Cooperative Bank of Or

Annual Scorecard Contract Ag

Budget Year: 2022/23
Name of Work Unit: Coopbank Alhuda
Position:VP, Coopbank Alhuda
Name of Owner: Godana Kabeto
Reporting to:The President
Perspective Weight Corporate Objectives Process Level Strategic Objective Weight (%)
(%)

Financial 50% Increase Profitability of Ensure Sustanaible IFB Profitability 10%

the bank

Enhance market share Enhance IFB market share 5%

of the bank
Enhance Resource Enhance IFB financial resources 30%
Mobilization of the Bank mobilization

Enhance financial Enhance IFB financial soundness 5%

soundness

Customer 15% enhance Customer Enhance Customer Retention 5%

Satisfaction

Increase IFB customer satisfaction 5%

Improve Customer Increase IFB customer Base 5%

Base of the bank
Internal 20% Improve Marketing Improve IFB marketing and Business 20%
Business Practices of the bank Development
Process

Learning and 15% Enhance Human Improve IFB Employee Satisfaction 5%

growth Capital and Engagement
Learning and 15% Enhance Human Improve IFB Employee Satisfaction 5%
growth Capital and Engagement

Improve IFB Employee Competency 5%

Improve Organizational Organizational Culture Index 5%

Culture
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
k Alhuda
huda
abeto

Performance Metrics Weight Owner Unit of Reporting Annual Target QI Q.II

(%) measure. Frequency

Income from IFB financing, 5% Shared ETB Monthly 2,252.00 495.00 570.00
Trade service ,and domestic
banking operation
Market share in IFB the 5% Unique % Quarterly 13
deposit
Total Incremental Deposit-IFB shared ETB Monthly 10,000 2,370 2,430
Incremental deposit from 10% Shared ETB (in Monthly 5,000.00 1,185.00 1,215.00
existing - IFB segment Millions)
Incremental deposit from new 10% Shared ETB (in Monthly 5,000.00 1,185.00 1,215.00
Accounts-IFB Segment Millions)
Foreign Currency generation- 10% Shared USD Monthly 100 21 24.5
IFB segment
NPF (non-performing 3% Shared % Quarterly <3% <3% <3%
financing) ratio- IFB segment

Financing to Deposit Ratio-IFB 2% Shared % Quarterly < 80% <80% <80%

segment
IFB Corporate Customers 5% Shared % Annually 0%
Drop out ratio

Customer satisfaction Index- 5% Shared % Annually 77.76

IFB segment
Customer acquisition-IFB 10% Shared Number Monthly 978,658.00 207,621.00 247,299.00
segment
Number of new products-IFB 10% Shared Number Semi- 4 1 1
segment Annually

Coopbank Alhuda Reputation 5% Shared % Annually 75

Index

Number of New IFB channels 5% Shared Number Quarterly 40 5 15

Employee engagement index 5% Common % Annually 64
Employee engagement index 5% Common % Annually 64

Number of Employees who 5% Shared Number Quarterly 1200 300 500

took IFB training
Organizational Culture Index 5% common % Annually 74
Q.III Q.IV Initiatives

572.00 615.00

13

2,541 2659
1,270.50 1,329.50
IFB Marketing and Sales strategy
1,270.50 1,329.50

26 28.5

<3% <3% Review IFB Asset Quality

<80% <80%

0%

Business Eco-System for IFB customers

Develop Customer Relationship Management (CRM) Remodeling
77.76
Decentralizing IFB financing
267,570.00 256,168.00
Customer obsession Initiative
1 1
Develop IFB Digital Products

Coopbank Alhuda Brand Campaign

Introducing IFB Financial Literacy Program

75
Establish local Social Influencers
Sharia governance framework
10 10 IFB Subsidiary Project
64 Make banking Joyful Initiative
Coopbank Alhuda IS Need Assessment
 64

Project Financing Analysis/Appraisal Competency Enhancement

200 200
Establishing Coopbank Alhuda Knowledge Center
74
Back to Basic Innitiatives
 Name of Work Unit: Coopbank A
Position: Senior Director, Coopbank
Name of Owner: Mubarek Shem
Reportin
Perspective Weight (%) Corporate Objectives Process Level Strategic Objective
Financial 50% Increase Profitability of the bank Ensure Sustanaible IFB Profitability
Enhance market share of the bank Enhance IFB market share
Enhance Resource Mobilization of the Enhance IFB financial resources mobilization

