Download - KPl's Scorecards for Major Job Roles
CBA.0001.0459.0945
KPl's & Scorecards for Major Job Roles
ConmonweaHh ; Private r
Commonwealth Private
RISK GATE OPENER - ALL
Gate opener Method of measurement Non compliant Partially compliant Compliant
Risk Gate OpenerEM +
• Driving business origination that is consistent with strategy, Business Unit Risk Appetite Statement (RAS)
and considered risk/reward trade-offs (including reputation)
• Complying with all legal and regulatory expectations as well as internal policies, procedures and delegations
• Constructive and early engagement with Line 2 and prompt escalation of issues
• Prompt and thorough follow-up and resolution of audit and other agreed control issues
• Ownership of data integrity (correct, complete and consistent) for which primary respons bility belongs to
Business Unit
You fail to comply with best practice risk
behaviours , as shown by one or more of the
following:• A systemic pattern
of poor risk behaviour
• An intentional disregard for risk
policy and procedures
• Contr buted to a significant risk issue
which requires remediation
You comply with most of the risk behaviours but have shown one or more of the
following:• A pattern of poor risk
behaviours• A disregard for risk policy
and/or procedure• Contributed to a
significant risk issue
You consistently and regularly demonstrate best practice risk
behaviours with only minor issues identified for
improvement
Risk Gate Opener
• Being aware of, and complying with, all legal and regulatory expectations, internal policies, procedures
and delegations• Having a risk-aware mindset and an acceptance that it
is everyone’s responsibility to speak up and promptly escalate all actual or potential issues
• Carefully maintaining correct, complete and consistent data
You fail to comply with best practice risk
behaviours , as shown by one or more of the
following:• A systemic pattern
of poor risk behaviour
• An intentional disregard for risk
policy and procedures
• Contr buted to a significant risk issue
which requires remediation
You comply with most of the risk behaviours but have shown one or more of the
following:• A pattern of poor risk
behaviours• A disregard for risk policy
and/or procedure• Contributed to a
significant risk issue
You consistently and regularly demonstrate best practice risk
behaviours with only minor issues identified for
improvement
A Satisfactory rating must be obtained for each of the above criteria to qualify for STI participation.
CBA.0001.0459.0946
Commonwealth Private
STI Eligibility Criteria – Regional General Managers
Gate opener Method of measurement Unsatisfactory Performance requires development Satisfactory
AFSL ComplianceAccumulated points system from Compliance reviews with Management and Compliance overlay Not Applicable
>50% of Advisers within the Region receive an overall “Needs Improvement” compliance rating
90% of Advisers within the Region receive an overall “Satisfactory” compliance rating
Credit management
*Not applicable to CPO & IAS roles
Satisfactory credit conduct by the Region to be assessed by the EGM with input from Risk and reference to the following factors:• Watch list items to be added and updated in a timely
manner• Material CAA breaches• Annual reviews greater than 30 days overdue to be less
than 10%• High risk lenders report compliance score to be greater
than 80%
Not Applicable Satisfactory rating not achieved from assessment
Satisfactory rating achieved from assessment
Training
Colleagues in Region have completed all of their Group Mandatory Learning and Required CPD hours based on their job role. Measured by Peoplelink Learning reports.
Region Mandatory Learning and CPD Training requirements not met
Not Applicable100% of Region Mandatory Learning and CPD Training requirements met
A Satisfactory rating must be obtained for each of the above criteria to qualify for STI participation.
CBA.0001.0459.0947
Commonwealth Private
KPI Framework – Team RGM
Key Result Area (KRA)
KRA Weighting
Key Performance Indicator (KPI)
2014/15Weighting
Unsatisfactory Performance needs development Valued contribution Superior
contributionExceptional contribution
Client Service 20%
Regional Net Promoter score 10% <25% 25% - <50% 50% - <65% 65% -80% >80%
APBC Client Satisfaction Survey composite score 10% <70% 70- <80%
80% - 85%Or number 1
>85% or number 1 >85% and number 1
Business Outcomes 60%
Regional Profit Plan 20% <85% Team Profit Plan
85 – <100% Team Profit Plan
100 – 110% Team Profit Plan
>110 – 115%Team Profit Plan
>115%Team Profit Plan
Private Bank NPAT and PACC plan 20% <85% CP Profit &
PACC Plan
85 – <100% CP Profit and PACC Plan
100 – 110% Profit and PACC Plan
>110-115%CP Profit & PACC Plan
>115%CP Profit & PACC Plan
Regional Advisory & CPO Revenue Plan 20% <85% Team
Advisory revenue plan
85- <100% Team Advisory revenue plan
100-110% Team Advisory revenue plan(x) Converted clients to CPO
>110- 115%Team Advisory revenue plan(x) Converted clients to CPO
>115% Team Advisory revenue plan(x) Converted clients to CPO
People Engagement 20%
Lead and develop a high performing, collaborative and engaged team.Team progress against• performance &
development planning• Talent and succession
planning• People & Culture
survey feedback• People metrics: e.g.
safety, leave management, turnover, absenteeism
20% Performance fails to deliver role outcomes or contribution required.
Performance sometimes delivers role outcomes, but further improvement is needed to contribute as required.
Performance delivers consistent, reliable and effective outcomes and the contribution required.
Performance delivers high quality outcomes and often exceeds the expected contribution.
.Performance delivers outstanding outcomes and delivers a contribution that always surpasses expectations.
CBA.0001.0459.0948
CBA.0001.0459.0949
Commonwealth Private
STI El" "b"l"t 1a1 I I :y c "t rl er1a- T earn EM Gate Opener Method of Measurement Unsatisfactory
Performance needs Satisfactory
development
One Adviser within the All Advisers within the Team
Compliance Accumulated points system from Compliance reviews with
Not Applicable Team receive an overall receive an overall
Management and Compliance overlay "Needs Improvement'' "Satisfactory• compliance compliance rating rating
Satisfactory credit conduct by the Team to be assessed by the GM with input from Risk and reference to the following factors: . Watch list items to be added and updated in a timely manner . Material CAA breaches
Team Satisfactory rating Team Satisfactory rating
Credit Management Not Applicable not achieved from . Annual reviews greater than 30 days to be overdue than assessment achieved from assessment
10% . High risk lenders report compliance score to be greater than 80%
Colleagues in Team have completed all of their Group T earn Group Mandatory 100% of Team Group
Not Applicable Mandatory Leaming and CPD Training Mandatory Leaming and Required CPD hours based on their Leaming and CPD Training Training requirements met
job role. Measured by Peoplelink Leaming reports. requirements not met
Adherence to agreed protocols in following areas: . Client Meeting protocols . Core Banking Self Service Agreed Business Agreed Businesses
Business Processes . Advisory Minimum Standards Processes not being Processes are consistently consistently applied in followed and embedded in . CPO rules of engagement daily team operations team operations . Complaint resolution . Lawlex requirements
. Ensure that a culture of "Risk Ownership" is championed within Private Bank in accordance with our Line One risk management responsibilities. Including compliance with all Failure to comply, including the incurring of an operational loss as a result of the failure to
Operational Risk policies, procedures and delegations. Ensure a constructive follow policy or procedures, could warrant a forfeiture of or reduction in STI payment Management and collaborative engagement is maintained with Risk
subject to the discretion of your GM or EGM Management (Line Two) and Group Audit (Line Three) with a culture of early engagement, prompt escalation and no surprises.
