)
Eqpmt
Quality Losses Testin
g
Best Effort Time Usage Model
Calendar Time (CT)

Terminal
Closed
Available Time (AT) No Demand
Terminal Closed -
EM Downtime No Demand -Losses due to equipment being parked- Time the terminal
Utilised Time (UT) - TMC PM Downtime CM Downtime up, but ready to operate, due to no customer demand is closed due to
holidays or
EM Downtime - prayers
PM Downtime - CM Downtime-
Net Operating Time (NOT) - TOC Idle Time Downtime Downtime Downtime losses due
to Emergency
Losses due to Losses due to
PMs Corrective Maintenance
Valuable Operating Time Idle Time Losses-Delays to operating
Quality Losses the equipment whilst utilised
(VOT)
Quality Losses- Losses due to
Valuable Operating Time - Time that
Unproductive Moves (Yard Cranes only)
equipment is delivering customer
value
TEEP = VOT / TOP

OEE = VOT/AT
Alternatively this can be calculated as:
Alternatively OEE can be calculated as :
TEEP = Q x TOC / TMC +(PM+CM+EM) + No Demand
OEE = Q x TOC / TMC + (PM + CM + EM)Downtime

Appendix 5 Operational Delay Codes / Level 3 Losses
Quay Crane Delays

Quay Crane Delays Code Quay Cranes Delays only apply after the first lift is done and ends when the last lift has
finished. Any other activity that happened before first lift and after last lift should not be
considered as a Quay Crane Delay. Activities that happened from mooring until first lift and
from last lift until unmooring please refer to the Customer Engagement Program 3.
A - Terminal Related
B - Vessel Related and Schedule Terminal Related
C - Force Majeure Related
Dela Mapped to
Global
Delay Related y Description Secondary Level 2
Delay Code
Type Losses
Gantry Travel /
Terminal Related A A01 Crane Movement Boom Up / Down, gantry, etc.
Boom Losses
EM Breakdown
Terminal Related A A02 Crane Breakdown
Losses
Crane Clash, convenience
Terminal Related A A03 Planning Issues / Lost container Idle Time Losses
restows, waiting for job.
Terminal Related A A04 Lashing / Unlashing Man cage, pinning stations. Idle Time Losses
Terminal Related A A05 Waiting Horizontal Transport Idle Time Losses
TOS Failure
Terminal Related A A06 System Failure TOS, Wireless, radio system.
(Online)
Terminal Related A A07 Accident / Incident Idle Time Losses
Terminal Related A A08 Shift Change Idle Time Losses
Terminal Related A A09 Operator Relief Operator Change in the shift. Idle Time Losses
Terminal Related A A10 Hatch Covers opening/closing Quality Losses
Terminal Related A A11 Lashing bins Quality Losses
Terminal Related A A12 OOG cargo Quality Losses
Vessel / Agent Related B B01 Vessel Stability Idle Time Losses
Vessel / Agent Related B B02 Vessel Related Incident Idle Time Losses
Break Bulk handled by external
Vessel / Agent Related B B03 Idle Time Losses
crane
Vessel / Agent Related B B04 Ship Gear not in right position Idle Time Losses
Damage cell guide, lashing
Vessel / Agent Related B B05 Poor vessel conditions Idle Time Losses
material, twistlocks.
Vessel / Agent Related B B06 Waiting Load Container Idle Time Losses
Awaiting Chief officer approval of
Vessel / Agent Related B B07 Revision of Plan Idle Time Losses
stowage plan.
Vessel / Agent Related B B08 Agent special request Idle Time Losses
Vessel / Agent Related B B09 Authorities Quarantine, immigration, customs. Idle Time Losses
Schedule Terminal Related B B10 Meal Break External Losses
Schedule Terminal Related B B11 Pray Time Friday only External Losses
Force Majeure Related C C01 Weather External Losses
Force Majeure Related C C02 Power Failure External Losses
Force Majeure Related C C03 Emergencies External Losses
Force Majeure Related C C04 Union issues External Losses
3
The Customer Engagement Program has the goal to have visibility of time delays of all processes that happen in the
terminal from the moment the vessel arrives at anchorage point until the first container can be lifted and after the last
container is lifted, until the vessel is able to sail from the berth.
Version Number: 2.0