Enhance financial soundness Enhance IFB financial soundness

Customer 15% enhance Customer Satisfaction Enhance Customer Retention

Increase IFB customer satisfaction

Improve Customer Base of the bank Increase IFB customer Base
Internal Bus20% Improve Marketing Practices of the banImprove IFB marketing and Business Development

Learning an15% Enhance Human Capital Improve IFB Employee Satisfaction and Engagement

Improve IFB Employee Competency

Improve Organizational Culture Organizational Culture Index
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Work Unit: Coopbank Alhuda
nior Director, Coopbank Alhuda
Owner: Mubarek Shemollo
Reporting to: Vice President
Weight (%) Performance Metrics Weight (%) Owner
10% Income from IFB financing, Trade service ,and domestic banking operation 5% Shared
5% Market share in IFB the deposit 5% Unique
30% Total Incremental Deposit-IFB shared
Incremental deposit from existing - IFB segment 10% Shared
Incremental deposit from new Accounts-IFB Segment 10% Shared
Foreign Currency generation- IFB segment 10% Shared
5% NPF (non-performing financing) ratio- IFB segment 3% Shared
Financing to Deposit Ratio-IFB segment 2% Shared
5% IFB Corporate customers dropout ratio 5% Shared

5% Customer satisfaction Index- IFB segment 5% Shared

15% Customer acquisition-IFB segment 10% Shared
20% Number of key IFB Corporate customers (Institutional, Exporters and Private 10% Shared
Corporate ) contacted and business R/ship created

Number of New IFB channels 10% Shared

5% Employee engagement index 5% Common

5% Number of Employees who took IFB training 5% Shared

5% Organizational Culture Index 5% common
Unit of measReporting FreqAnnual Target QI Q.II Q.III Q.IV
ETB Monthly 2,252.00 495.00 570.00 572.00 615.00
% Quarterly 13 13
ETB Monthly 10,000 2,370 2,430 2,541 2659
ETB (in Mill Monthly 5,000.00 1,185.00 1,215.00 1,270.50 1,329.50
ETB (in Mill Monthly 5,000.00 1,185.00 1,215.00 1,270.50 1,329.50
USD Monthly 100 21 24.5 26 28.5
% Quarterly <3% <3% <3% <3% <3%
% Quarterly < 80% <80% <80% <80% <80%
% Annually 0% 0%

% Annually 77.76 77.76

Number Monthly 978,658.00 207,621.00 247,299.00 267,570.00 256,168.00
Number Semi-Annually 4 1 1 1 1

Number Quarterly 40 5 15 10 10
% Annually 64 64

Number Quarterly 1200 300 500 200 200

% Annually 74 74
Initiatives

IFB Marketing and Sales strategy

Review IFB Asset Quality

Business Eco-System for IFB customers

Develop Customer Relationship Management (CRM) Remodeling
Decentralizing IFB financing
Customer obsession Initiative
Develop IFB Digital Products
Coopbank Alhuda Brand Campaign
Introducing IFB Financial Literacy Program
Sharia governance framework
IFB Subsidiary Project
Make banking Joyful Initiative
Coopbank Alhuda IS Need Assessment
Project Financing Analysis/Appraisal Competency Enhancement
Establishing Coopbank Alhuda Knowledge Center
Back to Basic Innitiatives
 Cooperative Bank of Oromi
Annual Scorecard Contract Agreem
Budget Year: 2022/23
Name of Work Unit: Corporate Banking
Position: Director, Corporate Banking (Alhuda)
Name of Owner: Feyissa Gemechu
Reporting to:Senior Director

Perspective Weight Sub-Process Strategic Individual level Weight (%) Performance Metrics
(%) Objective Objectives
Financial 45% Increase IFB Profitability Enhance income earning 5% Income from IFB financing,
from Trade services and trade service operation and
guarantees Guarantee
Enhance IFB financial Enhance IFB financial 35% Incremental deposit from
resources mobilization resources mobilization existing - IFB Corporate
(Corporate banking) Banking
Incremental deposit from new
Accounts-IFB Corporate
Banking
Foreign Currency generation-
IFB segment
Enhance IFB financial Enhance IFB Corporate 5% NPF (non-performing financing)
soundness Banking Asset Quality ratio- IFB Corporate Banking