A Satisfactory rating must be obtained for each of the above criteria to qualify for STI participation. Conmonwealth Private
CBA.0001.0459.0950
Commonwealth Private
KPI Framework - Executive Manager Key Result KRA Key Performance 2014115
Unsatisfactory Performance needs Valued Superior Exceptional Area (KRA) Weighting Indicator (KPI) Weighting development contribution Contribution Contribution
Client T earn Net Promoter
Service 30% score 30% <25% 25% - <50% 50%- <65% 65% -80% >80%
<85% Region 85 - <100% Region 100 - 110%
>110-115% >115%Region Profit
Regional Profrt Plan 10% Region Profit Plan Profit Plan Profit Plan
Plan Region Profit Plan
100-110% >110- 115%Team >115% Team
Team Advisory revenue
Team Advisory <85% Team 85- <100% Team Advisory plan Advisory revenue
Revenue & 20% Advisory revenue Advisory revenue revenue plan and plan
and Business CPO Qualified Leads plan plan and (x) Qualified
Outcomes 55% (x) Qualified Leads CPO (x) Qualified Leads
Leads CPO CPO
100 - 110% Team Banking
15% <85% Team 85 - <100% Team Team >110- 115% Team >115% Team
Revenue Banking Revenue Banking Revenue Banking Banking Revenue Banking Revenue Revenue
Net Asset and Liability 10% <85% Team Plan 85 - <100% Team 100 - 110% >110- 115% Team >115% Team Plan
growth Plan Team Plan Plan
Lead and develop a high performing, collaborative and engaged team. Team progress against
Performance . performance & development planning Performance sometimes
delivers Performance Performance delivers
People . Talent and succession Performance fails to delivers role outcomes, consistent, delivers high quality outstanding outcomes
Engagement 15% planning 15% deliver role outcomes but further improvement reliable and outcomes and often and delivers a
or contr bution effective exceeds the contribution that . People & Culture required. is needed to contribute outcomes and expected always surpasses
survey feedback as required. the contribution contribution. expectations. . People metrics: e.g .
safety, leave required.
management, turnover absenteeism
Conmonwealth Private /
Commonwealth Private
STI Eligibility Criteria – Private Bankers & Private Client ManagersGate Opener Method of Measurement Unsatisfactory Performance needs
development Satisfactory
Credit Management
Satisfactory individual credit conduct to be assessed by the Team EM with input from Risk and reference to the following factors:• Watch list items to be added and updated in a timely
manner• Material CAA breaches• Annual reviews greater than 30 days overdue to be
less than 10%• High risk lenders report compliance score to be
greater than 80%
Not Applicable Satisfactory rating not achieved from assessment
Satisfactory rating achieved from assessment
TrainingIndividual has completed all of their Group Mandatory Learning and Required CPD hours based on their job role. Measured by Peoplelink Learning reports.
Group Mandatory Learning and CPD Training requirements not met
Not Applicable100% of Group Mandatory Learning and CPD Training requirements met
Business Processes
Adherence to agreed protocols in following areas:• Personal Profiles recorded in Xplan• Client Meeting protocols• Maintenance of client data integrity• Increased use of electronic banking by clients• CPO rules of engagement• Complaint resolution• Adherence to client migration protocols
Agreed business protocols not being consistently applied in daily team operations
Agreed businesses protocols are consistently followed and embedded in team operations
Operational Risk Management
• Ensure that a culture of “Risk Ownership” is championed within Private Bank in accordance with our Line One risk management respons bilities . Including compliance with all policies, procedures and delegations. Ensure a constructive and collaborative engagement is maintained with Risk Management (Line Two) and Group Audit (Line Three) with a culture of early engagement, prompt escalation and no surprises.
Failure to comply, including the incurring of an operational loss as a result of the failure to follow policy or procedures, could warrant a forfeiture of or reduction in STI paymentsubject to the discretion of your GM or EGM
A Satisfactory rating must be obtained for each of the above criteria to qualify for STI participation.
CBA.0001.0459.0951
Commonwealth Private
KPI Framework – Private Client Manager
Key Result Area (KRA)
KRA Weighting
Key Performance Indicator (KPI)
2014/15Weighting
UnsatisfactoryPerformance
needs development
Valued contribution
Superior contribution
Exceptional contribution
Client Service 30%
Individual Client satisfaction survey rating
15% <85% 85 - 88% >88 – 95% >95 – 97.5% >97.5%
Team Net Promoter Score 15% <25% 25% - <50% 50% - <65% 65% -80% >80%
Business Outcomes 40%
Individual Banking Revenue 15% <85% 85 – <100% 100 – 110% >110-115% >115%
Team Revenue (banking and advisory)
10% <85% 85 – <100% 100 – 110% >110-115% >115%
New Advisory business:• FUA invested• Risk Insurance
Premium paid• CPO Qualified
Leads
15% <85% 85 – <100%
100 – 110%(x) CPO Qualified Leads
>110-115%(x) CPO Qualified Leads
>115%(x) CPO Qualified Leads
Productivity 30%
New clients (at least 50% new to Bank)* 15% <6 6 to 8 9 to 12 12 to 16 >=16
Net Asset and Liability growth 15% <85% Plan 85 – <100%
Plan100 – 110% Plan
>110- 115% Plan >115% Plan
* New client is defined as a new relationship to Private earning more than $15,000 in annualised revenue as confirmed by finance. If the client is non new to bank (ie migrated from another area of the Group) any existing revenue counts towards the $15,000.
CBA.0001.0459.0952
Commonwealth Private
KPI Framework – Private Bankers
Key Result Area (KRA)
KRA Weighting
Key Performance Indicator (KPI)
2014/15Weighting
UnsatisfactoryPerformance
needs development
Valued contribution
Superior contribution
Exceptional contribution
Client Service 30%
Individual Client satisfaction survey rating
15% <85% 85 - <88% 88 – 95% >95 – 97.5% >97.5%
Team Net Promoter Score 15% <25% 25% - <50% 50% - <65% 65% -80% >80%
Business Outcomes 40%
Individual Banking Revenue 20% <85% 85 – <100% 100 – 110% >110-115% >115%
New Advisory business:• FUA invested• Risk Insurance
Premium paid• CPO Qualified
Leads
20% <85% 85 – <100%100 – 110%(x) CPO Qualified Leads
>110-115%(x) CPO Qualified Leads
>115%(x) CPO Qualified Leads
Productivity 30%
New clients (at least 50% new to Bank) 10% <4 4 to 5 6 to 8 9 to 11 >=12
Net Asset and Liability Growth 20% <85% Plan 85 – <100%
Plan100 – 110% Plan
>110- 115% Plan >115% Plan
* New client is defined as a new relationship to Private earning more than $15,000 in annualised revenue as confirmed by finance. If the client is non new to bank (ie migrated from another area of the Group) any existing revenue counts towards the $15,000.
CBA.0001.0459.0953
Commonwealth Private
KPI Framework – Private Banker (Servicing)
Key Result Area (KRA)
KRA Weighting
Key Performance Indicator (KPI)
2014/15Weighting
UnsatisfactoryPerformance
needs development
Valued contribution
Superior contribution
Exceptional contribution
Client Service 40%
Individual Client satisfaction survey rating
30% <80% 80-85% >85 – 90% >90 – 95% >95%
Team Net Promoter Score 10% <25% 25% - <50% 50% - <65% 65% -80% >80%
Business Outcomes 40%
Individual Banking Revenue 25% <85% 85 – <100% 100 – 110% >110-115% >115%
New Advisory business:• FUA invested• Risk Insurance
Premium paid
15% <85% 85 – <100% 100 – 110% >110-115% >115%
Productivity 20%
New clients (at least 50% new to Bank)* 10% <1 1 to 2 3 to 4 5 to 6 7
Net Asset and Liability Growth 10% <85% Plan 85 – <100%
Plan100 – 110% Plan
>110- 115% Plan >115% Plan
* New client is defined as a new relationship to Private earning more than $15,000 in annualised revenue as confirmed by finance. If the client is non new to bank (ie migrated from another area of the Group) any existing revenue counts towards the $15,000.
