The scoreboard, and what is not on it. The hard targets, how often each is actually
looked at, and the quiet signals that never reach a dashboard.
Total Cost of Occupancy (TCO) Reduction
The overall cost of owning or leasing and operating our physical spaces, broken down per employee or per square foot.
Target · Achieve a 5-7% reduction in portfolio-wide TCO per employee over a 3-year period, without compromising quality or safety. If our TCO per employee was £10,000 last year, you'd aim for £9,300-£9,500 by the end of year three, by optimising space, negotiating better leases, and cutting energy waste.
Capital Project ROI & Delivery
How well major capital projects (new builds, significant refurbishments) are delivered against budget, timeline, and their projected business case value.
Target · Ensure 90% of major capital projects (£1M+) are delivered within 5% of budget and on schedule, meeting or exceeding their forecast return on investment. A £5M office fit-out projected to increase collaboration by 20% and reduce energy costs by 10% must hit those targets and be delivered for £5.2M or less, within the agreed timeframe.
Portfolio Optimisation & Utilisation
How effectively we're using our space, managing lease expiries, and adapting our portfolio to business needs.
Target · Reduce overall portfolio vacancy rates by 10% year-over-year while increasing average SF/person by 5% (where appropriate) and ensuring 95% lease renewal/renegotiation success for critical sites. If we have 100,000 sq ft of vacant space, you'd aim to reduce that to 90,000 sq ft by the next year, perhaps by consolidating teams or subletting, while ensuring our occupied spaces are used more efficiently.
Enterprise Risk Mitigation (HSE & Compliance)
Our overall safety performance, compliance with all relevant regulations, and the effectiveness of our emergency preparedness.
Target · Reduce the recordable safety incident rate by 15% across the entire portfolio annually, achieve 100% compliance on all critical regulatory audits, and ensure all sites have up-to-date emergency plans. If we had 20 recordable incidents last year, you'd aim for 17 or fewer this year, alongside zero critical findings in our fire safety or environmental audits.
Strategic Influence & Board Engagement
Your ability to shape the company's real estate strategy at the highest levels and effectively communicate its value and risks to the Board and C-Suite.
- You're regularly invited to present strategic real estate plans to the Board. Your recommendations on major capital investments or portfolio changes are typically adopted. You're seen as a trusted advisor, not just an operator.
Team Leadership & Capability Development
How well you build, mentor, and retain a high-performing facilities and real estate team, ensuring we have the talent for future needs.
- High team engagement scores (e.g., 80%+). Low voluntary turnover among your direct reports (e.g., <10%). A clear succession plan for key roles. Your team members are regularly promoted or take on expanded responsibilities.
External Reputation & Partnership Development
How we're perceived by key external partners (landlords, major vendors, industry bodies) and your ability to build strong, mutually beneficial relationships.
- We're seen as a preferred client by top-tier real estate firms and contractors. You're invited to speak at industry events. You consistently negotiate favourable terms on leases and contracts, demonstrating strong relationships.