Special mention Ratio-IFB

Corporate Banking
Customer 20% Increase IFB customer Increase IFB Corporate 5% Customer satisfaction Index-
satisfaction customer satisfaction IFB Corporate Banking
Improve IFB Customer Improve IFB Corporate 5% Net promoter score-IFB
Loyalty Customer Loyalty Corporate Banking
Increase IFB customer Increase IFB customer 10% Customer acquisition-IFB
acquisition (customer acquisition (customer Corporate
base) base)
Internal 20% Enhance IFB process Enhance IFB Corporate 15% Service/Financing delivery
Business efficiency and banking sub-process time-IFB Corporate Banking
Process effectiveness efficiency and
effectiveness
Improve IFB marketing Improve IFB marketing 5% Number of key IFB Corporate
and Business and Business customers (Institutional,
Development Development Exporters and Private
Corporate ) contacted and
business R/ship created
Learning and 15% Improve IFB Employees Improve IFB Employees 7% Number of Employee
growth Satisfaction and Satisfaction and engagement meeting
Engagement Engagement conducted
Improve Employee Improve Employee 8% Number of employees trained
Competency Competency: Corporate
tive Bank of Oromia
ecard Contract Agreement
dget Year: 2022/23

Quarterly Distribution
Weight (%) Unit of Reporting Annual Target QI Q.II Q.III Q.IV Initiatives
measure. Frequency
4% ETB Monthly 1576.4 346.5 399 400.4 430.5

12% ETB Monthly 1750 414.75 425.25 444.675 465.325

12% ETB Monthly 1750 414.75 425.25 444.675 465.325

9% USD Monthly 100 21 24.5 26 28.5

1% % Quarterly <3% <3% <3% <3% <3%

4% % Quarterly <5% <5% <5% <5% <5%

5% % Annually 0.776

5% % Annually Positive

10% Number Monthly 140 20 35 40 45

15% Time Monthly TBD TBD

5% Number Annually 250 25 50 100 75

7% % Monthly 48 12 12 12 12

8% Number Annually 200 25 75 50 50

 Cooperative Bank of Orom
Annual Scorecard Contract Agreem
Budget Year: 2022/23
Name of Work Unit: Corporate Banking
Position:Senior/Corporate CRM
Name of Owner:
Reporting to: Director

Perspective Weight Sub-Process Strategic Individual level Weight (%) Performance Metrics
(%) Objective Objectives
Financial 45% Increase IFB Profitability Enhance income earning 5% Income from IFB financing, trade
from Trade services and service operation and Guarantee
guarantees
Enhance IFB financial Enhance IFB financial 35% Incremental deposit from existing -
resources mobilization resources mobilization IFB Corporate Banking
Incremental deposit from new
Accounts-IFB Corporate Banking
Foreign Currency generation- IFB
segment
Enhance IFB financial Enhance IFB Corporate 5% NPF (non-performing financing)
soundness Banking Asset Quality ratio- IFB Corporate Banking
Special mention Ratio-IFB
Corporate Banking
Customer 25% Increase IFB customer Increase IFB customer 10% Number of Genuine Corporate
satisfaction satisfaction Customer complaints
Increase IFB customer Increase IFB customer 15% Customer acquisition-IFB
acquisition (customer acquisition (customer Corporate
base) base)
Internal 20% Enhance IFB process Enhance IFB Corporate 15% Service/Financing delivery time-IFB
Business efficiency and banking sub-process Corporate Banking
Process effectiveness efficiency and
effectiveness
Improve IFB marketing Improve IFB marketing 5% Number of key IFB Corporate
and Business and Business customers (Institutional, Exporters
Development Development (Corporate) and Private Corporate ) contacted
and business R/ship created
Learning and 10% Improve IFB Employees Improve IFB Employees 5% Number of a knowledge sharing
growth Satisfaction and Satisfaction and presentation
Engagement Engagement (Corporate)
Improve Employee Improve Employee 5% IFB Senior Corporate RMS
Competency Competency (Corporate Technical Competency Exams
CRM) Score
ve Bank of Oromia
ard Contract Agreement
et Year: 2022/23

Quarterly Distribution
Weight (%) Unit of Reporting Annual TargetQI Q.II Q.III Q.IV Initiatives
measure. Frequency
4% ETB Monthly

13% ETB Monthly

13% ETB Monthly

9% USD Monthly

2% % Quarterly

3% % Quarterly

10% Number Annually

15% Number Monthly

15% Time Monthly

5% Number Annually

5% % Monthly

5% Number Annually
 Cooperative Bank of Oro
Annual Scorecard Contract Agre
Budget Year: 2022/23
Name of Work Unit: Corporate Banking
Position: CRM, Institutional Customers Segment
Name of Owner:
Reporting to: Director

Perspective Weight Sub-Process Strategic Individual level Objectives Weight (%)