CBA.0001.0459.0954
CBA.0001.0459.0955
Commonwealth Private
STI Eligibility Criteria - Associate Bankers
Gate Opener Method of Measurement Unsatisfactory Performance needs Satisfac:tory
development
Adherence to agreed protocols in following areas: . Personal Profiles recorded in Xplan . Maintenance of client data integrity Agreed business protocols not Agreed businesses protocols are
Business Processes being consistently applied in consistently followed and . Increased use of electronic banking by daily team operations embedded in team operations clients . Complaint resolution . Adherence to client migration protocols
Satisfactory individual credit conduct to be assessed by the Team EM with input from Risk and reference to the following factors: . Watch list items to be added and
Credit Management updated in a timely manner
Not Applicable Satisfactory rating not achieved Satisfactory rating achieved from . Material CAA breaches from assessment assessment . Annual reviews greater than 30 days
overdue to be less than 10% . High risk lenders report compliance score to be greater than 80%
. Ensure that a culture of "Risk Ownership" is championed within Private Bank in accordance with our Line One risk management respons bilities . Including compliance Failure to comply, including the incurring of an operational loss as a result of the failure to follow policy or
Operational Risk with all policies, procedures and procedures, could warrant a forfeiture of or reduction in STI payment Management delegations. Ensure a constructive and
collaborative engagement is maintained subject to the discretion of your GM or EGM
with Risk Management (Line Two) and Group Audit (Line Three) with a culture of early engagement, prompt escalation and no surprises.
Individual has completed all of their Group Group Mandatory Leaming and
Training Mandatory Leaming and Required CPD
CPD Training requirements not Not Applicable hours based on their job role. Measured by
met Peoplelink Leaming reports.
A Satisfactory rating must be obtained for each of the above criteria to qualify for STI participation.
100% of Group Mandatory Leaming and CPD Training requirements met
Conmonwealth Private
Commonwealth Private
KPI Framework – Associate Private BankersKey Result Area (KRA)
KRAWeighting
Key Performance Indicator (KPI)
2014/15Weighting
UnsatisfactoryPerformance
needs development
Valued contribution
Superior contribution
Exceptional contribution
Client Service 40%
Team Client Satisfaction Survey rating*Aggregation of team PB/PCM
30% <85% 85 - <88% 88 – 95% >95 – 97.5% >97.5%
Team Net Promoter Score 10% <25% 25% - <50% 50% - <65% 65% -80% >80%
Business Outcomes 20% Team Banking Revenue 20% <85% Revenue
Plan85 – <100% Revenue Plan
100 – 110% Revenue Plan
>110-115 % Revenue Plan
>115% Revenue Plan
Productivity 40%
Promotion of Banking Self Service Activities :• Core Banking use of
functionality, account opening, closing, switches and refunds
CommSee and workbench data integrity
10%
Rarely or does not meet productivity targets nor completes assigned tasks within agreed timeframes and/or rarely or does not deliver quality outcomes.
Banking Self Service targets not met
CommSee and workbench data consistently incomplete
Banking Self Service targets met
CommSee and workbench data consistently up to date
Valued contribution PLUS proactively supports the Banker in delivering to client needs and evidence of productivity improvements.
Superior contr bution PLUS evidence of improved client outcomes or productivity improvements implemented in other teams.
Volume of applications in CCL and CHL (mandatory) as relevant to your role 20% No application or
proficiency
<90% CHL applications are accurate
Consistently meet minimum CHL credit application standards (>90% accurate)
Consistently 100% CHL applications accurateAND minimum CCL standards consistently met
100% CHL and 100% CCL
Minimise number of applications with exceptions (Lending Services)
10%Percentage of applications with exceptions >50%
Percentage of applications with exceptions >30%
Percentage of applications with exceptions >20%
Percentage of applications with exceptions >10%
Percentage of applications with exceptions >5%
CBA.0001.0459.0956
Commonwealth Private
STI Eligibility Criteria – Private Wealth ManagersGate Opener Method of Measurement Unsatisfactory Performance needs development Satisfactory
ComplianceAccumulated points system from Compliance reviews with Management and Compliance overlay
Not Applicable
18+ points accumulated for each consecutive reviewORAn ASIC reportable breach from any review
< 18 accumulated points for each consecutive review and no reportable ASIC breaches
Training
Individual has completed all of their Group Mandatory Learning and Required CPD hours based on their job role. Measured by Peoplelink Learning reports.
Group Mandatory Learning and CPD Training requirements not met
Not Applicable100% of Group Mandatory Learning and CPD Training requirements met
Business Processes
Adherence to agreed protocols in following areas:• Personal Profiles• Maintaining all client data accurately in
Xplan• Client Meeting protocols• Advisory Business Rules• CPO rules of engagement• Complaint resolution
Agreed Business Processes not being consistently applied in daily team operations
Agreed Businesses Processes are consistently followed and embedded in team operations
Operational Risk Management
• Ensure that a culture of “Risk Ownership” is championed within Private Bank in accordance with our Line One risk management responsibilities . Including compliance with all policies, procedures and delegations. Ensure a constructive and collaborative engagement is maintained with Risk Management (Line Two) and Group Audit (Line Three) with a culture of early engagement, prompt escalation and no surprises.
Failure to comply, including the incurring of an operational loss as a result of the failure to follow policy or procedures, could warrant a forfeiture of or reduction in STI payment
subject to the discretion of your GM or EGM
A Satisfactory rating must be obtained for each of the above criteria to qualify for STI participation.
CBA.0001.0459.0957
Commonwealth Private
KPI Framework – Private Wealth Manager (Strategic & Investment) and former Private Client Advisers
Key Result Area (KRA)
KRA Weighting
Key Performance
Indicator (KPI)
2014/15Weighting
UnsatisfactoryPerformance
needs development
Valued contribution
Superior contribution
Exceptional contribution
Client Service 30%
Individual Client satisfaction survey rating
15% <80% 80-85% >85 – 92.5% 92.6 – 97.5% >97.5%
Team Net Promoter Score 15% <25% 25% - <50% 50% - <65% 65% -80% >80%
Business Outcomes 60%
Advisory Revenue Plan- Individual
20% <85% 85 – <100% 100 – 110% >110-115% >115%
Advisory and Banking Revenue Plan – Team(s)
20% <85% 85 – <100% 100 – 110% >110-115% >115%
Team FUA revenue 20% <85% 85 – <100% 100 – 110% >110-115% >115%
Productivity 10%New clients (at least 50% new to Bank)*
10% <2 2 to 3 4 to 6 7 to 8 >= 9
* New client is defined as a new relationship to Private earning more than $15,000 in annualised revenue as confirmed by finance. If the client is non new to bank (ie migrated from another area of the Group) any existing revenue counts towards the $15,000.
