Analysis of actual outcomes

We analysed how clients and objects perform financially based on contract revenues and costs, excluding additional services, to get a fair picture of the core business.

Comparison between outcomes and tenders

We compared actual performance against tender calculations to identify variances. Older tenders were adjusted for indexation. We defined concrete improvement areas within the tendering process.

Analysis of time usage and cost levels

We analysed contract costs per hour worked at client and object level to identify efficiency variations and define which objects needed operational improvement.