fy13 kpi's colleague pack

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Corporate, Specialised & Property Finance FY13 KPI's Colleague Pack Happy Banking an initiative from Bankwest O bankwest CBA.0002.1910.7549

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Page 1: FY13 KPI's Colleague Pack

Corporate, Specialised & Property Finance

FY13 KPI'sColleague Pack

Happy Bankingan initiative from Bankwest

Obankwest

CBA.0002.1910.7549

Page 2: FY13 KPI's Colleague Pack

A word from AlanIn reviewing the key performance indicators for CSP, our Leadership team reflected on what we'd achieved in FY12 andwhat our challenges will be for the business in FY13.

We start the new financial year in a much stronger position than 12 months ago, but there's no doubt we will have tostretch ourselves to reach our goals next year. One of my biggest aspirations is that all colleagues are better off for havingworked in CSP. This was a driving factor in setting our People indicators in particular, but also extends to everything we doat work each day.

There will be a stronger focus on Credit Quality Assurance and Plus Success measures, however our core frameworkremains the same:

• KPI's align to our Strategic Priorities - Sustainable Growth, Productivity, Customer Relationships and People & Culture

• Behaviours align to our values

• Consistent Manager Once Removed (MOR) approval on performance

• KPI's are measured at the most granular level possible, e.g. LOB/Portfolio/colleague level

Please take your time to read through the pack to understand the part you'll play in achieving our goals. If you have anyquestions about how your performance will be measured in FY13, I strongly encourage you to speak to your Manager ordrop me a line with any feedback. Let's all think about what we can contribute to our business and...have fun, go far!

Kind regardsAlan Happy Banking

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Page 3: FY13 KPI's Colleague Pack

What am I being measured on in FY13?

CustomerRelationshipsSustainable Growth Productivity People & Culture

Sales RiskQ>

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-j-J s■a£ UJ2 t/iro 55 co QCD 2KDetails Appendix A, B & C Appendix D & E Appendix F Appendix GRole

65% 10% 15% 10%Heads of CSBE, CSBW, PFW, PFEState Director/Senior Director/RegionalManager____________________________

60% 10% 15% 15%

BDM/Director/Senior RelationshipManager/PFU Associate Director

50% 10% 30% 10%

Relationship Manager/Corporate AssociateDirector

50% 10% 30% 10%

ARM/Analyst 60% 10% 20% 10%30% 40% 20% 10%Head of Operations30% 40% 20% 10%National Sales Support Manager

National Operations Manager 30% 40% 20% 10%

National Manager Franchising 30% 50% 10% 10%30% 40% 20% 10%SSA

Portfolio/Admin Assistant/RSO 30% 40% 20% 10%60% 10% 20% 10%Head of Risk & Portfolio Management60% 10% 20% 10%Director Risk & Portfolio Management

Op Risk Champion 65% 10% 15% 10%

Business Improvement Manager 65% 10% 15% 10%

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Page 4: FY13 KPI's Colleague Pack

How are my KPI's measured?Objective How is it measured?KPI

Asset Sales Target ($) Asset sales will include non-balance sheet assets, e.g.Trade Finance, Asset Finance, Bank Guarantees, etc. asrecorded in SMARTPACC will be measured as a $ figure and reported monthlyvia myMIAsset and liability balance sheet targets will be based onforecasted end FY13 position and sourced from financialreportingNo change to this KPI, based on a rating scale ofUnacceptable, Marginal or AcceptableThese KPI's haven't changed. Reported monthly by BWBRisk ReportingAlignment with the Plus for Risk framework and riskmanagement behaviours as set out in Appendix B & C

PACC Target ($)■

Balance Sheet Target ($)■

SustainableGrowth

Credit Reviews■

RPR's & IOL's■

Risk Management Behaviours■

Plus behaviours demonstrated throughplanning/execution of quality Client Account Plans

Plus success measures - overall RAG status for key Plussuccess measures from Plus reporting as agreed by yourManager and HOD. Refer slides 6 & 7 for more detailPlus success measures for ARM's and equivalent - the useof Plus tools to drive strategic activities and demonstrationthat daily activities are aligned to the Plus role matrixBased on data integrity in reconciliations, transactionprocessing, and cost efficient purchase orders

Productivity

Business efficiency measures for support colleagues■

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Page 5: FY13 KPI's Colleague Pack

How are my KPI's measured?