(%) Objective
Financial 45% Enhance IFB financial Enhance IFB Institutional 40%
resources mobilization Segment resources
mobilization

Enhance IFB financial Enhance IFB Insitutional 5%

soundness Segment Asset Quality

Customer 25% Increase IFB customer Increase IFB institutional 10%

satisfaction customer satisfaction
Increase IFB customer Increase IFB Institutional 15%
acquisition (customer customer acquisition
base) (customer base)
Internal 20% Enhance IFB process Enhance IFB Institutional 15%
Business efficiency and banking efficiency and
Process effectiveness effectiveness
Improve IFB marketing Enhance business relationship 5%
and Business with Institutional customers
Development

Learning and 10% Improve IFB Employees Improve IFB Employees 5%

growth Satisfaction and Satisfaction and Engagement
Engagement
Improve IFB Employee Improve Institutional CRM 5%
Competency Employee Competency
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
ate Banking
omers Segment

r
Quarterly Distribution
Performance Metrics Weight (%) Unit of Reporting Annual TargetQI Q.II Q.III
measure. Frequency
Incremental deposit from existing - 15% ETB Monthly
IFB Institutional Banking
Incremental deposit from new 15% ETB Monthly
Accounts-IFB Institutional Segment

Foreign Currency generation-IFB 10% USD Monthly

Institutional Segment
NPF (non-performing financing) 2% % Quarterly
ratio- IFB Institutional Segment
Special mention Ratio-IFB 3% % Quarterly
Institutional Segment
Customer satisfaction Index- IFB 10% % Annually
Institutional Segment
Customer acquisition-IFB 15% Number Monthly
Institutional Segment

Service/Financing delivery time-IFB 15% Time Monthly

Institutional Segment

It measures number of key IFB 5% Number Annually

Institutional Corporate customers
contacted and visited during a
given period of time and Business
relationship created (Account
Opening, MOU Signed, Resource
Mobilized) by Private Corporate
RMs

Number of a knowledge sharing 5% % Monthly

presentation

IFB Institutional RMS Technical 5% Number Annually

Competency Exams Score
arterly Distribution
Q.IV Initiatives
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreeme
Budget Year: 2022/23
Name of Work Unit: Corporate Banking
Position:Trade service Expert/Officer
Name of Owner:
Reporting to: Director

Perspectiv Weight (%) Sub-Process Strategic Individual level Strategic Weight (%) Performance Metrics
e objectives Objective
Finance 40% Increase IFB Increase IFB Trade Service 5% Income generated from
profitability profitability IFB Trade services
(import Service)
Enhance IFB financial Enhance IFB Trade service 35% Foreign currency
resources mobilization resources mobilization generation –IFB Trade
Service
Customer 25% Increase customer Increase IFB Trade Service 15% New customers
acquisition Customers acquisition acquisition- Exporters
Increase IFB customer Increase IFB Trade Service 10% Number of complaints-IFB
Satisfaction Customers Satisfaction Trade Service Expert
Internal 20% Enhance IFB process Enhance IFB Trade Service 10% IFB Trade Services -
Business efficiency and process efficiency and Service delivery time
Process effectiveness effectiveness
10% Number of cases handled
and processed
L&G 15% Improve IFB Improve IFB Employees 7% Number of a knowledge
Employees Satisfaction and sharing presentations
Satisfaction and Engagement conducted
Engagement
Improve IFB Employee Improve Employee 8% IFB Trade Service Expert
Competency Competency Technical Competency
Exams Score
erative Bank of Oromia
orecard Contract Agreement
Budget Year: 2022/23

Quarterly Distribution
Weight (%) Unit of Reporting Annual TargeQI Q.II Q.III Q.IV Initiatives
meas. Frequency
5% ETB Monthly

35% USD Monthly

15% Number Quarterly

10% Number Monthly

10% Time Monthly

10% time Monthly

7% Number Monthly

8% % Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: Corporate Banking
Position: IFB Collateral Valuatpr
Name of Owner:
Reporting to: Director

Perspectiv Weight (%) Sub-Process Individual level Weight (%) Performance Metrics Weight (%) Unit of
e Strategic Strategic Objective meas.
objectives
Internal 80% Enhance IFB Enhance process 50% IFB Collateral 60% Time
Business process efficiency efficiency and Valuation (Maker) -
Process and effectiveness effectiveness of Service delivery time
Collateral Valuation 30% Number of cases 20% time
handled and
processed
L&G 20% Improve IFB Improve IFB Collateral 10% Number of a 10% Number
Employees Valuators knowledge sharing
Satisfaction and Satisfaction and presentation
Engagement Engagement
Improve Employee Improve IFB Collateral 10% IFB Trade Service 10% %
Competency Valuators Technical Competency
Competency Exams Score
ank of Oromia
ontract Agreement
ar: 2022/23