CBA.0001.0459.0958
Commonwealth Private
KPI Framework – Private Wealth Manager Insurance
Key Result Area (KRA)
KRA Weighting
Key Performance Indicator (KPI)
2014/15Weighting
UnsatisfactoryPerformance
needs development
Valued contribution
Superior contribution
Exceptional contribution
Client Service 30%
Individual Client Satisfaction survey rating
15% <80% 80-85% >85 – 92.5% 92.6 – 97.5% >97.5%
Team Net Promoter score 15% <25% 25% - <50% 50% - <65% 65% -80% >80%
Business Outcomes 60%
Advisory Revenue Plan- Individual 40% <85% 85 – <100% 100 – 110% >110-115% >115%
Advisory Revenue Plan – Team(s) 20% <85% 85 – <100% 100 – 110% >110-115% >115%
Productivity 10%New clients (at least 50% new to Bank)*
10% <1 1 to 2 3 to 4 5 to 6 7
* New client is defined as a new relationship to Private earning more than $15,000 in annualised revenue as confirmed by finance. If the client is non new to bank (ie migrated from another area of the Group) any existing revenue counts towards the $15,000.
CBA.0001.0459.0959
Commonwealth Private
KPI Framework – Private Wealth Manager (Servicing)
Key Result Area (KRA)
KRA Weighting
Key Performance Indicator (KPI)
2014/15Weighting
UnsatisfactoryPerformance
needs development
Valued contribution
Superior contribution
Exceptional contribution
Client Service 40%
Individual Client Satisfaction survey rating
30% <80% 80-85% >85 – 92.5% 92.6 – 97.5% >97.5%
Team Net Promoter score 10% <25% 25% - <50% 50% - <65% 65% -80% >80%
Business Outcomes 50%
Advisory Revenue Plan- Individual 20% <85% 85 – <100% 100 – 110% >110-115% >115%
Advisory Revenue Plan – Team(s) 20% <85% 85 – <100% 100 – 110% >110-115% >115%
Individual Client retention 10% <85% 85 – <100% 100 – 110% >110-115% >115%
Productivity 10% Team FUA revenue 10% 10% <85% 85 – <100% 100 – 110% >110-115%
* New client is defined as a new relationship to Private earning more than $15,000 in annualised revenue as confirmed by finance. If the client is non new to bank (ie migrated from another area of the Group) any existing revenue counts towards the $15,000.
CBA.0001.0459.0960
Commonwealth Private
STI Eligibility Criteria – Private Wealth Associates TeamGate Opener Method of Measurement Unsatisfactory Performance needs development Satisfactory
ComplianceAccumulated points system from Compliance reviews with Management and Compliance overlay
Not Applicable
18+ points accumulated for each consecutive reviewORAn ASIC reportable breach from any review
< 18 accumulated points for each consecutive review and no reportable ASIC breaches
Training
Individual has completed all of their Group Mandatory Learning and Required CPD hours based on their job role. Measured by Peoplelink Learning reports.
Group Mandatory Learning and CPD Training requirements not met
Not Applicable100% of Group Mandatory Learning and CPD Training requirements met
Business Processes
Adherence to agreed protocols in following areas:• Personal Profiles• Maintaining all client data accurately in
Xplan• Client Meeting protocols• Advisory Business Rules• CPO rules of engagement• Complaint resolution
Agreed Business Processes not being consistently applied in daily team operations
Agreed Businesses Processes are consistently followed and embedded in team operations
Operational Risk Management
• Ensure that a culture of “Risk Ownership” is championed within Private Bank in accordance with our Line One risk management responsibilities . Including compliance with all policies, procedures and delegations. Ensure a constructive and collaborative engagement is maintained with Risk Management (Line Two) and Group Audit (Line Three) with a culture of early engagement, prompt escalation and no surprises.
Failure to comply, including the incurring of an operational loss as a result of the failure to follow policy or procedures, could warrant a forfeiture of or reduction in STI payment
subject to the discretion of your GM or EGM
A Satisfactory rating must be obtained for each of the above criteria to qualify for STI participation.
CBA.0001.0459.0961
Commonwealth Private
18 /
KPI Framework – Private Wealth Associates – TeamKey Result Area (KRA)
KRA Weighting
Key Performance Indicator (KPI)
2014/15Weighting
UnsatisfactoryPerformance
needs development
Valued contribution
Superior contribution
Exceptional contribution
Client Service 30%
Aggregation of Client Satisfaction Survey ratings for Advisory Colleagues in Team
20% <80% 80- 85% >80 -92.5% >92.5-97.5% >97.5%
Team Net promoter score 10% <25% 25% - <50% 50% - <65% 65% -80% >80%
Business Outcomes 30% Team Advisory
Revenue 30% <85% Revenue Plan 85 – <100% Revenue Plan
100 – 110% Revenue Plan
>110-115 % Revenue Plan
>115% Revenue Plan
Productivity 40%
Proficient application of Advisory Minimum Standards including:• Completed Terms
of Engagement (XPLAN)
• SAA set up in XPLAN
• Use of approved SoA templates & reports XPLAN
• Use of IOS for Trade Execution
• XPLAN Threads followed for Key Advisory processes
• Annual Review management no more than 10% are 30 days overdue
40%
Rarely or does not apply Advisory Minimum Standards within agreed timeframes and/or rarely or does not deliver quality outcomes.
Inconsistently applies Advisory Minimum Standards within agreed timeframes and/or inconsistently delivers quality outcomes.
Consistently applies Advisory Minimum Standards within agreed timeframes and at quality.
Consistently applies Advisory Minimum Standards within agreed timeframes and at quality, and proactively supports the PWM’s in delivering to client needs.
Consistently applies Advisory Minimum Standards within agreed timeframes and at quality, proactively supports the PWM’s in delivering to client needs and contributes to process improvement to deliver enhanced quality outcomes.
CBA.0001.0459.0962
Commonwealth Private
STI Eligibility Criteria – Private Wealth Associates NAS
Gate Opener Method of Measurement Unsatisfactory Performance needs development Satisfactory
ComplianceAccumulated points system from Compliance reviews with Management and Compliance overlay
Not Applicable
An overall “Needs Improvement” compliance rating for 3 teams on a national basis
An overall “Satisfactory” compliance rating for all teams nationally
Business Processes
Adherence to agreed protocols in following areas:• Advice Process• Peer Review• House Views• Xplan
Not Applicable Agreed Business Processes not being consistently applied in daily team operations
Agreed Businesses Processes are consistently followed and embedded in team operations
Training/Development
Colleagues have a quality Individual Development Plan. Individual has completed all of their Group Mandatory Learning and Required CPD hours based on their job role. Measured by Peoplelink Learning reports.