Objective How is it measured?KPI

BWB external customer satisfaction survey BWB external customer satisfaction survey (where samplesize sufficient)Demonstrated increase in products per customer groupper portfolioInternal customer satisfaction surveys will be introducedfor non-customer facing roles

■ ■

Products per customer group■ ■

CustomerSatisfaction Customer feedback■ ■

People & Culture Team Action Planning People leaders will be measured against the P&C TeamAction planning process and delivery, and meaningful oneon one meetings with their team colleaguesAll other colleagues will be measured on their level ofinvolvement with the P&C Team Action planning anddeliveryAll colleagues will be accountable for completing qualitypersonal development plans

■ ■

■People

■Personal development plans■

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Page 6: FY13 KPI's Colleague Pack

How are Plus Success Measures assessed?

Observations will be based on the below metrics

Your Senior Manager will agree your performance and your Plus Change Coach will aggregate them into an overallRAG status:Does not meetMeetsMeets & Sometimes Exceeds

RedGreenBlue

For example:Portfolio No. Overall RAG Monthly

Status100% qualityCAP'S withCVP -reviewed byPlus Coach

Regularportfoliomeetingsusing Plustools

Plus tools areused regularly | match Plusand drivestrategicactivities

Daily activities Monthly 121swith all

role matrix colleagues inportfolio

Leadercoachingmeetingswithportfolio

Blue911

222 Green

Red199

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Page 7: FY13 KPI's Colleague Pack

How are Plus Success Measures assessed for ARM's?

ARM's will be assessed on which Plus tools you use and how your activities are aligned to the PlusRole matrix:

Does not meet - Plus tools are not regularly used to drive strategic activities- Daily activities do not match Plus role matrix

- Plus tools are not regularly used to drive strategic activities- Daily activities do not match Plus role matrix

Meets

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Page 8: FY13 KPI's Colleague Pack

Appendix APACC Target ($) Balance sheet

Target ($)

Asset and liabilitybalance sheetend position

Asset SalesTarget ($)

Includes non­balance sheet

assets

RPR's & IrregularsCPA

30 Days 60 Days 90 Days 120+ Days Tier 2 Tier 3 Tier 4

Unacceptable >0.40%<100% <100% <100% >0.15% >0.05% >0.00% >1.50% >0.50% >0.10%Does not meetexpectations

Marginal orAcceptable

100%-<110% 100%-<110% 100%-<110% >0.25% -0.40%

>0.10% - <=0.05% <=0.00%0.15%

1.00% - 0.25% - 0.05%-1.50 0.50% 0.10%

Meets expectations

110%-<125% 110%-<125% 110%-<125% >0.10% - >0.05% -0.25% 0.10%

0.75% - 0.10% - >0.00%-<1.00% <0.25% 0.05%

Meets & sometimesexceeds expectations

Exceeds expectations >125% >125% >125% <=0.10% <=0.05% < 0.75% < 0.10% 0.00%

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Page 9: FY13 KPI's Colleague Pack

Appendix BRisk Management Behaviours (Leadership & Frontline Roles)

Does not meet *Does not comply with Plus for Risk (Early Risk Appetite Discussions, Workshops).expectations Is not undertaking the required filtering before commencing Early Risk Appetite discussion.

Unsatisfactory/Needs Improvement adherence to our prescribed Risk Frameworks (CQR/CQ) - [NOTE: 3 Monthly "Red" ratings on CQ assessments will trigger a "Does Not Meets" for RiskKPI/Appraisal].*Evidence of Groups transferring direct to CAM without being on Watch List (or less than 30 days on Watchlist )*Evidence that files with deteriorating trends or material issues are not placed on the Watch List*Evidence of continued poor feedback from Business Credit around early engagement, poor CRS standards and poor overall credit behaviours.*Does not manage risk profile of entire portfolio and is not aware of how all accounts are performing against expectations/forecasts.