Quarterly Distribution
Reporting Frequency Annual TargQI Q.II Q.III Q.IV Initiatives

Monthly

Monthly

Monthly

Annually
 Cooperative Bank of Oro
Annual Scorecard Contract Agr
Budget Year: 2022/23
Name of Work Unit: Retail and MSMEs Sub-process
Position: Director Coopbank Alhuda Retail and MSMEs
Name of Owner:
Reporting to: Senior Director

Perspective Weight (%) Process Strategic Sub-Process Strategic Weight (%)

objectives objective

Financial and 45% Enhance IFB financial Enhance IFB financial 36%
Sustanibility resources mobilization resources mobilization
from Retail and MSMEs
customers
Enhance IFB financial Enhance Asset Quality of 9%
soundness Retail and MSME segment

Customer 20% Increase IFB customer Increase IFB Retail and 10%
satisfaction MSMEs customer
satisfaction
Increase IFB customer Increase IFB Retail and 15%
acquisition (customer MSMEs customer
base) acquisition (customer
base)
Internal 20% Enhance IFB process Enhance IFB Retail and 15%
Business efficiency and MSMEs sub-process
Process effectiveness efficiency and
effectiveness
Improve IFB marketing Improve IFB Retail and 5%
and Business MSMEs sub-process
Development marketing and Business
Development
Learning and 15% Improve IFB Improve IFB Retail and 5%
growth Employees Satisfaction MSMEs sub-process
and Engagement Employees Satisfaction
and Engagement
Improve Employee Improve Retail and MSMEs 5%
Competency sub-process Employee
Competency
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
MSMEs Sub-process
uda Retail and MSMEs
er:
Director
Quarterly Distribution
Performance Metrics Weight (%) Unit of Reporting Annual TargQI Q.II
meas. Frequency

Incremental deposit from existing - IFB 18% ETB Monthly

Retail and MSME’S Banking
Incremental deposit from new Accounts- 18% ETB Monthly
IFB Retail and MSME’S Banking g
NPF (non-performing financing) ratio- IFB 4% % Monthly
Retail and MSME’S Banking
Special mention Ratio- IFB Retail and 5% % Quarterly
MSME’S
CustomerBanking
satisfaction Index- IFB Retail 10% Number Annually
and MSME’S Banking

Customer acquisition- IFB Retail and 15% Number Annually

MSME’S Banking

Service/Financing delivery time- IFB Retail 10% % Monthly

and MSME’S Banking

Number of key IFB Retail and MSME’S 5% number Quarterly

Banking contacted and business R/ship
created and MoU signed

Number of Employee engagement meeting 5% Number Annually

conducted

Number of employees trained 5% Number Quarterly

Q.III Q.IV Initiatives
 Cooperative Bank of Oro
Annual Scorecard Contract Agr
Budget Year: 2022/23
Name of Work Unit: Retail and MSMEs Sub-process
Position:CRM Retail and MSMEs
Name of Owner:
Reporting to: Director

Perspective Weight (%) Sub-Process Strategic Individual level Strategic Weight (%)
objectives Objective

Financial and 45% Enhance IFB financial Enhance IFB financial 36%
Sustanibility resources mobilization resources mobilization
from Retail and MSMEs
customers
Enhance IFB financial Enhance Asset Quality of 9%
soundness Retail and MSME segment

Customer 25% Increase IFB customer Increase IFB Retail and 10%
satisfaction MSMEs customer
satisfaction
Increase IFB customer Increase IFB Retail and 15%
acquisition (customer MSMEs customer
base) acquisition (customer
base)
Internal 20% Enhance IFB process Enhance IFB Retail and 15%
Business efficiency and MSMEs sub-process
Process effectiveness efficiency and
effectiveness
Improve IFB marketing Improve IFB Retail and 5%
and Business MSMEs sub-process
Development marketing and Business
Development
Learning and 10% Improve IFB Improve IFB Employees 5%
growth Employees Satisfaction Satisfaction and
and Engagement Engagement (etail and
MSMEs )
Improve Employee Improve Employee 5%
Competency Competency (etail and
MSMEs CRM)
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
MSMEs Sub-process
nd MSMEs
er:
ector
Quarterly Distribution
Performance Metrics Weight (%) Unit of Reporting Annual TargQI Q.II
meas. Frequency

