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To support the implementation of our strategy, the Bank puts in place corporate KPIs of performance (financial) 55% and health (non-financial) 45% metrics that align with the Bank’s long-term objectives. The corporate KPIs serve as the basis on which the variable compensation pool for CEO, executives, and all employees of the Bank is entirely based.
Performance (55%)
Profitability and profit quality:
Profitability is major reflection of the Bank’s financial performance. However, the bank also assesses the quality of earnings through other metrics including Return on Equity (ROE) and the Cost-to-Income (C/I) ratio, which reflect the bank’s profitability and cost control capabilities.
Health (45%)
Customer engagement & Main bank relationship:
Customers are the heart of the business. Thus, the Bank needs to focus on how well the Bank engages with customers and the quality of services, in addition to the short-term financial performance. This will ensure that customers are satisfied with the products and services which will help generate sustainable income in the future. Example of indicators measured include customer satisfaction score, number of main bank customers, and amount of CASA balance.
Digital & IT capability:
Digital first operating model is developed with the bank’s customers’ best experience principal through offing digital products and services while serving omni-channel experience across the bank’s channels. Key indicators in measuring digital & IT capability includes digital penetration and activeness and digital sales. In addition, IT capabilities are a key focus for the bank, as it prepares for future changes and business growth. The indicators cover system stability, cybersecurity, and system security.
Market conduct:
The Bank places utmost importance on market conduct which is fundamental to our business in building and fostering customers’ trust and confidence in our bank. It is our responsibility to ensure fair dealing by offering products and services transparently, fairly, and responsibly, that are suitable to clients’ risk profile as well as their financial knowledge and understanding. The indicator that the Bank monitors is the result of customer complaints as well as regulator’s assessment on our market conduct performance.
Employee engagement and succession:
Employees are one of the key elements in driving service excellence; thus, human capital development is crucial to the Bank. The Bank plans to retain employees and ensures that they are effectively managed. Indicator that the Bank measures is the percentage of employee attrition.
Sustainability:
The Bank strives to integrate sustainability aspects into the business, aiming to avoid and minimize negative impacts of our operations, products, and services. The Bank has set its aspiration to achieve net zero. As environmental, social and governance aspects are embedded in the business in the short- and long-term perspectives, the Bank tracks various indicators that reflecting our ESG performance including corporate governance report score, reduction in resource consumption (energy, GHG), loan with positive environmental and social impacts, and the participation of debt consolidation program.
CEO Compensation Metric
The Bank determines CEO’s variable compensation using performance-based financial and non-financial metrics including considering both financial and non-financial indicators. These include shareholder value creation, return on equity (ROE), cost-to-income ratio (C/I), number of customers using digital channels, customer satisfaction, employee turnover rate, as well as the bank’s energy consumption reduction.
To support the implementation of our strategy, the Bank puts in place corporate KPIs of performance (financial) 55% and health (non-financial) 45% metrics that align with the Bank’s long-term objectives. The corporate KPIs serve as the basis on which the variable compensation pool for CEO, executives, and all employees of the Bank is entirely based.
Performance (55%)
Profitability and profit quality:
Profitability is major reflection of the Bank’s financial performance. However, the bank also assesses the quality of earnings through other metrics including Return on Equity (ROE) and the Cost-to-Income (C/I) ratio, which reflect the bank’s profitability and cost control capabilities.
Health (45%)
Customer engagement & Main bank relationship:
Customers are the heart of the business. Thus, the Bank needs to focus on how well the Bank engages with customers and the quality of services, in addition to the short-term financial performance. This will ensure that customers are satisfied with the products and services which will help generate sustainable income in the future. Example of indicators measured include customer satisfaction score, number of main bank customers, and amount of CASA balance.
Digital & IT capability:
Digital first operating model is developed with the bank’s customers’ best experience principal through offing digital products and services while serving omni-channel experience across the bank’s channels. Key indicators in measuring digital & IT capability includes digital penetration and activeness and digital sales. In addition, IT capabilities are a key focus for the bank, as it prepares for future changes and business growth. The indicators cover system stability, cybersecurity, and system security.
