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The Co-operative Bank*
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Introduction |  Partnership Report 2002 |  Our Performance |  Home
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Chief Executive's Statement
 Performance Over Time at a Glance >>
 The Partnership
Approach
 Timeline
Financial Statements 2002


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Introduction : Performance over time at a glance
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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. Increase in delivering value
Theme Indicator i Performance over time Performance change
FINANCIAL
PERFORMANCE		 Profit before taxation (£m) 55 - 122.5 (£m)
(1997-2002)		 substantial increase over time Increased 123%, to £122.5m
Cost/income ratio (%) 74.8 - 60.2 (%)
(1997-2002)		 substantial increase over time 14.6 percentage points improvement, to 60.2%
Return on equity after tax (%) ii 23.5 - 19.8 (%)
(1997-2002)		 decrease over time Decreased 3.7 percentage points, to 19.8%
PERSONAL
CUSTOMERS		 Satisfaction with relationship (% rated as excellent or good) 82 - 77 (%)
(2000-2002)		 decrease over time Decreased 5 percentage points, to 77%
CORPORATE
CUSTOMERS		 Satisfaction with relationship (% rated as excellent or good) 74 - 73 (%)
(2000-2002)		 decrease over time Decreased 1 percentage point, to 73%
STAFF Staff agreeing that benefits (e.g. holidays, pension) are good (%) 74 - 67 (%)
(2001-2002)		 increase over time Decreased 7 percentage points to 67%
Staff agreeing that overall pay is good (%) 49 - 36 (%)
(2000-2002)		 substantial increase over time Decreased 13 percentage points, to 36%
Staff agreeing that the bank maintains job security to the best of its ability (%) 73 - 76 (%)
(2000-2002)		 increase over time Increased 3 percentage points, to 76%
Staff agreeing that there are sufficient opportunities for career progression (%) 41 - 36 (%)
(2000-2002)		 decrease over time Decreased 5 percentage points, to 36%
SUPPLIERS Supplier satisfaction with relationship with the bank (% satisfied) 92 - 95 (%)
(1998-2002)		 increase over time Increased 3 percentage points, to 95%
Suppliers agreeing that the bank pays invoices promptly (% agree) 85 - 87 (%)
(2000-2002)		 increase over time Increased 2 percentage points, to 87%

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? Increase in social responsibility
Theme Indicator i Performance over time Performance change
FINANCIAL SCREENING Full implementation of the Ethical Policy, as confirmed by ethics etc... 100 - 100 (%) (1997-2002) no change over time No change, at 100%
Screening of finance along ethical and ecological lines (number of businesses declined) 21 - 44 (1997-2002) increase over time Increased 110%, to 44 businesses declined
SUPPLIERS Suppliers believing that the bank is fully committed to ethical and ecological issues (%) 81 - 90 (%) (1998-2002) increase over time Increased 9 percentage points, to 90%
Suppliers stating that the ethical stance has made an impact on the way they operate (%) 30 - 46 (%) (1998-2002) substantial increase over time Increased 16 percentage points, to 46%
STAFF Employees identifying themselves as being of Ethnic Minority origin (%) 1.8 - 3.5 (%) (1998-2002) increase over time Increased 1.7 percentage points, to 3.5%
Percentage of 'middle management' and above who are women (%) 17.7 - 28.7 (%) (1999-2002) increase over time Increased 11 percentage points, to 28.7%
COMMUNITY Community investment (% pre-tax profit) 2.2 - 2.7 (%) (1998-2002) increase over time Increased 0.5 percentage points, to 2.7%
Community investment (£ million) 1.6 - 3.3 (£ million) (1998-2002) substantial increase over time Increased 106%, to £3.3 million

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. Success in ecological sustainability
Theme Indicator i Performance over time Performance change
ENERGY Net carbon dioxide emissions per customer account (kilograms) 6.04 - 0.59 (kg) (1997-2002) substantial decrease over time Decreased 90%, to 0.59 kg CO² per customer account
WATER Water consumption per customer account (litres) 23.1 - 13.3 (litres) (1999-2002) substantial decrease over time Decreased 42%, to 13.3 litres per customer account
TRANSPORT Net carbon dioxide emissions per customer account (kilograms) 1.089 - 0.860 (kg) (2000-2002) decrease over time Decreased 21%, to 0.860 kg per customer account
WASTE Waste to landfill/incineration generated per customer account (kilograms) 0.180 - 0.118 (kilograms) (1998-2002) substantial decrease over time Decreased 34%, to 0.118 kg per customer account
PAPER Paper purchased per customer account (kilograms) 1.19 - 0.49 (kg) (1997-2002) substantial decrease over time Decreased 59%, to 0.49 kg per customer account
LAND AND BIODIVERSITY Land with significantly enhanced biodiversity resulting from bank donations (hectares) 336.1 - 417.7 (ha) (2000-2002) increase over time Increased 24%, to 417.7 ha
  1. Selection of 'key indicators' is influenced by availability of comparable performance data over time.
  2. 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 substantial increase over time
increase over time increase over time
decrease over time decrease over time
substantial decrease over time substantial decrease over time
no change over time no change over time
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The above data and commentary has been audited by ethics etc...
Data, commentary and performance assured in accordance with AA1000as.