Does not comply with all policies and procedures.Does not understand the key Operational Risks of the business and the process for escalating Operational Risk incidents/breaches.Does not understand the key controls associated with the key Operational Risks identified in the end-to-end business processes and does not understand the importance of applying key

controls effectively to mitigate Operational Risks.*Complies with Plus for Risk (Early Risk Appetite Discussions, Workshops).

expectations *Is undertaking the required filtering before commencing Early Risk Appetite discussion.*Satisfactory adherence to our prescribed Risk Frameworks (CQR/CQ).*Evidence of Groups transferring direct to CAM without being on Watch List (or less than 45 days on Watchlist)*Evidence that files with deteriorating trends or material issues are placed on the Watch List.*Evidence of satisfactory feedback from Business Credit around early engagement, CRS standards and overall credit behaviours.*Manages risk profile of entire portfolio and is aware of how all accounts are performing against expectations/forecasts.

Complies with all policies and procedures.Understands the key Operational Risks of the business and the process for escalating Operational Risk incidents/breaches.

*Understand the key controls associated with the key Operational Risks identified in the end-to-end business processes and the importance of applying key controls effectively to mitigateOperational Risks.

Always meets delivery and behaviours for Plus for Risk (Early Risk Appetite Discussions, Workshops).Always undertakes the required filtering before commencing Early Risk Appetite discussion.

*Satisfactory/Best Practice adherence to our prescribed Risk Frameworks (CQR/CQ).expectations *No evidence of Groups transferring direct to CAM without being on Watch List (less than 90 days on Watchlist).

All files with deteriorating trends or material issues are not placed on the Watch List.Feedback from Business Credit that is consistent and high levels of praise and respect around early engagement, CRS standards and overall credit behaviours.

*Leads and manages risk profile of entire portfolio and is aware of how all accounts are performing against expectations/forecasts.Complies with all policies and procedures.Fully understands and practices the key Operational Risks of the business and the process for escalating Operational Risk incidents/breaches.Demonstrates and lives the values of key controls associated with the key Operational Risks identified in the end-to-end business processes and understands the importance of applying key

controls effectively to mitigate Operational Risks.

**

***

Meets

**

Meets &sometimesexceeds

**

**

***

Exceedsexpectations *Always undertakes the required filtering before commencing Early Risk Appetite discussion.

*Best Practice adherence to our prescribed Risk Frameworks (CQR/CQ).*No evidence of Groups transferring direct to CAM without being on Watch List (less than 90 days on Watchlist).All files with deteriorating trends or material issues are not placed on the Watch List.Feedback from Business Credit that is consistent and high levels of praise and respect around early engagement, CRS standards and overall credit behaviours.

*Leads and manages risk profile of entire portfolio and is aware of how all accounts are performing against expectations/forecasts.Complies with all policies and procedures.Fully understands and practices the key Operational Risks of the business and the process for escalating Operational Risk incidents/breaches.Demonstrates and lives the values of key controls associated with the key Operational Risks identified in the end-to-end business processes and understands the importance of applying key

controls effectively to mitigate Operational Risks

Exceeds delivery and behaviours for Plus for Risk (Early Risk Appetite Discussions, Workshops).*

**

***

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Page 10: FY13 KPI's Colleague Pack

Appendix C

Risk Management Behaviours (Support)

Does not meet compliance requirements and does not demonstrate an understanding of the consequences of non­compliance.

Cannot articulate broad risk and compliance definitions and is unable to identify types of events.Does not make manager aware of potential risk events and compliance breaches in timely fashion.Does not promptly report risk events and actual/potential compliance breaches as and when they occur.Does not undertake all training relevant to role (within training framework) within required timeframe.Does not understand the key Operational Risks of the business and the process for escalating Operational Risk

incidents/breachesDoes not understand the key controls associated with the key Operational Risks identified in the end-to-end business

processes and does not understand the importance of applying key controls effectively to mitigate Operational Risks

Meets compliance requirements and demonstrates an understanding of the consequences of non-compliance.Can articulate broad risk and compliance definitions and is able to identify types of events.Makes manager aware of potential risk events and compliance breaches in timely fashion.Promptly reports risk events and actual/potential compliance breaches as and when they occur.Undertakes all training relevant to role (within training framework) within required timeframe.Understands the key Operational Risks of the business and the process for escalating Operational Risk

incidents/breaches as and when necessaryUnderstands the key controls associated with the key Operational Risks identified in the end-to-end business processes

and understands the importance of applying key controls effectively to mitigate Operational Risks

In addition to the measures for Meets expectations:Investigates potential risk events and compliance breaches as and when they occur.Identifies improvements to remove/reduce the level of risk in the Business.Demonstrates risk awareness and compliance in own actions and ongoing communications.