Page 45 of 59
Yard Equpiment Delays
Yard delays are interruptions to a continuous flow of yard container handling. The most common delays are the following:
Delay Global Delay Mapped to Level 2

Description Secondary
Type Code Losses
Drive to next block, cross travel,
Y Y01 CHE Movement Gantry Travel
workshop
Y Y02 CHE Breakdown EM Breakdown Losses
Y Y03 Planning Issues Re-planning Idle Time Losses
Y Y04 CHE Pre-inspection Idle Time Losses
Y Y05 Waiting Horizontal Transport Idle Time Losses
Y Y06 System Failure TOS, Wireless, radio system TOS Failure (Online)
Y Y07 Accident / Incident Idle Time Losses
Y Y08 Shift Change Idle Time Losses
Y Y09 Operator relief Operator Change in the shift Idle Time Losses
Y Y10 No job order Idle Time Losses
Y Y11 Fuelling or tyre pressure External Losses
Y Y12 Schedule maintenance Scheduled Downtime
Y Y13 Corrective maintenance CM Schedule Offline
Y Y14 Meal Break External Losses

Version Number: 2.0

Page 46 of 59
Maximo Failure Codes allow Level 3 Losses to be aggregated and

EM Breakdown Losses sorted for EM Breakdown Level 2 Losses for all equipment types.
More details are in the EAMS standard.
Maximo Failure Codes (see EAMS

Standard)

Version Number: 2.0

Page 47 of 59
Appendix 6 Terminal Move Type Definition
This appendix defines the diverse terminal moves we conduct inside a terminal. The aim of this definition is to have a common understanding of the general purpose
of the planned / performed move and furthermore to build up the joint awareness if the particular move is classified as an essential / non-essential or productive /
non-productive move.
On basis of this definition, analysis on terminal move types can be executed which serve as a starting point for optimization initiatives.
This definition also serves as input factor for the OEE and TEEP calculation.
In general, a vertical move is the lifting of a container in/out of a container stack (all locations where a container gets stacked, like vessel, rail or yard); a horizontal
move is the horizontal transport in between the vertical moves.