Market conduct:
The Bank places utmost importance on market conduct which is fundamental to our business in building and fostering customers’ trust and confidence in our bank. It is our responsibility to ensure fair dealing by offering products and services transparently, fairly, and responsibly, that are suitable to clients’ risk profile as well as their financial knowledge and understanding. The indicator that the Bank monitors is the result of customer complaints as well as regulator’s assessment on our market conduct performance.
Employee engagement and succession:
Employees are one of the key elements in driving service excellence; thus, human capital development is crucial to the Bank. The Bank plans to retain employees and ensures that they are effectively managed. Indicator that the Bank measures is the percentage of employee attrition.
Sustainability:
The Bank strives to integrate sustainability aspects into the business, aiming to avoid and minimize negative impacts of our operations, products, and services. The Bank has set its aspiration to achieve net zero. As environmental, social and governance aspects are embedded in the business in the short- and long-term perspectives, the Bank tracks various indicators that reflecting our ESG performance including corporate governance report score, reduction in resource consumption (energy, GHG), loan with positive environmental and social impacts, and the participation of debt consolidation program.
CEO Compensation Metric
The Bank determines CEO’s variable compensation using performance-based financial and non-financial metrics including considering both financial and non-financial indicators. These include shareholder value creation, return on equity (ROE), cost-to-income ratio (C/I), number of customers using digital channels, customer satisfaction, employee turnover rate, as well as the bank’s energy consumption reduction.
To support the implementation of our strategy, the Bank puts in place corporate KPIs of performance (financial) 55% and health (non-financial) 45% metrics that align with the Bank’s long-term objectives. The corporate KPIs serve as the basis on which the variable compensation pool for CEO, executives, and all employees of the Bank is entirely based.
Performance (55%)
Profitability and profit quality:
Profitability is major reflection of the Bank’s financial performance. However, the bank also assesses the quality of earnings through other metrics including Return on Equity (ROE) and the Cost-to-Income (C/I) ratio, which reflect the bank’s profitability and cost control capabilities.
Health (45%)
Customer engagement & Main bank relationship:
Customers are the heart of the business. Thus, the Bank needs to focus on how well the Bank engages with customers and the quality of services, in addition to the short-term financial performance. This will ensure that customers are satisfied with the products and services which will help generate sustainable income in the future. Example of indicators measured include customer satisfaction score, number of main bank customers, and amount of CASA balance.
Digital & IT capability:
Digital first operating model is developed with the bank’s customers’ best experience principal through offing digital products and services while serving omni-channel experience across the bank’s channels. Key indicators in measuring digital & IT capability includes digital penetration and activeness and digital sales. In addition, IT capabilities are a key focus for the bank, as it prepares for future changes and business growth. The indicators cover system stability, cybersecurity, and system security.
Market conduct:
The Bank places utmost importance on market conduct which is fundamental to our business in building and fostering customers’ trust and confidence in our bank. It is our responsibility to ensure fair dealing by offering products and services transparently, fairly, and responsibly, that are suitable to clients’ risk profile as well as their financial knowledge and understanding. The indicator that the Bank monitors is the result of customer complaints as well as regulator’s assessment on our market conduct performance.
Employee engagement and succession:
Employees are one of the key elements in driving service excellence; thus, human capital development is crucial to the Bank. The Bank plans to retain employees and ensures that they are effectively managed. Indicator that the Bank measures is the percentage of employee attrition.
Sustainability:
The Bank strives to integrate sustainability aspects into the business, aiming to avoid and minimize negative impacts of our operations, products, and services. The Bank has set its aspiration to achieve net zero. As environmental, social and governance aspects are embedded in the business in the short- and long-term perspectives, the Bank tracks various indicators that reflecting our ESG performance including corporate governance report score, reduction in resource consumption (energy, GHG), loan with positive environmental and social impacts, and the participation of debt consolidation program.
CEO Compensation Metric
The Bank determines CEO’s variable compensation using performance-based financial and non-financial metrics including considering both financial and non-financial indicators. These include shareholder value creation, return on equity (ROE), cost-to-income ratio (C/I), number of customers using digital channels, customer satisfaction, employee turnover rate, as well as the bank’s energy consumption reduction.
