|
|  |
|
delivering value
| |
What do Partners themselves want from
their relationship with the bank? The bank has
done its best to find out and to measure
performance accordingly.
|
|
| Theme |
Indicator i |
Performance over time |
Performance change |
|
FINANCIAL
PERFORMANCE |
Profit before taxation (£m) |
55 - 107.5 (£m)
(1997-2001) |
 |
Increased 95%, to £107.5m |
| Cost/income ratio (%) |
74.8 - 61.9 (%)
(1997-2001) |
 |
12.9 percentage points improvement, to 61.9% |
| Return on equity after tax (%) ii |
23.5 - 21.1 (%)
(1997-2001) |
 |
Decreased 2.4 percentage points, to 21.1% |
|
PERSONAL
CUSTOMERS |
Satisfaction with relationship (% rated as excellent, good or average) |
98 - 95 (%)
(2000-2001) |
|
Decreased 3 percentage points, to 95% |
CORPORATE
CUSTOMERS |
Satisfaction with relationship (% rated as excellent, good or average) |
94 - 94 (%)
(2000-2001) |
 |
No change, at 94% |
|
| STAFF |
Staff agreeing that benefits (e.g. holidays, pension) are good (%) |
74 - 75 (%)
(2000-2001) |
 |
Increased 1 percentage point, to 75% |
| Staff agreeing that the bank maintains job security to the best of its ability (%) |
73 - 77 (%)
(2000-2001) |
|
Increased 4 percentage points, to 77% |
| Staff agreeing that there are sufficient opportunities for career progression (%) |
41 - 34 (%)
(2000-2001) |
|
Decreased 7 percentage points, to 34% |
|
| SUPPLIERS |
Supplier satisfaction with relationship with the bank (% satisfied) |
92 - 92 (%)
(1998-2001) |
|
No change, at 92% |
| Suppliers agreeing that the bank pays invoices promptly (% agree) |
85 - 93 (%)
(2000-2001) |
|
Increased 8 percentage points, to 93% |
|
| CO-OPERATORS |
Time spent by bank senior managers working with the Co-operative movement (days) |
705 - 979 (days)
(2000-2001) |
|
Increased 39%, to 979 days |
|
|
social responsibility
| |
The bank knows that Partners want it to
conduct its business in a socially responsible
manner, along the lines set down in the Ethical
Policy. How far has it succeeded?
|
|
| Theme |
Indicator i |
Performance over time |
Performance change |
|
| FINANCIAL SCREENING |
Full implementation of the Ethical Policy, as confirmed by ethics etc... |
100 - 100 (%) (1997-2001) |
 |
No change, at 100% |
| Screening of finance along ethical and ecological lines (number of businesses declined) |
21 - 52 (1997-2001) |
 |
Increased 148%, to 52 businesses declined |
|
| SUPPLIER SCREENING |
Suppliers believing that the bank is fully committed to ethical and ecological issues (%) |
81 - 91 (%) (1998-2001) |
 |
Increased 10 percentage points, to 91% |
| Suppliers stating that the ethical stance has made an impact on the way they operate (%) |
30 - 25 (%) (1998-2001) |
 |
Decreased 5 percentage points, to 25% |
|
| EQUAL OPPORTUNITIES |
Employees identifying themselves as of Ethnic Minority origin (%) |
1.8 - 2.5 (%) (1998-2001) |
|
Increased 0.7 percentage points, to 2.5% |
| Percentage of 'middle management' and above who are women (%) |
17.7 - 26.6 (%) (1999-2001) |
|
Increased 8.9 percentage points, to 26.6% |
|
| COMMUNITY |
Community investment (% pre-tax profit) |
2.2 - 3.1 (%) (1998-2001) |
|
Increased 0.9 percentage points, to 3.1% |
|
|
ecological sustainability
| |
The bank recognises that the world has
a limited capacity to provide resources and
absorb wastes. The bank assesses the impact
of its activities in the light of this recognition.
|
|
| Theme |
Indicator i |
Performance over time |
Performance change |
|
| ENERGY |
Net carbon dioxide emissions per customer account (kilograms) |
6.04 - 1.02 (kg) (1997-2001) |
 |
Decreased 83%, to 1.02 kg CO2 per customer account |
|
| WATER |
Water consumption per customer account (cubic centimetres) |
24,635 - 17,655 (cm3) (1999-2001) |
|
Decreased 28%, to 17,655 cm3 per customer account |
|
| TRANSPORT |
Net carbon dioxide emissions per customer account (kilograms) |
1.117 - 1.055 (kg) (2000-2001) |
 |
Decreased 6%, to 1.055 kg per customer account |
|
| WASTE |
Waste to landfill/incineration generated per customer account (cubic centimetres) |
2,410 - 1,544 (cm3) (1998-2001) |
|
Decreased 36%, to 1,544 cm3 per customer account |
|
| PAPER |
Paper purchased per customer account (kilograms) |
1.19 - 0.57 (kg) (1997-2001) |
|
Decreased 52%, to 0.57 kg per customer account |
|
| LAND AND BIODIVERSITY |
Land with significantly enhanced biodiversity resulting from bank donations (hectares) |
336.1 - 348.3 (ha) (2000-2001) |
 |
Increased 4%, to 348.3 ha |
|
|
- Selection of 'key indicators' is influenced by availability of comparable performance data over time.
- Where 'equity' is classified as equity share capital together with reserves. Reserves have increased from £100.8m to £289.3m over the period 1997-2001, contributing to the fall
in 'return on equity after tax'.
|
 |
substantial increase over time |
 |
increase over time |
 |
decrease over time |
 |
substantial decrease over time |
 |
no change over time |
|
|
|
The above data and commentary has been audited by ethics etc... |
|