ID Move Type Essential / Vertical / Area Description Productive / Equipment
Non- Horizontal Non-Productive used
Essential Transport
Terminal Move Types
TM1 Discharge QC essential vertical quay side Vertical lift by Quay Crane - Terminal In. productive Quay Crane
TM2 Load QC essential vertical quay side Vertical lift by Quay Crane - Terminal Out. productive Quay Crane
TM3 Direct Delivery essential vertical quay side Vertical lift by Quay Crane onto external truck. productive Quay Crane
QC External truck directly leaves terminal.
TM4 Direct Receival essential vertical quay side External truck drives through gate directly to the productive Quay Crane
QC quay side. Vertical lift by Quay Crane onto Vessel.
TM5 Direct Connection essential vertical quay side Vertical lift by Quay Crane onto ITV / TT / Others. productive Quay Crane
QC Transport equipment leaves terminal.
TM6 Discharge Rail essential vertical rail side Vertical lift by Rail Crane - Terminal In. productive Rail Crane
Crane (RC)
TM7 Load Rail Crane essential vertical rail side Vertical lift by Rail Crane - Terminal Out. productive Rail Crane
(RC)
TM8 Direct Delivery essential vertical rail side Vertical lift by Rail Crane onto external truck. productive Rail Crane
RC External truck directly leaves terminal.
TM9 Direct Receival essential vertical rail side External truck drives through gate directly to the rail productive Rail Crane
RC side. Vertical lift by Rail Crane onto wagon.
TM10 Direct Connection essential vertical rail side Vertical lift by Rail Crane onto ITV / TT / Others. productive Rail Crane
RC Transport equipment directly leaves terminal.
TM11 Receival Landside essential vertical Into main External truck drives through gate and with gate slip productive Yard Crane /
Yard Crane (YC) stack - to the right yard location. Vertical lift by CHE or Yard CHE
Yard Crane from third part truck into Yard (Put).
TM12 Discharge essential vertical Into main ITV / TT / SC / Others drives from the Quay side to productive Yard Crane /
Waterside (YC) stack - the right yard location. Vertical lift by CHE or Yard CHE
Yard Crane into Yard (Put).
TM13 Receival Rail (YC) essential vertical Into main ITV / TT / SC / Others drives from the Rail side to productive Yard Crane /
stack - the right yard location. Vertical lift from CHE or Yard CHE
TM14 From external essential vertical Into main ITV / TT / SC / Others drives from an external facility productive Yard Crane /
facility (YC) stack - to the right yard location. Vertical lift by CHE or Yard CHE
Essential Transport
TM15 Delivery Landside essential vertical Out of External truck drives through gate and with gate slip productive Yard Crane /
(YC) main stack to the right yard location. CHE or Yard Crane CHE
- Yard performs vertical lift out of the yard (Fetch).
TM16 Load Waterside essential vertical Out of CHE or Yard Crane performs vertical lift out of the productive Yard Crane /
(YC) main stack yard (Fetch). ITV / TT / SC / Others (Carry) moves CHE
- Yard container towards the Quay side.
TM17 Delivery Rail (YC) essential vertical Out of CHE or Yard Crane performs vertical lift out of the productive Yard Crane /
main stack yard (Fetch). ITV / TT / SC / Others (Carry) moves CHE
- Yard container towards the Rail side.
TM18 To external essential vertical Out of CHE or Yard Crane performs vertical lift out of the productive Yard Crane /
facility (YC) main stack yard (Fetch). ITV / TT / SC / Others (Carry) moves CHE
- Yard container towards an external facility.
TM19 Internal Move Non- vertical Within Yard Instigated by third party requirement and is planned productive Yard Crane /
essential ahead (e.g.: weighing, scanning, inspection, CHE
container repair, moves to rail head, barge terminal
etc.) often a billable event.
Vertical lift out of the yard by Yard Crane or CHE
(Fetch)
OR
Vertical lift into yard by Yard Crane or CHE (Put)
TM20 Horizontal essential horizontal Within Yard Carry for essential moves: internal Equipment productive ITV / TT /
Transport (HT) or areas (ITV/TT/ SC/ Others) that conducts horizontal SC / Others
(essential) transport between two yard cranes or CHE.
TM201 Laden Move essential horizontal Within Yard Carry for essential moves: internal Equipment productive ITV / TT /
(HT essential) or areas (ITV/TT/ SC/ Others) that conducts horizontal SC / Others
transport between two yard cranes or CHE with a
container loaded on the equipment.
TM202 Unladen Move essential horizontal Within Yard Carry for essential moves: internal Equipment Non-productive ITV / TT /
(HT essential) or areas (ITV/TT/ SC/ Others) that conducts horizontal SC / Others
transport between two yard cranes or CHE without a
TM203 Unmarried essential horizontal Within Yard Carry for essential moves: TT that conducts Non-productive TT
Move (HT or areas horizontal transport between two yard cranes or CHE
essential) without a container loaded on the equipment and
Essential Transport
without the carrying chassis / cassette.
TM21 Shuffle Non- vertical Within Yard Terminal Convenience - digging up the correct Non-productive Yard Crane /
essential containers that is over decked by other container, CHE
mostly on the landside in the same bay or block
without using an ITV / TT / SC / Others.
One Fetch / Put conducted by same yard crane
without horizontal transport involved.
TM211 Shuffle for Non- vertical Within Yard One Fetch / Put conducted by same yard crane Non-productive Yard Crane /
Delivery essential without horizontal transport involved. CHE
The trigger for this move is the release of a
container for delivery landside.
Load Vessel essential without horizontal transport involved. CHE
container for vessel load.
Load Rail essential without horizontal transport involved. CHE
container for rail load.
TM214 Shuffle for ex. Non- vertical Within Yard One Fetch / Put conducted by same yard crane Non-productive Yard Crane /
facility essential without horizontal transport involved. CHE
container for the delivery to an external facility.
Housekeeping essential without horizontal transport involved. CHE
container for housekeeping / pre-positioning
purposes.
TM22 Housekeeping Non- vertical Within Yard Terminal convenience - planned ahead. Often a non- Non-productive Yard Crane /
essential billable event. CHE
Instigated by terminal planning to create a better
container sequence or yard strategy and is planned
ahead.
Series of vertical moves by yard crane with

