Overview
FY 2026 Performance & KPI Submission Tracker
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| Line Manager | Department | Employees (Yellow) | Submitted | Status | Actions |
|---|
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Every yellow-highlighted employee — cross-checked against their line manager's submission status
| # | ID | Employee Name | Job Title | Department | Line Manager | Line Manager's KPI Status | KPI Document | Dual Role |
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KPI Guidelines
FY 2026 — Line Manager Reference
📋 Your Role in This Process
As a Line Manager, you are responsible for setting the performance expectations for each of your direct reports only. You are not responsible for employees below your direct reports — each manager in the chain owns their own layer. Your submission defines what success looks like for your team for the entire year. It will be reviewed and approved by Group HR before being locked in.
📝 What You Must Complete Per Employee
For each direct report, you must fill in three sections:
| Section | What to fill | Minimum |
|---|---|---|
| Section 1 Role Mandate | 3–5 sentences describing what this person is accountable for in 2026 — their purpose, the standard expected of them, and why their role matters to AVAR. | Required |
| Section 2 KPI Matrix | Group KPIs by category. Each KPI needs: Indicator, SMART Target, Measurement Method, and Weight %. All weights must total 100%. | Min. 5 KPIs |
| Section 3 Core Deliverables | Concrete, year-end outcomes this person must deliver. Each deliverable needs a title and a description of what must be achieved and why it matters. | Min. 3 deliverables |
🎯 The SMART Standard — Every KPI Must Pass This Test
| Letter | Criteria | What it means in practice |
|---|---|---|
| S | Specific | Clearly state what must be achieved. "Improve performance" is not specific. "Reduce average ticket resolution time to under 4 hours by Q3" is. |
| M | Measurable | Can you put a number, percentage, or verifiable output against it? If you cannot measure it at year-end, it is not a valid KPI. |
| A | Achievable | Stretching but realistic. Set targets that challenge — not ones designed to fail or ones that are already done. |
| R | Relevant | Every KPI must link to this person's role, your team's function, and AVAR's 2026 objectives. No generic filler KPIs. |
| T | Time-bound | Anchored to FY 2026, a specific quarter, or a named milestone. "By Q2 2026" or "monthly throughout FY2026" are time-bound. "Eventually" is not. |
⚠ Submissions with vague, unmeasurable, or copy-pasted KPIs will be returned by HR for revision. Quality over speed.
⚖️ Weighting Rules
The weight you assign to each KPI reflects how important it is relative to the person's overall role. Think of it as: if this person did everything else perfectly but failed this one KPI, how much would that matter?
- All weights must total exactly 100% — the system will not allow submission otherwise
- No single KPI should exceed 15% unless it is a safety or compliance non-negotiable
- No KPI should be below 5% — if it is that unimportant, remove it and redistribute the weight
- At least one KPI must address People & Talent — your responsibility as a manager includes developing your team
- Do not inflate weights to meet the 100% requirement — every weight should reflect genuine priority
| Weight Range | What it signals |
|---|---|
| 15%+ | Core to the role — failure here would be a serious underperformance. Reserve for 1–2 KPIs maximum. |
| 8–12% | High importance — a key area of accountability for this person's role. |
| 5–7% | Supporting objective — important but not the defining measure of success. |
📂 Category Guidance
Group your KPIs into meaningful categories that reflect the main areas of accountability for this role. Good categories are broad themes — not individual tasks. Examples:
| Function | Suggested Categories |
|---|---|
| Operations | Operational Excellence · Compliance & Safety · Financial Discipline · People & Talent |
| Finance | Financial Reporting · Working Capital · Compliance · Innovation & Transformation · Team Development |
| HR | Talent Acquisition · Retention & Culture · Performance Management · HR Governance · Digital Transformation |
| Technical | System Reliability · Compliance & Audit · Process Excellence · People & Talent · Special Projects |
| Growth / Sales | Revenue Achievement · Business Development · Innovation · Strategic Partnerships · Team Development |
These are suggestions — adapt them to the actual responsibilities of the person you are setting KPIs for.
🚚 Core Deliverables — What Makes a Good One
A deliverable is a concrete output or milestone — something this person must have completed, implemented, or achieved by the end of 2026. It is not a KPI. It is the tangible proof of impact.
| ❌ Weak deliverable | ✅ Strong deliverable |
|---|---|
| Improve team performance | Implement a monthly 1-on-1 review cycle for all 4 direct reports, with documented feedback and development actions tracked in Bayzat by end of Q1. |
| Handle procurement | Deliver 100% of FM procurement through approved vendors with zero off-contract spend and full WCC closure for all orders above AED 5,000. |
| Support the academy | Onboard and mentor 2 fresh graduates through the AVAR Academy programme, with individual development plans signed off by the VP Technical by end of Q2. |
⏰ Deadline & Process
- Submission deadline: 19 June 2026 — the system will lock after this date
- Submit for all direct reports in one go — partial submissions will not be accepted
- HR will review and either approve or return with comments within 5 working days
- If returned, you will be notified and must revise and resubmit before the document is finalised
- Once approved, documents are locked — no further edits can be made without HR intervention
- At year-end (Phase 2), you will be asked to enter actuals and self-assessed scores against each KPI
ℹ If you have questions about a specific employee's KPIs, or are unsure how to frame a KPI for a particular role, reach out to HR directly — we are here to help before the deadline, not just after.