Finance and growth
Plant hire KPIs and monthly reporting
The ten numbers that run a plant hire business, how to calculate them, a one-page monthly report layout, and what to do when a number moves.
Key takeaways
- Review a short set of numbers every month; too many and you won't act on any.
- The core five: utilisation, revenue and margin per machine, conversion, debtor days, downtime.
- Show per machine, not just fleet averages that hide poor performers.
- Every number on the report should lead to a decision or action.
Why measure monthly
Hire businesses drift: a machine slowly gets less busy, a customer slowly pays later, delivery creeps into unpaid time. A monthly one-page review catches drift while it's cheap to fix.
The core KPIs
| KPI | How to calculate | Why it matters |
|---|---|---|
| Time utilisation | Days on hire ÷ days available, per machine | The biggest profit driver |
| Financial utilisation | Actual hire income ÷ income at full rate card | Shows discounting |
| Revenue per machine | Hire income per machine per month | Which assets carry the business |
| Margin per machine | Revenue minus finance, servicing, repairs, insurance share | What to keep, re-price or sell |
| Enquiry-to-booking rate | Bookings ÷ enquiries | Sales and pricing problems |
| Debtor days | Trade debtors ÷ credit sales × days in period | Cash risk |
| Downtime | Days off-hire for faults per machine | Maintenance and replacement |
| Repeat-hire rate | Share of revenue from returning customers | Customer satisfaction |
| Delivery cost per hire | Driver, fuel and vehicle cost ÷ deliveries | Under-priced delivery |
| Damage and theft claims | Number and cost per month | Terms, deposits and insurance |
One-page monthly report
Keep it to one page. Add notes on what changed and what you'll do about it.
Where the data comes from
- Utilisation, revenue per machine and downtime: your booking system.
- Margin and debtor days: your accounting software.
- Enquiries and conversion: your forms, phone log and booking system.
- Safety: accident book and near-miss reports.
- Cash: your 13-week forecast.
Turning numbers into actions
| If you see | Consider |
|---|---|
| A machine below break-even for 3 months | Re-price, promote, move or sell |
| A machine above 75% utilisation | Add a second unit or raise rates |
| Conversion falling | Faster replies, clearer prices, better pages |
| Debtor days rising | Tighter credit limits and earlier chasing |
| Downtime rising | Better pre-delivery checks or replacement |
FAQs
Common questions
What KPIs should a plant hire company track?
How often should I review plant hire KPIs?
How do I calculate debtor days?
Keep going
Related guides
Utilisation and break-even for hire equipment
Calculate break-even utilisation for each machine.
Read guide →
Cash flow management for plant hire companies
A 13-week forecast and the habits that keep cash in.
Read guide →
When to sell or replace hire equipment
Repair costs, residual value and capital allowances.
Read guide →
Booking
Availability, bookings, delivery and off-hire without double-booking.
Read guide →
This guide is general information for people setting up a plant hire business in the UK. It is not legal, tax, insurance or financial advice. Rules and thresholds change, so check current guidance on GOV.UK and take advice from an accountant, solicitor or broker before acting.