Incremental deposit from existing - IFB 18% ETB Monthly

Retail and MSME’S Banking
Incremental deposit from new Accounts- 18% ETB Monthly
IFB Retail and MSME’S Banking g
NPF (non-performing financing) ratio- IFB 4% % Monthly
Retail and MSME’S Banking
Special mention Ratio- IFB Retail and 5% % Quarterly
MSME’S
CustomerBanking
satisfaction Index- IFB Retail 10% Number Annually
and MSME’S Banking

Customer acquisition- IFB Retail and 15% Number Annually

MSME’S Banking

Service/Financing delivery time- IFB Retail 10% % Monthly

and MSME’S Banking

Number of key IFB Retail and MSME’S 5% number Quarterly

Banking contacted and business R/ship
created and MoU signed

Number of a knowledge sharing 5% % Monthly

presentation

IFB Retail and MSMEs RMS Technical 5% Number Annually

Competency Exams Score
Q.III Q.IV Initiatives
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: Retail and MSMEs Sub-process
Position:CRM IFB Cooperatives
Name of Owner:
Reporting to: Director

Perspectiv Weight (%) Sub-Process Individual level Weight (%) Performance Metrics Weight (%) Unit of
e Strategic objectives Strategic Objective meas.

Incremental deposit-
Existing IFB 18% ETB
Enhance IFB financial Enhance IFB financial Cooperatives
resources mobilization resources mobilization
Incremental deposit-
35% 17% ETB
Financial 45% New IFB Cooperatives

NPL ratio –IFB

4% %
Enhance financial Enhance financial Cooperatives
10%
soundness soundness Special Mention Ratio-
6% %
IFB Cooperatives
Increase Customer Increase Customer Number of customer
10% 10% Number
satisfaction satisfaction complaints
Customer 25% Increase customer Increase customer New customers
acquisition (customer acquisition (customer 15% acquisition- IFB 15% Number
base) base) Cooperatives
Corporate Banking-
9% Time
Enhance IFB process Enhance IFB process Financing delivery time
efficiency and efficiency and 12% Number of non-
Internal effectiveness effectiveness compliance to SOP 3% Number
Business 20% and Sharia Principles
Process
Improve IFB Marketing Improve IFB Marketing
Number of business
and Business and Business 8% 8% Number
visit conducted
Development Development

Number of a
Improve IFB knowledge sharing
Improve IFB 5% 5% Number
Employees presentation conducted
Employees Satisfaction
Satisfaction and
Learning and Engagement
10% Engagement
and Growth
IFB Cooperative RM
Improve Employee Improve Employee
5% Technical Competency 5% %
Competency Competency
Exams Score
of Oromia
ct Agreement
22/23

Quarterly Distribution
Reporting Annual QI Q.II Q.III Q.IV Initiatives
Frequency Target

Monthly

Monthly

Quarterly

Quarterly

Monthly

monthly

Monthly

Quarterly

Quarterly

Monthly

Annually
 Cooperative Bank of Oro
Annual Scorecard Contract Agr
Budget Year: 2022/23
Name of Work Unit: Retail and MSMEs Sub-process
Position:CRM Agricultural and Farmers
Name of Owner:
Reporting to: Director

Perspective Weight (%) Sub-Process Strategic Individual level Strategic Weight (%)
objectives Objective

Enhance IFB financial

Enhance IFB financial
resources mobilization from 35%
resources mobilization
Agricultural customers

Financial 45%
Enhance financial Enhance Asset quality of
10%
soundness Agricultural banking segment

Increase Customer Increase Customer

10%
satisfaction satisfaction
Customer 25% Increase customer Increase Agricultural
acquisition (customer customers acquisition 15%
base) (customer base)

Enhance process
Enhance process efficiency
efficiency and 14%
Internal Business and effectiveness
20% effectiveness
Process
Improve marketing of the Improve relationship with
6%
bank Agricultural customers
Improve IFB Employees
Improve IFB Employees
Satisfaction and 5%
Learning and Satisfaction and Engagement
10% Engagement
Growth
Improve Employee Improve Employee
5%
Competency Competency
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
MSMEs Sub-process
al and Farmers
er:
ector
Quarterly Distribution
Performance Metrics Weight (%) Unit of Reporting Annual TargQI Q.II
meas. Frequency