Group Mandatory Learning and CPD Training requirements not met
Not Applicable
Personal Development Plan in place and being actioned. 100% of Group Mandatory Learning and CPD Training requirements met
ComplianceAccumulated points system from Compliance reviews with Management and Compliance overlay
Not Applicable
An overall “Needs Improvement” compliance rating for 3 teams on a national basis
An overall “Satisfactory” compliance rating for all teams nationally
CBA.0001.0459.0963
Commonwealth Private
20 /
KPI Framework – Private Wealth Associates – NAS
Key Result Area (KRA)
KRA Weighting
Key Performance Indicator (KPI)
2014/15Weighting
UnsatisfactoryPerformance
needs development
Valued contribution
Superior contribution
Exceptional contribution
Client Service 30%
National Advisory Client Satisfaction survey
10% <70% 70- <85% 85-<90% 90-<95% >95%
APBC Client Satisfaction Survey composite score
10% <70% 70- <80%80% - 85%Or number 1
>85% or number 1
>85% and number 1
NAS ICSM survey 10% <50% 50-60% 60-70% 70-80% >80%
Business Outcomes 30% National Advisory
Revenue 30% <85% Revenue Plan 85 – <100% Revenue Plan
100 – 110% Revenue Plan
>110-115 % Revenue Plan
>115% Revenue Plan
Productivity 40%
Proficient application of National Advisory Services Process:• Follows NAS
SOPs• Quality of work
(accuracy, internal and external assessment)
• SoA turn around times (within agreed timeframe)
• Continuous improvement ideas (2 pa)
40%
Rarely or does not apply National Advisory Services Process within agreed timeframes and/or rarely or does not deliver quality outcomes
Inconsistently applies National Advisory Services Process within agreed timeframes and/or inconsistently delivers quality outcomes.
Consistently applies National Advisory Services Process within agreed timeframes and at quality.
Consistently applies National Advisory Services Process within agreed timeframes and at quality, and proactively supports the IAS team
Consistently applies National Advisory Services Process within agreed timeframes and at quality, proactively supports the IAS team in delivering to client needs and contributes to process improvement to deliver enhanced quality outcomes.
CBA.0001.0459.0964
Commonwealth Private
21 /
STI Eligibility Criteria – IAS
Satisfactory rating must be obtained for each of the above criteria to qualify for STI participation.
Gate Opener Method of Measurement Unsatisfactory Performance needs development Satisfactory
Compliance(Advice Team)
Accumulated points system from Compliance reviews with Management and Compliance overlay
Not Applicable
An overall “Needs Improvement” compliance rating for 3 teams on a national basis
An overall “Satisfactory” compliance rating for all teams nationally
Business Processes
Adherence to agreed protocols in following areas:• CEP, DAA, STTI & MF• Advisory Minimum Standards• Lawlex requirements
Not Applicable
Agreed Business Processes not being consistently applied in daily team operations
Agreed Businesses Processes are consistently followed and embedded in team operations
Risk ManagementIndependent review (eg .via ops risk, credit risk, group security etc) plus IAS GM and EM assessment of Advisory risk behaviours
Not Applicable Satisfactory rating not achieved
Satisfactory independent review rating and compliant risk behaviours rating
Development
Colleagues have a quality Individual Development Plan. Have completed all of their mandatory training hours and training components based on their job role’s Learning Pathway
CPD Training requirements not met N/A
Personal Development Plan in place and being actioned. CPD Training requirements met
CBA.0001.0459.0965
CBA.0001.0459.0966
Commonwealth Private
KPI Framework - General Manager IAS
Key Result Area Key Performance 2014115 Performance Needs Valued Exceptional (KRA) Max Weighting Indicator (KPI) Weighting
Unsatisfactory Development Contribution Superior Contribution Contribution
National Net Promoter 10% <25% 25% - <50% 50% - <65% 65% -80% >80%
score
Client Service 30% APBC Client Satisfac ion Survey composite score 10% <70% 70- <80%
80% - 85% >85% or number 1 >85% and number 1
Or number 1
IAS Team ICSM survey 10% <50% 50-60% 60-70% 70-80% >80%
National Advisory revenue 20% <85% Revenue Plan 85 - <100% Revenue 100 - 110% >110-115 % Revenue >115% Revenue Plan Plan Revenue Plan Plan
Business 40% Private Bank NPAT and
20% <85% CP Profit & PACC 85 - <100% CP Profit 100 - 110% Profit >1 10-115%CP Profit& >115%CP Profit & PACCplan Plan and PACC Plan and PACC Plan PACC Plan PACC Plan
Productivity 15% FUA Revenue 15% <85% 85 - <100% 100 - 110% >1 10- 115% >115%
Own and team's development plans are in place and are
own and team's Own and team's consisten 1y actioned.
Demonstrable progress Own and/or team's development plans development plans are in Is a role model in
against key people development plans are are in place and are place and are seeking opportunities to
indicators including Own and/or team's not in place and are consistently consistently actioned. develop self and others
diversity, EM talent development plans are not not consistenuy ac ioned. Proactively looks for and has demonstrated
management, safety, in place and/or does not actioned and/or Consistently creates opportunities to develop success in this. IS a
People turnover, absenteeism and create and lead an inconsistently creates and leads an self and o hers. Is role model in
Engagement 15% the quality and timeliness of 15% engaging, collaborative and leads an engaging, consistent in proac ively proactively creating and
PFRs and quality and positive team and engaging, collaborative collabora ive and creating and leading an leading an engaging,
development plans. work environment Does and positive team and positive team and engaging, collaborative collaborative and
Demonstrable management not create an environment work environment. work environment. and positive team and positive team and work of safety in the workplace. lnconsistenUy creates Consistently creates work environment. environment with
of colleagues performance an environment of an environment of Proactive in creating an demonstrated success where required (EEPP). safety in the workplace. safety in the environment of safety in in delivering outcomes.
workplace. the workplace. Is a role model in creating an environment of safety in the workolace.
CBA.0001.0459.0967
Commonwealth Private
KPI Framework IAS Team (EM's and People Managers) Key Result Area Max Key Performance 2014115 Perfonnance Valued Superior Exceptional
(KRA) Weighting Indicator (KPI) Weighting Unsatisfactory Needs Contribution Contribution Contribution
Development
National Net Promoter 10% <25% 25% - <50% 50% - <65% 65% -80% >80%
score
Client Service 30% APBC Client Satisfaction Survey composite score 10% <70% 70- <80%
80% - 85% >85% or number 1 >85% and number 1
Or number 1
IAS Team ICSM survey (plus NAS ICSM survey for 10% <50% 50-60% 60-70% 70-80% >80% HoAI
National Advisory revenue 15% <85% Revenue Plan 85 - <100% Revenue 100 - 110% >110-115 %
>115% Revenue Plan Plan Revenue Plan Revenue Plan
FUA Revenue 10% <85% 85 - <100% 100- 110% >110 - 115% >115%
Business 55% Outcomes
Completion of Completion of
Delivery of investment and More than 1 major agreed IAS agreed IAS Completion of agreed IAS 1 major milestone not milestones per milestones per milestones per quarter and
advisory capabilities/90 30% milestone not achieved per quarter quarter with quarter and 1-2 2-3 additional tasks Day Plan achieved per quarter
positive feedback additional tasks completed by the business completed
Delivery of productivity Initiatives More than 3 Initiatives
Initiatives not Initiatives More than 3 delivered on time to Productivity 5%
initiatives as identified 5% delivered on time
inconsistently delivered on time Initiatives delivered scope that deliver material
and agreed (min 3 in and to scope
delivered on time and to scope on time to scope economic benefit to the
team during the year) and to scope business
Own and team's Own and team's
Own and/or team's Own and team's development plans development plans are in Demonstrable progress development plans are in place and are against key people Own and/or team's development plans
are in place and consistently actioned. place and are consistently
indicators including development plans are not in place and are consistently Proactively looks for
actioned. Is a role model in
diversity, talent are not in place are not consistently actioned. opportunities to
seeking opportunities to
management , safety, and/or does not actioned and/or Consistently develop self and
develop self and others and
turnover, absenteeism create and lead an inconsistently creates creates and leads others. Is consistent
has demonstrated success
People and the quality and engaging, and leads an an engaging, in proactively
in this. Is a role model in
Engagement 10% timeliness of PFRs and 10% collaborative and engaging,
collaborative and creating and leading proactively creating and
quality development positive team and collaborative and positive team and an engaging, leading an engaging,
plans. work environment. positive team and work environment. collaborative and
collaborative and positive
Demonstrable Does not create an work environment.
