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About Us |
Membership
Our Balanced Scorecard |
Our balanced scorecard measures our performance in 12 different areas to ensure we are delivering for our members.
From a customer perspective, we want to be known for the excellence of the Britannia customer experience. We want to have longer and deeper relationships with each customer through a good value range of savings and mortgages. We therefore measure the average number of Britannia Membership reward points per member, the Group share of the UK mortgage market and customer advocacy.
From a stakeholder perspective, we want to be known for the engagement and support of our members. We want to have the highest proportion of members voting at our annual general meeting and to be known as a champion of corporate social responsibility. We want to make the profit needed to pay the Britannia Membership Reward and to meet our financial solvency requirements and to have one of the lowest mortgage-savings interest spreads in the UK. We therefore measure the percentage of members supporting the Board at the AGM, Group operating profit and the member business net interest margin.
From a people perspective, we want to be known for the excellence of our leadership, people engagement and people development. We want our customers to be happy with the behaviours of our employees. We want to have high levels of employee engagement and to be recognised as one of the best places to work in the UK. We therefore measure customer satisfaction with employee performance, employee engagement scores from our regular employee survey, and our position in the Sunday Times annual survey of the best companies to work for.
From a process perspective, we want to be known for having great processes. We want to have systems and processes that are among the most cost-efficient in UK financial services. We want to continuously review our processes to enable the delivery of the Britannia customer experience and to excel at meeting the requirements of our regulators. We therefore measure the Group cost:asset ratio, the percentage of our processes that have been improved within the last three years, and the number of compliance breaches – our target is zero.
The Board regularly reviews our performance against this balanced scorecard and all new business proposals are made on the basis of how they contribute to the scorecard.