Essential Transport
horizontal transport involved between different
stacking bays, blocks or areas.
One Fetch plus one Put conducted by different yard
crane in different stacks.
For ASC modules also known as Pre-Positioning
Move.
TM23 Horizontal Non- horizontal Within Yard Carry for housekeeping or non-essential move: Non-productive ITV / TT /
Transport essential internal Equipment (ITV/TT/SC/ Others) that SC / Others
(non-essential) conducts horizontal transport between two yard
cranes or CHE.
TM231 Laden Move Non- horizontal Within Yard Carry for essential moves: internal Equipment Non-productive ITV / TT /
(HT non- essential or areas (ITV/TT/ SC/ Others) that conducts horizontal SC / Others
essential) transport between two yard cranes or CHE with a
TM232 Unladen Move Non- horizontal Within Yard Carry for essential moves: internal Equipment Non-productive ITV / TT /
(HT non- essential or areas (ITV/TT/ SC/ Others) that conducts horizontal SC / Others
essential) transport between two yard cranes or CHE without a
TM234 Unmarried Non- horizontal Within Yard Carry for essential moves: TT that conducts Non-productive TT
Move essential or areas horizontal transport between two yard cranes or CHE
(HT non- without a container loaded on the equipment and
essential) without the carrying chassis / cassette.
TM24 Shifting – port Non- vertical Other Terminal convenience. Non-productive Any
convenience essential Areas Move conducted by any CHE from one location
directly to another location within the same area
(e.g. Empty park, transfer area, customs area, etc.).
OR
Move conducted by the Quay Crane on the vessel /
Rail Crane on the tracks from one location directly to
another location on the same vessel / any track.
TM25 Shifting on Board essential vertical Quay Side By third party requirements. productive Quay Crane
Move conducted by the Quay Crane on the vessel
from one location directly to another location on the
same vessel.

Essential Transport
TM26 Shifting on essential vertical Rail Side By third party requirements. productive Rail Crane
Rail Track Move conducted by the Rail Crane on the rail track(s)
from one location directly to another location on any
rail track.

Appendix 7 Benchmarks for Selected KPIs
KPI QC MHC TT L-AGV SC ShC RMG a-RMG RTG e-RTG RS ECH

Availability % 90 90 80 90 80 80 90 90 90 90 - -
Occupancy % 70 70 60 85 70 70 85 85 75 75 - -
Availability Occupied % 95 90 95 95 85 85 95 95 90 90 - -
Idling % 10 10 20 20 20 20 30 30 35 35 - -
Scheduled Work / Total Work (Hours) % 80
Maintenance Intensity % 40 40 5 5 20 15 20 10 20 15 - -
MMBF (Eng) Moves 1500 1200 400 800 600 600 1000 1500 800 1000 - -
MTBF (Eng) Hrs 60 60 200 150 50 50 60 80 50 50 - -
R&M / Running Hour $ 25 15 2.5 3 10 8 12 10 10 8 - -
GMPH 32 15 4 5 9 15 18 18 13 13 15 18

Appendix 8 Examples of Leading and Lagging KPIs
KPI Process Operational Execution Business Performance

R&M Cost / Running Hour Lagging
OEE Lagging Leading
MMBF Lagging Leading
PM Comp % Lagging Leading Leading
Scheduled Compliance % Lagging Leading Leading
GMPH Lagging Leading
BMPH Lagging Leading
Idle Time % Lagging Leading Leading
Utilisation % Lagging Leading
Maintenance Intensity Lagging Leading Leading
Note: A lagging KPI at one level of the business, can be leading at another level of the business especially when trended
over time.
PM Compliance is lagging indicator of how well the PM program has been executed. It is a leading indicator of equipment
reliability.
Equipment reliability, a lagging indicator for reliability, is a leading indicator of future asset performance (Utilisation and
productivity).
Utilisation and productivity, lagging for those parameters, are leading indicators of future business performance.