In addition to the measures for Meets & sometimes exceeds expectations:Actively seeks risk and compliance information relevant to role.Proactively recommends improvements to enhance risk and compliance management.Actively contributes and participates in risk discussions.

Does not meetexpectations

*

*****

*

Meets expectations ******

*

Meets & sometimesexceeds expectations *

**

Exceeds expectations***

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Page 11: FY13 KPI's Colleague Pack

Appendix DPlus Success Measures

Overall RAG status for key Plussuccess measures

Overall Red status <80%

Plus Success Measures Strategy & Change Initiative Delivery

Plus tools are not regularly used * Cannot demonstrate a clearly articulated strategy aligned to businessto drive strategic activities

Daily activities are not aligned to * Does not consistently deliver initiatives on timeCannot provide evidence of tangible benefits/desired outcomesConsistently delivers > 5% outside of agreed budget

Does not meet expectations *objectives and does not maintain a documented work plan

*the Plus role matrix *

*

Overall Green status 81% - 90% * Plus tools are regularly used todrive strategic activities

Meets expectations Has a clearly articulated strategy aligned to business objectives andmaintains and reviews a documented work plan

Daily activities are aligned to the * Consistently ensures strategy/change initiatives are socialised withstakeholders

*

*Plus role matrix

Delivers the majority of initiatives on timeCan provide evidence of tangible benefits/desired outcomesConsistently delivers within +/- 5% of agreed budget

***

Meets & sometimes exceedsexpectations

Overall Blue status >90% In addition to the measures for Meets expectations:Demonstrates use of project management and governance

methodology where relevant to monitor progress from planning toimplementaton

Demonstrates a formal approach where relevant to the changemanagement process

Identified at least 2 new value add initiatives for the businessIn addition to the measures for Meets & sometimes exceedsexpectations:

Consistently conducts post-implementation reviews to ensuresuccessful delivery was achieved

Identified more than 2 new value add initiatives for the business andproactively leads delivery

*

*

*Exceeds expectations

*

*

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Page 12: FY13 KPI's Colleague Pack

Appendix EBusiness efficiency

Financial, customer and operational transactions processed in a timely andaccurate manner

Franchisor Relationship Management

Does not meet expectations Does not consistently meet deadlines/due dates for:- processing monthly account reconciliations- processing invoice payments- submitting expense claims

Stationery orders are excessive and/or not processed in a timely mannerCustomer transactions are processed incorrectly and/or not in a timely manner exe c ut io n and d oc u m e ntation compliance issuesErrors in processing transactions that result in write offs/fee refunds

Does not consistently monitor and review existingacc reditations

* *

Does not assess requests for new accreditations in at im e l y m a n ner

Ca n n ot d e m o nstrate effective management of legal,

*

* **

Demonstrates little awareness of current franchisingindustry environment and does not keep abreast ofchanges

* *

Meets expectations Less than 2 recorded incidents of not consistently meeting deadlines/due dates * Consistently monitors and reviews existingacc reditations

Asse sses requests for new accreditations in a timelym anner

Demonstrates effective management of legal, executiona nd d oc u mentation co mpliance issues

Demonstrates sound knowledge of current franchisingi nd u stry environment and keeps abreast of changes

*for:- processing monthly account reconciliations- processing invoice payments- submitting expense claims

Stationery orders are processed in a timely manner and at reasonable costCustomer transactions are consistently processed correctly and in a timely

mannerLess than 2 recorded incidents of errors in processing transactions that result in

write offs/fee refundsMeets & sometimes exceeds expectations * Always meets deadlines/due dates for:

- processing monthly account reconciliations- processing invoice payments- submitting expense claims

Stationery orders are processed in a timely manner and at reasonable costCustomer transactions are consistently processed correctly and in a timely

mannerNil errors in processing transactions that result in write offs/fee refunds

In addition to 'Meets & sometimes exceeds expectations':- 1 or more process improvements identified and implemented- 1 or more business efficiency identified and implemented

*

*** *

*

In ad diti on to the measures for Meets expectations:Ensures all relevant industry changes are

c o m mu n i cated to key stakeholders and colleaguesPro actively manages relationships with franchisors, the

Fra n c h ise Coun c i I of Au stralia and relevant industrybodies

*

***

*Exceeds expectations In ad d ition to the measures for Meets & sometimes

exc eed s expectations:Is recognised as an industry expert by franchisors, the

Franchise Council of Australia and relevant industrybodies

Demonstrates active participation in key industry eventsand is asked to participate in industry discussions/forums

*

*

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Page 13: FY13 KPI's Colleague Pack

Appendix FProducts per customer group Customer Satisfaction Internal Stakeholders

Half yearly external customersatisfaction surveys conducted by

DBM

Feedback from internal survey conductedwith key stakeholders and leadership

team

<30% increase in total products per External customer satisfaction score Half yearly results from internal surveycustomer group per portfolio (dependant upon sufficient sample aggregates to a 'Does not meet' rating

size) <75%

Does not meet expectations

30% - <40% increase in total products External customer satisfaction score Half yearly results from internal surveyper customer group per portfolio (dependant upon sufficient sample aggregates to a 'Meets' rating

size) 75%-80%

Meets expectations

Meets & sometimes exceedsexpectations

40% - < 50% increase in total products External customer satisfaction score Half yearly results from internal surveyper customer group by portfolio (dependant upon sufficient sample aggregates to a 'Meets & sometimes

size) 81%-90% exc eeds' rating

Exceeds expectations 50% or greater increase in total products External customer satisfaction score Half yearly results from internal surveyper customer group by portfolio (dependant upon sufficient sample aggregates to a 'Exceeds' rating

size) >90%

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Page 14: FY13 KPI's Colleague Pack

Appendix GPeople & Culture Team Action Plans Development Planning & Colleage

Engagement (Leadership)Development Plans

(Support)People & Culture TeamAction Plans (Support)(Leadership)

Can not demonstrate team involvement < 100% completion of qualityin the action planning process

Can not provide evidence of action plan colleaguesdelivery< 100% completion of P&C Team ActionPlans

< 100% completion of < 100% completion of Teampersonal development plan Action plans

Does not activelyparticipate in the P&C TeamAction planning process

Does not meet expectations *Devel o pm e nt pi ans for a l l

* *Can not provide evidence of

regular, meaningful one to onemeetings with colleagues

*

Demonstrates team involvement in theaction planning process

Can provide evidence of action plandelivery*100% completion of P&C Team ActionPlans

100% completion of quality 100% completion of 100% completion of TeamDeve l o p m ent p l a n s fo r all Personal Development Plan Action Planscolleagues

Can provide evidence of regular,meaningful one on one meetingswith team colleagues

Meets expectations * *

Actively participates in theP&C Team Action planning

* **

process

Meets & sometimes exceedsexpectations

I n addition to Meets Expectations: l n ad d ition to MeetsCan demonstrate development Expectations:

collaboratively identifies strengths and plans for colleagues are activeopportunities * Holds regular forums and quality, adopting theto keep colleagues informed of progress 70/20/10

In addition to Meets Expectations:Clarifies results for the team and

In addition to MeetsExpectations:

Has taken a lead rolewithin the department tosupport the P&C actionplanning process

* *Can demonstrate a high

level of activity andac hievement towards

* *

Can demonstrate regular quality personal developmentdevelopment discussions withcolleagues

*

Exceeds expectations In addition to Meets & Sometimes Exceeds: l n ad d itio n to Meets & SometimesExceeds:Result has shown significant

improvement*

Ensures all * Can demonstrate best practicecolleagues are accountable for action plan and/or innovative ideas to drivedelivery

*

development planning anddelivery in team

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