Increment deposit- from Existing farmers 18% ETB Monthly

Increment deposit-from new farmers 17% ETB Monthly

NPF– IFB Agricultural RM 4% % Monthly

Special Mention Ratio- IFB Agricultural RM 6% % Monthly

Number of customer complaints- IFB

10% Number Monthly
Agricultural RM

New customers acquisition- IFB Agricultural

10% Number monthly
RM

IFB Agriculture Banking- Service delivery time 9% Time Monthly

Number of non-compliance to SOP and Sharia

5% Number Quarterly
Principles
Number of business visit conductedand
6% Number Quarterly
business relationship created

Number of a knowledge sharing presentation

5% Number Monthly
conducted

IFB Agricultural RM Technical Competency

5% % Annually
Exams Score
Q.III Q.IV Initiatives
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: Corporate Banking
Position: IFB Collateral Valuator
Name of Owner:
Reporting to: Director

Perspectiv Weight (%) Sub-Process Individual level Weight (%) Performance Metrics Weight (%) Unit of
e Strategic Strategic Objective meas.
objectives
Internal 80% Enhance IFB Enhance process 50% IFB Collateral 60% Time
Business process efficiency efficiency and Valuation (Maker) -
Process and effectiveness effectiveness of Service delivery time
Collateral Valuation 30% Number of cases 20% time
handled and
processed
L&G 20% Improve IFB Improve IFB Collateral 10% Number of a 10% Number
Employees Valuators knowledge sharing
Satisfaction and Satisfaction and presentation
Engagement Engagement
Improve Employee Improve IFB Collateral 10% IFB Trade Service 10% %
Competency Valuators Technical Competency
Competency Exams Score
ank of Oromia
ontract Agreement
ar: 2022/23

Quarterly Distribution
Reporting Frequency Annual TargQI Q.II Q.III Q.IV Initiatives

Monthly

Monthly

Monthly

Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: Investment and Financial Analysis Sub-Process
Position: Director
Name of Owner: Muktar
Reporting to: Senior Director

Perspectiv Weight (%) Sub-Process Individual level Strategic Weight (%) Performance Weight (%)
e Strategic objectives Objective Metrics

Financial 30% Enhance Asset quality Enhance Asset quality of 30% NPF reduction 30%
of Coopbank Alhuda Coopbank Alhuda rate/resolving rate –
IFB segment
Internal 40% Enhance IFB process Enhance Inestment and 40% IFB Investment and 40%
Businesses efficiency and Financial Analysis sub- Financing Analysis –
Process effectiveness process efficiency and Lead time
effectiveness
L&G 30% Improve IFB Improve IFB Employees 10% Number of weekly 10%
Employees Satisfaction and Engagement engagements
Satisfaction and conducted
Engagement
Improve IFB Improve IFB Employee 10% Number of employees 10%
Employee Competency trained
Competency
Organizational Organizational Culture 10% Coopbank Culture 10%
Culture Index Index Index
ve Bank of Oromia
ard Contract Agreement
et Year: 2022/23

Quarterly Distribution
Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

% Quarterly

Time Monthly

Number Monthly

Number Annually

% Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: Investment and Financial Analysis Sub-Process
Position: Principal/Expert/Officer IFB Investment and Financing Analyst
Name of Owner:
Reporting to: Director

Perspectiv Weight (%) Sub-Process Individual level Strategic Weight (%) Performance Weight (%)
e Strategic objectives Objective Metrics

Financial 30% Enhance Asset quality Enhance Asset quality of 30% NPF reduction 30%
of Coopbank Alhuda Coopbank Alhuda rate/resolving rate –
IFB segment
Internal 50% Enhance IFB process Enhance Inestment and 50% IFB Investment and 40%
Businesses efficiency and Financial Analysis sub- Financing Analysis –
Process effectiveness process efficiency and Lead time
effectiveness
L&G 20% Improve IFB Improve IFB Employees 10% 10%
Employees Satisfaction and Engagement Number of Knowledge
Satisfaction and sharing presentation
Engagement
Improve IFB Improve IFB Employee 10% IFB Principal 10%
Employee Competency Financing and Analyst
Competency Technical
Competency Exams
Score
Bank of Oromia
Contract Agreement
ear: 2022/23

Quarterly Distribution
Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

% Quarterly

Time Monthly

Number Monthly

Number Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: Investment and Financial Analysis Sub-Process
Position:Manager, IFB Financing Portfolio and Recovery Management Team
Name of Owner:
Reporting to: Director

Perspectiv Weight (%) Sub-Process Individual Strategic Weight (%) Performance Weight (%)
e Strategic objectives objective Metrics

