You are being redirected to
https://www.ttbbank.com/
To support the implementation of our strategy, the Bank puts in place corporate KPIs of performance (financial) 45% and health (non-financial) 55% 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 (45%)
Profitability and profit quality:
Profitability is major reflection of the Bank’s financial performance. However, the Bank also monitors profit quality in terms of liquidity and capital adequacy as both are essential indicators that reflect how well banks cope with crisis while provide financial support to the effected consumers and businesses. The Bank also focuses on ability to generate income together with cost management to ensure sustainable profit. Example of indicators measured include ROE, LCR, and C/I.
Health (55%)
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, digital sales, IT stability and cybersecurity.
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 regulator’s assessment on our market conduct performance.
Employee engagement:
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, and to identify business opportunities to create positive impacts. 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. Examples of the indicators include ROE, LCR, C/I, total shareholder return, energy consumption reduction, customer engagement score, digital penetration, and employee attrition rate.
To support the implementation of our strategy, the Bank puts in place corporate KPIs of performance (financial) 45% and health (non-financial) 55% 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 (45%)
Profitability and profit quality:
Profitability is major reflection of the Bank’s financial performance. However, the Bank also monitors profit quality in terms of liquidity and capital adequacy as both are essential indicators that reflect how well banks cope with crisis while provide financial support to the effected consumers and businesses. The Bank also focuses on ability to generate income together with cost management to ensure sustainable profit. Example of indicators measured include ROE, LCR, and C/I.
Health (55%)
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, digital sales, IT stability and cybersecurity.
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 regulator’s assessment on our market conduct performance.
Employee engagement:
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, and to identify business opportunities to create positive impacts. 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. Examples of the indicators include ROE, LCR, C/I, total shareholder return, energy consumption reduction, customer engagement score, digital penetration, and employee attrition rate.
To support the implementation of our strategy, the Bank puts in place corporate KPIs of performance (financial) 45% and health (non-financial) 55% 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 (45%)
Profitability and profit quality:
Profitability is major reflection of the Bank’s financial performance. However, the Bank also monitors profit quality in terms of liquidity and capital adequacy as both are essential indicators that reflect how well banks cope with crisis while provide financial support to the effected consumers and businesses. The Bank also focuses on ability to generate income together with cost management to ensure sustainable profit. Example of indicators measured include ROE, LCR, and C/I.
Health (55%)
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, digital sales, IT stability and cybersecurity.
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 regulator’s assessment on our market conduct performance.
Employee engagement:
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, and to identify business opportunities to create positive impacts. 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. Examples of the indicators include ROE, LCR, C/I, total shareholder return, energy consumption reduction, customer engagement score, digital penetration, and employee attrition rate.
