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


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


CBA.0001.0459.0947


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


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


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 /


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


CBA.0001.0459.0951


KPI Framework – Private Client Manager


KRA Weighting


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%


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


KPI Framework – Private Bankers


KRA Weighting


2014/15Weighting


needs development

Valued contribution



Client Service 30%


15% <85% 85 - <88% 88 – 95% >95 – 97.5% >97.5%





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%


>110- 115% Plan >115% Plan


CBA.0001.0459.0953


KPI Framework – Private Banker (Servicing)


KRA Weighting


2014/15Weighting


needs development

Valued contribution



Client Service 40%


30% <80% 80-85% >85 – 90% >90 – 95% >95%





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%


>110- 115% Plan >115% Plan


CBA.0001.0459.0954

CBA.0001.0459.0955


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.


100% of Group Mandatory Leaming and CPD Training requirements met

Conmonwealth Private


KPI Framework – Associate Private BankersKey Result Area (KRA)

KRAWeighting


2014/15Weighting


needs development

Valued 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%


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%




CBA.0001.0459.0956


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.



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


• 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


CBA.0001.0459.0957


KPI Framework – Private Wealth Manager (Strategic & Investment) and former Private Client Advisers


KRA Weighting

Key Performance

Indicator (KPI)

2014/15Weighting


needs development

Valued contribution



Client Service 30%


15% <80% 80-85% >85 – 92.5% 92.6 – 97.5% >97.5%



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


CBA.0001.0459.0958


KPI Framework – Private Wealth Manager Insurance


KRA Weighting


2014/15Weighting


needs development

Valued 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%


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


CBA.0001.0459.0959


KPI Framework – Private Wealth Manager (Servicing)


KRA Weighting


2014/15Weighting


needs development

Valued 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%


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%


CBA.0001.0459.0960


STI Eligibility Criteria – Private Wealth Associates TeamGate Opener Method of Measurement Unsatisfactory Performance needs development Satisfactory


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.



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




• 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


CBA.0001.0459.0961


18 /

KPI Framework – Private Wealth Associates – TeamKey Result Area (KRA)

KRA Weighting


2014/15Weighting


needs development

Valued 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



>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


STI Eligibility Criteria – Private Wealth Associates NAS

Gate Opener Method of Measurement Unsatisfactory Performance needs development Satisfactory


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


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.


Not Applicable

Personal Development Plan in place and being actioned. 100% of Group Mandatory Learning and CPD Training requirements met


Not Applicable



CBA.0001.0459.0963


20 /

KPI Framework – Private Wealth Associates – NAS


KRA Weighting


2014/15Weighting


needs development

Valued 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



>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


21 /

STI Eligibility Criteria – IAS

Satisfactory rating must be obtained for each of the above criteria to qualify for STI participation.


Compliance(Advice Team)

Accumulated points system from Compliance reviews with Management and Compliance overlay

Not Applicable



Business Processes

Adherence to agreed protocols in following areas:• CEP, DAA, STTI & MF• Advisory Minimum Standards• Lawlex requirements

Not Applicable



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


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


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


24 /

KPI Framework IAS Team (Non-People Managers)


Max Weighting


2014/15Weighting


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%


National Advisory revenue 15% <85% Revenue Plan 85 – <100%

Revenue Plan100 – 110% 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


STI Eligibility Criteria – CPO


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


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


CBA.0001.0459.0969

CBA.0001.0459.0970


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



KPI Framework – Executive Manager, CPO


KRA Weighting


2014/15Weighting


Requires Development

Valued 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%


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%



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 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


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%



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



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 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


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%


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


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


CBA.0001.0459.0974


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



31 /

STI Eligibility Criteria – Business Development & Operations


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


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


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)


Performance delivers consistent, reliable and effec ive outcomes and the contribution required.

CBA.0001.0459.0976

Superior Exceptional Contribution

Contribution

65% -80% >80%


>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.



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 APBC survey rating 10% <70% 70- <80%

80% - 85%Or 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


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


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


kpl's scorecards for major job roles

Documents