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Appendix 9 Customer Partnership Program Timestamps Definitions
1. Pre-Arrival of Vessel
1.1 Pro forma Berthing window from
Beginning of time window allocated for the vessel call at the Terminal.
1.2 Pro forma Berthing window until
End of time window allocated for the vessel call at the Terminal.
1.3 Discharge Baplie received from shipping line
When the Terminal received the Discharge Plan Baplie file from the Shipping Line.
1.4 Port authority vessel ETA
First ETA information sent by the Shipping Line to the Port Authority in order to get a pilot assigned.
2. Pilot
2.1 Arrival at EOSP (End Of Sea Passage)
When the vessel reaches the restricted navigation area.
2.2 Pilot on board
When the pilot is on board.
3. Berthing
3.1 Arrival terminal first line fast
When the vessel arrives at the Terminal and the first mooring line is thrown onto the dock.
3.2 Last line fast
When mooring is complete and the vessel is completely tied to the dock.
3.3 Gangway down
When the gateway is resting over the dock.
3.4 Safety net installation completed
When the gateway is resting over the dock with the safety net fully installed.
4. Port Authority start-up clearance

4.1 Customs/quarantine clearance
When the final authority (customs or quarantine) has authorized the commencement of operations.
5. Operations Start-up
5.1 Lashers on board
When the first lasher boards the vessel.
5.2 Start unlashing
When the last lasher finishes the vessel boarding check-in.
5.3 Cranes boomed down
When the last boom is down over the vessel.
5.4 Unlashing from work-cage from
When the first work cage is rigged and the unlashing from work-cage starts.
5.5 Unlashing from work-cage until
When unlashing from work-cage is completed.
5.6 Completed unlashing
When the last QC that will discharge containers is ready to start operations.
5.7 Lashing bins unloaded
When the last lashing bin is unloaded and all necessary bin boxes are located in the pins stations.
6. Vessel Operation
6.1 First container move
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When first container is discharged or loaded. Identify in Remarks if the movement is a Discharge or Load.
6.2 Last container on/off board
When last container is discharged or loaded. Identify in Remarks if the movement is a Discharge or Load.
6.3 Last flatrack with twistlock bins on board
When the last flatrack with twistlock is loaded onto the vessel.
6.4 Suggested completion time by terminal planning to master/agent
Estimated time of completion informed by terminal planning at the start of operations. Any changes to the initial
ETC must be included as Remarks.
6.5 Final stowage plan delivered by planner/agent off board vessel
When the terminal planner/ agent delivers the final stowage plan to the master and the agent gets off board.
6.6 Crane boom up
When the last boom is up and the quay cranes are in the correct position for the ship to sail.
7. Departure Preparation
7.1 Pilot booking time
Log the time at which the agent has requested for the pilot to be on board.
Note: this is not the time when the request is made, it’s the time when the agent wants the pilot to be on board.
7.2 Tug booking time
Log the time at which the agent has requested for the tugs to be alongside the vessel.
Note: this is not the time when the request is made, it’s the time when the agent wants the tugs to be alongside
the vessel.
7.3 Waiting for tide from
When the vessel starts waiting for the tide to rise because draft restrictions don’t allow it to sail.
7.4 Waiting for tide until
When the tide rises enough for the vessel to be able to sail.
7.5 Waiting for bunkers from
If the vessel is unable to sail because it requires fueling and waiting for bunkering causes delay, log the start of
this waiting time.
Note: this should align with the crane boom up time (6.6).
7.6 Waiting for bunkers until
If the vessel was unable to sail because it required fueling, log the time when the fueling process is completed.
7.7 Waiting others from
Log the start time of any other additional delay, specify as a Remark.
Example: waiting for Tugs, weather conditions, access channel restrictions, standby engine, etc.
7.8 Waiting others until
Log the ending time of any other additional delay, specify as a Remark.
Example: waiting for Tugs, weather conditions, access channel restrictions, standby engine, etc.
8. Pre-Departure of Vessel
8.1 All crew on board
When all crew members are back on the vessel in case they have disembarked.
8.2 Pilot on board
When the pilot is on the vessel.
8.3 Lashing complete & signed off
When the lashing is completed and signed off by the master.
8.4 Lashers off board
When the last lasher is off board.
8.5 Safety net removed
When the gateway is resting over the dock and the safety net was removed.
8.6 Gangway up / secured
When the gateway is completely up and secured.

