FirstBank has chosen four non-financial KPIs which are important to the future success of the Group in delivering its strategic objectives. These non-financial KPIs are currently reported internally within the Bank, and not on a Group basis.

Employee Engagement

Employee engagement is a measure of employees' emotional and rational attachment to the Bank. It is critical to the long-term success of the Group and, as such, an employee engagement target was included in the 2008 objectives for Group Executives.

The Group Employee Engagement Index score for 2009 was 2.9 as against the targeted 3.3 and this is considered satisfactory as the Group achieved 87.9% of its target.

In 2008, the Bank conducted an Internal Customer Satisfaction Survey of its permanent workforce. The 2008 participation rate of 93% improved on the 2007 figure of 88%, which was already around the highest in the industry.

Brand Perception

In order to manage the FirstBank brand most effectively, the Group tracks brand health amongst personal financial services and commercial banking customers in each of the Bank's major markets. The survey is conducted on a consistent basis by accredited, independent, third-party organisations. A weighted scorecard of brand measures produces an overall score for each market on a 100-point scale, which is then benchmarked against that of main competitors. The scores from each market are then weighted according to the risk-adjusted revenues in that market to obtain the overall Group score.

Customer Satisfaction

Customer recommendation is an important driver of business growth for the Bank, which in turn uses a consistent measure of customer recommendation around the world to improve on the services being provided by the Group. This measurement is carried out by accredited, independent, third-party organisations and the resulting recommendation scores are benchmarked against competitors.

In the 2008/09 KPMG survey, the Bank was ranked 16 out of 23 banks. While some level of improvement has been achieved from the previous survey, service excellence and improving customer experience remain key to sustaining leadership within the industry. The Bank aims to be in the top quartile of this index in the next few years.

To meet this objective, the Bank has recently created the Corporate Transformation Office, charged with, amongst other things, improving customers' experience at the branch level by creating a world-class environment backed by excellent service.

IT Performance and Systems Reliability

FirstBank tracks two key measures as indicators of IT performance. They are the number of customer transactions processed and the reliability and resilience of systems measured in terms of service availability targets.

The number of customer transactions processed reflects the dependency on IT in the delivery channels that customers use to interact with the Bank. Monitoring the volumes by channel enables the Group to allocate resources appropriately. To improve efficiency, the Bank aims to manage the rate of increase in IT transaction processing costs to below the volume increase.

FirstBank's IT function establishes with its end-users service levels for systems performance, such as systems running 99.9% of the time or card authorisations within two seconds. It also monitors the achievement of each of these commitments.