Consistently positive team and team and work environment
environment of Inconsistently creates with demonstrated success management of safety in the an environment of creates an work environment.
in delivering outcomes. Is colleagues performance workplace. safety in the
environment of Proactive in creating a role model in creating an
where required (EEPP). workplace. safety in the an environment of
.en'li f safe~the workplace. safet4 -23 workola~~ .. --- ~ .
, r 11val1;;; r
Commonwealth Private
24 /
KPI Framework IAS Team (Non-People Managers)
Key Result Area (KRA)
Max Weighting
Key Performance Indicator (KPI)
2014/15Weighting
UnsatisfactoryPerformance
Needs Development
Valued Contribution
Superior Contribution
Exceptional Contribution
Client Service 30%
National Advisory Client Satisfaction survey 10% <70% 70- <85% 85-<90% 90-<95% >95%
APBC Client Satisfaction Survey composite score
10% <70% 70- <80%80% - 85%Or number 1
>85% or number 1
>85% and number 1
IAS ICSM survey 10% <50% 50-60% 60-70% 70-80% >80%
Business Outcomes 60%
National Advisory revenue 15% <85% Revenue Plan 85 – <100%
Revenue Plan100 – 110% Revenue Plan
>110-115 % Revenue Plan
>115% Revenue Plan
FUA Revenue 15% <85% 85 – <100% 100 – 110% >110 – 115% >115%
Delivery of investment and advisory capabilities/90 Day Plan
30%More than 1 major milestone not achieved per quarter
1 major milestone not achieved per quarter
Completion of agreed IAS milestones per quarter with positive feedback by the business
Completion of agreed IAS milestones per quarter and 1-2 additional tasks completed
Completion of agreed IAS milestones per quarter and 2-3 additional tasks completed
Productivity 10%
Delivery of productivity initiatives as identified and agreed (min 2 during the year)
10%Initiatives not delivered on time and to scope
Initiatives inconsistently delivered on time and to scope
Initiatives delivered on time and to scope
More than 2 Initiatives delivered on time to scope
More than 2 Initiatives delivered on time to scope that deliver material economic benefit to the business
CBA.0001.0459.0968
Commonwealth Private
STI Eligibility Criteria – CPO
Gate Opener Method of Measurement Unsatisfactory Performance needs development Satisfactory
Compliance(Client Facing Roles)
Accumulated points system from Compliance reviews with Management and Compliance overlay Not Applicable An overall “Needs Improvement”
compliance rating An overall “Satisfactory” compliance rating
Risk Management
Ensure that an understanding of ‘risk ownership” is applied in compliance with all policies, procedures and delegations. Ensure that all instances of breakdown of policies, procedure and delegations are raised as soon as they occur
Failure to comply, including the incurring of an operational loss as a result of the failure to follow policy or procedures, could warrant a forfeiture of or reduction in STI paymentsubject to the discretion of your GM or EGM
Business ProcessesAdherence to agreed protocols in following areas:• Client Meeting protocols• Complaint resolution
Agreed business protocols not being consistently applied
Agreed businesses protocols are consistently followed and embedded
Training
Colleagues in Team have completed all of their Group Mandatory Learning and Required CPD hours based on their job role. Measured by Peoplelink Learning reports.
Team Group Mandatory Learning and CPD Training requirements not met
Not Applicable100% of Team Group Mandatory Learning and CPD Training requirements met
A Satisfactory rating must be obtained for each of the above criteria to qualify for STI participation.
CBA.0001.0459.0969
CBA.0001.0459.0970
Commonwealth Private
KPI Framework - Head of CPO
Key Result Area Max Key Performance Indicator 2014115 Performance
(KRA) Weighting (KPI) Weighting Unsatisfactory Requires
Valued contribution superior Exceptional
Development contribution contribution
Client satisfac ion survey (join ly 10% <85% 85-88% >88-95% >95 - 97.5% >97.5% managed d ients}
Client Service 30% APBC Client Satisfaction Survey 10% <70% 70- <80%
80%-85% >85% or number 1 >85% and number 1
composite score Or number 1
National Net Promoter score 10% <25% 25%- <50% 50%- <65% 65% -80% >80%
Revenue Plan - CPO $6.1m for 20% <85% 85-<100% 100 - 110% >110 - 115% >11 5%
FY15
Private Bank NPAT and PACC 20%
<85% CP Profit & 85 - <100% CP Profit 100 - 110% Profit and >110-115%CP Profit & >115%CP Proflt& Business plan PACC Plan and PACC Plan PACC Plan PACC Plan PACC Plan Outcomes 55%
Net New Funds under Advice 15% <85% 85-<100% 100 - 110% >110 - 115% >11 5% (FY15) of $260 million
Lead and develop a high performing, collaborative and
engaged team.
Team progress against . performance & development Performance Performance delivers planning Performance fails to sometimes delivers
Performance delivers Performance delivers outstanding outcomes
People consistent. reliable and Engagement 15% . Talent and succession 15% deliver role outcomes role outcomes, but
effective outcomes and high quality outcomes and delivers a
planning or contribution further improvement is the contribu ion
and often exceeds the contribution that . People & Culture survey required. needed to contribute required .
expected contribution. always surpasses
feedback as required. expectations.
. People metrics: e.g. safety, leave management, turnover,
absenteeism
Gate Opener - Risk Has not complied Has partially complied Has fully complied with
Management 0% Please see STI eligibility criteria 0% with risk management with risk management risk management assessment assessment assessment
Conmonwealth Private /
Commonwealth Private
KPI Framework – Executive Manager, CPO
Key Result Area (KRA)
KRA Weighting
Key Performance Indicator (KPI)
2014/15Weighting
UnsatisfactoryPerformance
Requires Development
Valued contribution
Superior contribution
Exceptional contribution
Client Service 20%
Client satisfaction survey (jointly managed clients) 10% <85% 85 - 88% >88 – 95% >95 – 97.5% >97.5%
National Net Promoter score 10% <25% 25% - <50% 50% - <65% 65% -80% >80%
Business Outcomes 70%
Revenue Plan for FY15 at $2,725,000 40% <85% 85 – <100% 100 – 110% >110 – 115% >115%
Net New Funds under Advice (FY15) of $89m 30% <85% 85 – <100% 100 – 110% >110 – 115% >115%
People Engagement 10%
Lead and develop a high performing, collaborative and
engaged team.Team progress against
• performance & development planning
• Talent and succession planning
• People & Culture survey feedback
• People metrics: e.g. safety, leave management,
turnover, absenteeism
10%
Performance fails to deliver role outcomes
or contribution required.
Performance sometimes delivers role outcomes, but
further improvement is needed to contribute
as required.
Performance delivers consistent, reliable
and effective outcomes and the
contribution required.
Performance delivers high quality outcomes and often exceeds the expected contribution.
Performance delivers outstanding outcomes
and delivers a contribution that
always surpasses expectations.