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8.7 Tugboats all fast
When the last tugboat is in position to start the manoeuvre.
8.8 Mooring gang on site
When the mooring gang is available alongside the vessel.
8.9 First line released
When the first mooring line is released from the bollard.
8.10 Last line released
When the last mooring line is released from the final bollard.
9. Vessel Departure
9.1 Pilot off board
When the pilot gets off board the vessel at the pilotage area.

Version Number: 2.0

Page 59 of 59

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IMPROVEMENT STANDARD

Ports & Terminals: Operational KPI Standard

5.0 Metrics Definitions......................................................................................................................................

9.0 Document History.......................................................................................................................................

Appendix 6 Terminal Move Type Definition.........................................................................................................

PTIP01 Operational KPI Standard Issue Date: Oct 2019

Review Date: Oct 2020

PTIP01 Operational KPI Standard Issue Date: Oct 2019

Review Date: Oct 2020

2.0 Common Terms & Definitions

3.0 Common Data Environment - TPA

4.0 Use of KPIs

Review Date: Oct 2020

The general guidelines when looking at KPIs are:

4.2 Shared KPIs

Typical Shared KPIs are:

PTIP01 Operational KPI Standard Issue Date: Oct 2019

Review Date: Oct 2020

5.0 Metrics Definitions

6.0 KPI Definitions

7.0 OEE/TEEP & Time Usage Model

Calendar Time (CT)

Figure 1 Time Categories

PTIP01 Operational KPI Standard Issue Date: Oct 2019

Review Date: Oct 2020

7.2 Delay & Failure Codes for Losses

PTIP01 Operational KPI Standard Issue Date: Oct 2019

Review Date: Oct 2020

9.0 Document History

Deleted metrics / KPI: WH (working hours) replaced with TOP (EM5)

Definition of Terminal Move Types

Definition for Mainliner, feeder and barge.

Best effort time usage model

PTIP01 Operational KPI Standard Issue Date: Oct 2019

Review Date: Oct 2020

Appendix 1 Common Terms & Definitions

Moves, Cycles and TEUs

PTIP01 Operational KPI Standard Issue Date: Oct 2019

PTIP01 Operational KPI Standard Issue Date: Oct 2019

1. Downtime – Amount of time an asset is not capable of running or being online.

A EM is always offline, is neither planned or scheduled.

PTIP01 Operational KPI Standard Issue Date: Oct 2019

PTIP01 Operational KPI Standard Issue Date: Oct 2019

Other Terms General Operations and Engineering

Time Usage Model

PTIP01 Operational KPI Standard Issue Date: Oct 2019

Time Usage Model - Level 1 Losses

Time Usage Model - Level 2 Losses

PTIP01 Operational KPI Standard Issue Date: Oct 2019

PTIP01 Operational KPI Standard Issue Date: Oct 2019

55. Container slot

PTIP01 Operational KPI Standard Issue Date: Oct 2019

56. Design Capacity

Design Capacity RTG∨ RMG=H × R

Design Capacity ASC =H × H × R

Design Capacity RTG∨ RMG=H × R=5× 6=30

Design Capacity ASC =H × H × R=5 ×5 ×10=250

Operational Stacking Capacity RTG o RMG =H × R−(H−1)

Operational Stacking CapacityRTG ∨RMG =H × R−( H −1 )=5 ×6−( 5−1)=26

PTIP01 Operational KPI Standard Issue Date: Oct 2019

58. OSH (Operational Stacking Height)

H × R−( H−1 ) 5 ×6−(5−1)

∑ ( H × R−ni) ∑ (50+ 49+ 48+47+ 46) =4.8