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    Benchmark KPI (On Desk)

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    indah7575
    DBS Bank uses a balanced scorecard approach to performance management that divides metrics into two equally weighted parts. The top part contains key performance indicators (KPIs) for the current year related to shareholders, customers, and employees. The bottom part outlines strategic initiatives and priorities for the year that are necessary to achieve long-term strategic objectives. KPIs are set for specific priorities and updated annually to track progress in serving stakeholders and upholding regulatory requirements while giving back to the community. DBS recognizes the importance of contextualizing KPIs within organizational strategy and business environment.

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    Benchmark KPI (On Desk)

    Uploaded by

    indah7575
    162 views4 pages
    DBS Bank uses a balanced scorecard approach to performance management that divides metrics into two equally weighted parts. The top part contains key performance indicators (KPIs) for the current year related to shareholders, customers, and employees. The bottom part outlines strategic initiatives and priorities for the year that are necessary to achieve long-term strategic objectives. KPIs are set for specific priorities and updated annually to track progress in serving stakeholders and upholding regulatory requirements while giving back to the community. DBS recognizes the importance of contextualizing KPIs within organizational strategy and business environment.

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    Summary penyusunan KPI salah satu bank (sumber) annula report bank ybs.

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    Benchmark KPI (on Desk)

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    DBS Bank uses a balanced scorecard approach to performance management that divides metrics into two equally weighted parts. The top part contains key performance indicators (KPIs) for the current year related to shareholders, customers, and employees. The bottom part outlines strategic initiatives and priorities for the year that are necessary to achieve long-term strategic objectives. KPIs are set for specific priorities and updated annually to track progress in serving stakeholders and upholding regulatory requirements while giving back to the community. DBS recognizes the importance of contextualizing KPIs within organizational strategy and business environment.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    162 views4 pages

    Benchmark KPI (On Desk)

    Uploaded by

    indah7575
    DBS Bank uses a balanced scorecard approach to performance management that divides metrics into two equally weighted parts. The top part contains key performance indicators (KPIs) for the current year related to shareholders, customers, and employees. The bottom part outlines strategic initiatives and priorities for the year that are necessary to achieve long-term strategic objectives. KPIs are set for specific priorities and updated annually to track progress in serving stakeholders and upholding regulatory requirements while giving back to the community. DBS recognizes the importance of contextualizing KPIs within organizational strategy and business environment.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 4

    DBS’ Balanced Scorecard

    • The scorecard is divided into two parts of equal weighting.


    • The top part of the scorecard comprises KPIs set for the current year.
    • Shareholder metrics measure the financial results achieved and include income growth, expense-related
    ratios and return on equity. DBS measures risk-related KPIs to ensure that the Group’s income growth is
    balanced against the level of risk taken. Control and compliance KPIs are also a focus in this section.
    • Customer metrics measure the Group’s achievement in increasing customer wallet share and
    satisfaction.
    • Employee KPIs, such as employee engagement, training, mobility and turnover, seek to measure the
    progress DBS has made in being an employer of choice.
    • The bottom part of the scorecard sets out the initiatives DBS intend to complete in the current year as part of
    our longer-term journey towards achieving their strategic objectives. Specific KPIs and targets are set for nine
    priorities and other areas of focus. Ability to meet the current-year targets in the first part is dependent on
    successfully executing the second part in preceding years.
    • Specific objectives for each part are updated every year and approved by the Board. Specific key performance
    indicators (KPIs) are in place to track the progress made in serving the interests of shareholders, customers and
    employees. KPIs relating to regulators and society are embedded in our scorecard and cut across all aspects of
    our operations. As we operate in a regulated industry, upholding regulatory requirements is paramount and
    underlies all our decisions and actions. We recognize the importance of serving society at large and are
    committed to giving back to the community.
    Traditional KPIs - 50%
    Balanced Scorecard Approach

    Customer
    Position DBS as Bank of Choice
     Increase wallet share
     Customer satisfaction
    Shareholders
    Achieve sustainable growth

     Income growth
     Manage expenses
     Returns
     Portfolio risk
     Controls and compliance
    Employee
    Position DBS as Employer of Choice
     Employee engagement
     People development
    Strategic priorities 50%
    Balanced Scorecard Approach

    Regional businesses
    Geographies
     Build a leading Small and Medium
    • Entrench leadership in Enterprise (SME) Banking business
    Singapore  Strengthen wealth proposition
    • Reposition Hong Kong  Build out transaction banking and
    • Rebalance geographic mix of treasury customer businesses
    our business

    Other areas of focus


    Enablers  Scale up institutional investor &
     Place customers at the heart of western MNC businesses
    the banking experience  Build a leading Asian fixed income
     Focus on management business
    processes, people & culture  Leverage innovation to extend
     Strengthen technology & customer reach & offer
    infrastructure platform differentiated client experience
     Champion social entrepreneurship in
    Singapore & across Asia
    Any KPI that an organization chooses
    cannot be meaningful unless it is chosen in
    the context of the organization's strategy
    and business environment. Define what is strategically important
    for the long-term success of banks and
    their role in society.

    KPIs are meaningless and dangerous


    without the context of strategy.

    Banks desperately need to change to a


    process that sets meaningful KPIs which
    align to new strategic goals about
    customer centricity, employee
    engagement, and social responsibility.
    Performance management starts with
    figuring out what to measure.

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