Gate Opener – Risk Management 0% Please see STI eligibility criteria 0%
Has not complied with risk
management assessment
Has partially complied with risk management
assessment
Has fully complied with risk management
assessment
CBA.0001.0459.0971
Commonwealth Private
KPI Framework – CPO Head of InvestmentsKey Result Area
(KRA)Max
WeightingKey Performance Indicator
(KPI)2014/15
WeightingUnsatisfactory
Performance Requires
DevelopmentValued contribution Superior
contribution Exceptional contribution
Client Service 20%
Client satisfaction survey (jointly managed clients) 10% <85% 85 - 88% >88 – 95% >95 – 97.5% >97.5%
National Net Promoter score 10% <25% 25% - <50% 50% - <65% 65% -80% >80%
Business Outcomes 50%
Revenue Plan – CPO/$6.1m for FY15 30% <85% 85 – <100% 100 – 110% >110 – 115% >115%
Contribution to Net New Funds under Advice (FuA) of $260m 20% No involvement in
client meetings
Lit le involvement in client meetings /
process
Involved in proactive client engagement
leading to new / additional funds to be
invested
Significant proactive involvement in client engagement leading to new / additional
funds to be invested
Identified as key contributor in
proac ive client engagement leading to significant new /
additional funds to be invested
People Engagement 10%
Lead and develop a high performing, collaborative and
engaged team.Team progress against
• performance & development planning
• Talent and succession planning
• People & Culture survey feedback
• People metrics: e.g. safety, leave management, turnover,
absenteeism
10%Performance fails to
deliver role outcomes or contribution
required.
Performance sometimes delivers role outcomes, but further
improvement is needed to contribute as
required.
Performance delivers consistent, reliable and effective outcomes and
the contribution required.
Performance delivers high quality outcomes and often exceeds the expected contribution.
.Performance delivers outstanding outcomes
and delivers a contribution that always surpasses expectations.
Special Tasks 20%
Development, implementation and oversight of investment process
(engagement with external providers and key internal
resources, establishing of CPO profile in he broader group;
ensuring consistent performance and process being adhered to by
CPO team). Meaningful contribution to the IAS protocols
and processes
20%
Inconsistent delivery of portfolio
implementation and monitoring that results
in genuine client complaints. Portfolios are not implement in
line wi h CPO Business Rules. No support provided to
IAS
Inconsistent delivery of portfolio
implementa ion and monitoring.
Inconsistent support provided to IAS
All portfolios implemented according
to key principles and client needs, and
monitored accordingly. Consistent support provided to the IAS
team
All portfolios implemented according
to key principles and client needs, risk adjusted portfolio
performance is above expecta ion. Clients
investment satisfac ion and understanding of
portfolio performance is high. Superior support
provided to the IAS team
Thinking ahead of future needs and
implementation beyond current needs.
Developing investment solutions that are truly bespoke but in keeping with CPB Investment
Principles. Investment thought leadership that is recognised by peers and clients. Exceptional support provided to the
IAS team
CBA.0001.0459.0972
CBA.0001.0459.0973
Commonwealth Private
KPI F ramewor k - CPOH ea d f O 0 oera r ions
Key Result Area Key Performance Indicator 2014115 Performance Valued contribution Superior Exceptional
(KRA) Max Weighting
(KPI) Weighting Unsatisfactory Requires contribution contribution
Development
Client satisfaction survey (jointly 10% <85% 85-88% >88 - 95% >95 - 97.5% >97.5% managed dients}
Client Service 20%
National Net Promoter score 10% <25% 25% - <50% 50% - <65% 65% -80% >80%
Revenue Plan - CP0/$6.1m for 25% <85% 85 - <100% 100 - 110% >110 - 115% >115%
FY15
Improved systems Exceptionally
Minimal issues that enhanced client
Business Systems issues that hinder a seamless
Consistently achieve a that noticeably experience due to 65% Continued systems hinder a seamless d ient experience seamless client enhance the client improved systems Outcomes improvements. new operational d ient experience experience experience
AND AND features. opera ional risk 40% AND AND AND
Constant and formal compliance and ongoing No discussions or Some discussions Frequent discussions or Regular discussions
business continuity cooperation between or cooperation cooperation between or cooperation discussions or
between CPO and cooperation between CPO and IAS Ops
IASOps CPO and IAS Ops between CPO and CPO and IAS Ops IASOps
Lead and develop a high performing, collaborative and
engaged team. Team progress against Performance Performance delivers . performance & sometimes delivers Performance delivers outstanding
People development planning Performance fails to role outcomes. but Performance delivers high quality outcomes outcomes and 15% . Talent and succession 15% further consistent, reliable and
Engagement planning deliver role outcomes improvement is effective outcomes and and often exceeds delivers a
. People & Culture survey or contribution required. needed to the contribution required. the expected contribution that
feedback contribute as contribution. always surpasses
. People metrics: e.g. safety, required . expectations.
leave management, turnover, absenteeism
Has not complied with Has partially
Has fully complied with Gate Opener - 0% Please see STI eligibility criteria 0% risk management
complied with risk risk management
Risk Management assessment management assessment
assessment
Conmonwealth Private /
CBA.0001.0459.0974
Commonwealth Private
KPI Framework - CPO Practice Manager
Key Resutt Area Max Key Performance Indicator 2014115 Performance Valued contribution Superior Exceptional Unsatisfactory Requires
(KRA) Weighting (KPI) Weighting Development contribution contribution
Client satisfaction survey ijointly 10% <85% 85 - 88% >88 - 95% >95 - 97.5% >97.5%
managed clients) Client Service 20%
National Net Promoter score 10% <25% 25% - <50% 50% - <65% 65%-80% >80%
Revenue Plan - CPO/ $6.1 m for 30% <85% 85- <100% 100 - 110% >110- 115% >115% FY 15
Identified as key Business
40% Involved in proactive Significant proactive contributor in Outcomes Little involvement in client engagement involvement in client proactive dient
Contribution to Net New Funds 10%
No involvement in d ient meetings I leading to new I engagement leading engagement leading under Advice (FuA) of $260m client mee ings process additional funds to to new I additional to significant new I
be invested funds to be invested additional funds to be invested
Processes are Processes are not incorporated to such
Processes are Processes have only effective, but an extent that they poony managed. significant gaps that Processes are also efficient, are smooth,
team is not have not been effective, team is compliance and seamless and compliant and have rectified mosUy compliant and group wide require lit le not fully completed appropriately, team group Wide requirements are attention;
Continuous development of mandatory group is unaware of requirements are entrenched into CPO. compliance & group Wide initiatives. No compliance/mandato followed. Regular Consistently strong Wide requirements
industry best practices and proactive updates ry group Wide updates and engagement with the exceed what is diversifying and strengthening and learnings requirements. learnings provided to team with the expected of CPO.
Special Tasks 40% knowledge base in wealth 40% provided to the Inconsistent updates the team delivery of regular Outstanding support management subject matter team and learnings AND updates and provided to the team
AND AND proVided to the team learnings when delivering Frequent discussion
Collaboration with IAS No discussion or AND or cooperation AND learning to the team
cooperation Some discussion or between CPO and Regular discussion AND between CPO and cooperation between IAS and cooperation Constant and formal
IAS CPO and IAS Strategic/Insurance between CPO and discussion and Strategic/Insurance strategic/Insurance Advice IAS cooperation between
Advice AdVice Strategic/Insurance CPO and IAS Advice Strategic/Insurance
Advice
Gate Opener -Has not complied with Has partially complied Has fully complied with
Risk Management 0% Please see STI eligibility criteria 0% risk management With risk management risk management assessment assessment assessment
Conmonwealth Private /
Commonwealth Private
31 /
STI Eligibility Criteria – Business Development & Operations
Gate Opener Method of Measurement Unsatisfactory Performance needs development Satisfactory
Risk Management
Ensure that an understanding of ‘risk ownership” is applied in compliance with all policies, procedures and delegations. Ensure that all instances of breakdown of policies, procedure and delegations are raised as soon as they occur
Failure to comply, including the incurring of an operational loss as a result of the failure to follow policy or procedures, could warrant a forfeiture of or reduction in STI paymentsubject to the discretion of your GM or EGM
Development
Colleagues have a quality Individual Development Plan. Have completed all of their mandatory training hours and training components based on their job role’s Learning Pathway
CPD Training requirements not met N/A
Personal Development Plan in place and being actioned. CPD Training requirements met
Training
Colleagues in Team have completed all of their Group Mandatory Learning and Required CPD hours based on their job role. Measured by Peoplelink Learning reports.
Team Group Mandatory Learning and CPD Training requirements not met
Not Applicable100% of Team Group Mandatory Learning and CPD Training requirements met
Satisfactory rating must be obtained for each of the above criteria to qualify for STI participation.
CBA.0001.0459.0975
Commonwealth Private
KPI Framework - BOO People Managers Key Result Max Key Performance 2014115
Performance Needs Unsatisfactory Development
Area (KRA) Weighting Indicator (KPI) Weighting
National Net Promoter score 10% <25% 25% - <50%
Client 20% Service
National APBC survey 10% <70% 70- <80% rating
Private Bank NPAT 10%
<85% CP Profit & PACC 85 - <100% CP Profit and PACC plan Plan and PACC Plan
Inconsistent delivery of actions (60% to 80%} as agreed within the 90 day action plans and
Minimal I Non delivery of inconsistent -Delivery of 90 Day actions (< 60%} with engagement with Plan actions general mismanagement clients and
Business - Business 50% of clients and stakeholders on
Outcomes 70% Development BAU stakeholders in delivery managing expectations,
of work particularly if work has to be reprioritised due to changing work conditions (eg resource constraints)
Delivery of productivity initiatives as identified
Initiatives not delivered Initiatives inconsistenijy
and agreed (min 3 10% on time and to scope delivered on time and to
during the year} scope
Lead and develop a high performing, collaborative and engaged team. Performance sometimes
People 10% Team progress against
10% Performance fails to deliver delivers role outcomes. Engagement key people metrics and role outcomes or but further improvement
obligations (eg contribution required. is needed to contribute as turnover. succession required. plans. people and culture surveys etc)
32
Valued Contribution
50%- <65%
80%-85%
Or number 1
100 - 110% Profit and PACC Plan
Delivery of majority (80% to 100%) of actions as agreed within the 90 day action plans. Proactive engagement with clients and stakeholders on managing expecta ions, particularly if work has to be reprioritised due to changing work conditions (eg resource constraints)
Initiatives delivered on time and to scope
Performance delivers consistent, reliable and effec ive outcomes and the contribution required.
CBA.0001.0459.0976
Superior Exceptional Contribution
Contribution
65% -80% >80%
>85% or number 1 >85% and number 1
>1 10-115%CP >115%CP Profit & Profit & PACC Plan PACC Plan
Delivery of all actions Delivery of all as agreed in the 90 day actions as agreed action plans. continually in the 90 day action
exceeded expectations plans and of clients and continually stakeholders AND
exceeded delivery of material expectations of clients and initiative (s) over and
stakeholders above the plan expectations
More than 3 More than 3 Initiatives
Initiatives delivered delivered on time to
on time to scope scope that deliver material economic benefit to he business
Performance delivers Performance delivers high quality outcomes outstanding outcomes and often exceeds and delivers a the expected contribution that always contribution. surpasses expectations.
Conmonwealth Private
Commonwealth Private
33 /
KPI Framework – BD&O non People Managers/others
Key Result Area (KRA) Max Weighting Key Performance
Indicator (KPI)2014/15
WeightingUnsatisfactory Performance Needs
DevelopmentValued
ContributionSuperior
ContributionExceptional Contribution
Client Service 20%
National Net Promoter score 10% <25% 25% - <50% 50% - <65% 65% -80% >80%
National APBC survey rating 10% <70% 70- <80%
80% - 85%Or number 1
>85% or number 1 >85% and number 1
Business Outcomes
70%
Private Bank NPAT and PACC plan 10% <85% CP Profit &
PACC Plan
85 – <100% CP Profit and PACC Plan
100 – 110% Profit and PACC Plan
>110-115%CP Profit & PACC Plan
>115%CP Profit & PACC Plan
-Delivery of 90 Day Plan actions- Business Development BAU
60%
Minimal / Non delivery of actions (<60%) with general mismanagement of clients and stakeholders in delivery of work
Inconsistent delivery of actions (60% to 80%) as agreed within the 90 day action plans and inconsistent engagement with clients and stakeholders on managing expectations, particularly if work has to be reprioritised due to changing work conditions (eg resource constraints)
Delivery of majority (80% to 100%) of actions as agreed within the 90 day action plans. Proactive engagement with clients and stakeholders on managing expectations, particularly if work has to be reprioritised due to changing work conditions (eg resource constraints)
Delivery of all actions as agreed in the 90 day action plans and continually exceeded expectations of clients and stakeholders
Productivity 10%
Delivery of productivity initiatives as identified and agreed (min 3 during the year)
10%Initiatives not delivered on time and to scope
Initiatives inconsistently delivered on time and to scope
Initiatives delivered on time and to scope
More than 3 Initiatives delivered on time to scope
More than 3 Initiatives delivered on time to scope that deliver material economic benefit to the business
CBA.0001.0459.0977
Commonwealth Private
KPI Framework - Executive Assistant/Office Manager
Key Result Max Key Performance 2014115 Performance Unsatisfactory Requires Area (KRA) Weighting Indicator (KPI) Weighting Development
Regional Net Promoter score
10% <25% 25% - <50%
Client 20% Service National APBC survey rating 10% <70% 70- <80%
Performance sometimes
Performance delivers role Contr bute towards fails to deliver outcomes, but maximising managers work,
20% role outcomes or further effectiveness, efficiency & contributions improvement is
Business accuracy required needed to 30% Outcomes contr bute as
required
Regional NPAT and PACC <85% CP Profit 85 - <100% CP
10% Profit and PACC plan & PACC Plan
Plan
. Eg: . E Leaming: ensure teams are 100% Performance compliant in accordance sometimes with business rules Performance delivers role . Organisation of team fails to deliver outcomes, but Special 50% events 50% role outcomes or further Tasks . Project Management contributions improvement is
. Collaboration with other required needed to regions/EA's contr bute as
. Continuous required
Improvement
34
Valued contribution
50% - <65%
80% - 85% Or number 1
Performance delivers consistent, reliable and effective outcomes and the contribution required
100 - 110% Profit and PACC Plan
Performance delivers consistent, reliable and effective outcomes and the contribution required
CBA.0001.0459.0978
Superior Exceptional contribution contribution
65% -80% >80%
>85% or number >85% and 1 number 1
Performance Performance delivers delivers high outstanding quality outcomes outcomes and and often exceeds delivers a the expected contribution that contribution always surpasses
expectations
> 110-115%CP > 115%CP Profit & Profit & PACC Plan
PACC Plan
Performance Performance delivers delivers high outstanding quality outcomes outcomes and and often exceeds delivers a the expected contribution that contribution always surpasses
expectations
Conmonwealth Private