Financial 30% Enhance Asset quality Enhance Asset quality of 30% NPF reduction 30%
of Coopbank Alhuda Coopbank Alhuda rate/resolving rate –
IFB segment
Internal 50% Enhance IFB process Enhance Coopbank Alhuda 50% IFB Financing 40%
Businesses efficiency and Portfolio and Recovery Portfolio and
Process effectiveness management Process Recovery
Management –Lead
time
L&G 20% Improve IFB Improve IFB Financing 10% Number of weekly 10%
Employees Portfolio and Recovery engagements
Satisfaction and Management Employees conducted
Engagement Satisfaction and Engagement

Improve IFB Improve IFB Financing 10% Number of employees 10%

Employee Portfolio and Recovery trained
Competency Management Employee
Competency
Bank of Oromia
Contract Agreement
ear: 2022/23

Quarterly Distribution
Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

% Quarterly

Time Monthly

Number Monthly

Number Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: Investment and Financial Analysis Sub-Process
Position:  IFB Financing Review and Portfolio Management Expert / Officer
Name of Owner:
Reporting to: Manager

Perspectiv Weight (%) Sub-Process Individual Strategic Weight (%) Performance Weight (%)
e Strategic objectives objective Metrics

Internal 80% Enhance IFB process Enhance Coopbank Alhuda 50% IFB Financing 40%
Businesses efficiency and Portfolio and Recovery Portfolio and
Process effectiveness management Process Recovery
Management –Lead
time
L&G 20% Improve IFB Improve IFB Financing 10% 10%
Employees Portfolio and Recovery Number of a
Satisfaction and Management Employees knowledge sharing
Engagement Satisfaction and Engagement presentation

Improve IFB Improve IFB Financing 10% IFB Financing Review 10%
Employee Portfolio and Recovery and Portfolio
Competency Management Employee management
Competency Expert/Officer
Technical
Competency Exams
Score
Bank of Oromia
Contract Agreement
ear: 2022/23

Quarterly Distribution
Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

Time Monthly

Number Monthly

Number Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: Investment and Financial Analysis Sub-Process
Position: IFB Financing Follow up and Recovery Management Expert/ Officer
Name of Owner:
Reporting to: manager

Perspectiv Weight (%) Sub-Process Individual Strategic Weight (%) Performance Weight (%)
e Strategic objectives objective Metrics

Financial 30% Enhance Asset quality Enhance Asset quality of 30% NPF reduction 30%
of Coopbank Alhuda Coopbank Alhuda rate/resolving rate –
IFB segment
Internal 50% Enhance IFB process Enhance Coopbank Alhuda 50% IFB Financing follow 40%
Businesses efficiency and follow-up and Recovery up and recovery
Process effectiveness management Process Management –Lead
Time
L&G 20% Improve IFB Improve IFB Financing follow 10% Number of weekly 10%
Employees and Recovery Management engagements
Satisfaction and Employees Satisfaction and conducted
Engagement Engagement

Improve IFB Improve IFB Financing follow- 10% Number of employees 10%
Employee up and Recovery trained
Competency Management Employee
Competency
e Bank of Oromia
rd Contract Agreement
Year: 2022/23

Quarterly Distribution
Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

% Quarterly

Time Monthly

Number Monthly

Number Annually
 Coo
Annual S

Process: Coopbank Alhuda Sub process: IFB Customer Accounts and Operation Management
Name of Owner: Tesfaye Debabu Position: Director
Reporting to: Senior Director

Perspectiv Weight (%) Process Strategic objectives Sub-Process Strategic Weight (%)
e objective
Enhance IFB financial resources
mobilization Enhance IFB financial
Financial 20%
resources mobilization
and 30%
Sustanbility
Enhance IFB financial soundness Enhance IFB financial
10%
soundness
Increase IFB customer acquisition
(customer base) Increase IFB customer
Customer 30% 30%
acquisition (customer base)

Enhance process efficiency and

effectiveness

Enhance process efficiency

Internal 15%
and effectiveness
Business 25%
Process

Enhance IFB Marketing and Business Enhance IFB Marketing and

Development 10%
Business Development
Improve IFB Employees Satisfaction and
Engagement Improve IFB Employees
5%
Satisfaction and Engagement
Learning Improve IFB Employee Competency
15% Improve IFB Employees
and growth 5%
Competency
Organizational Culture Index Organizational Culture 5%
Index
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
s and Operation Management

Performance Metrics Weight (%) Unit of Reporting Annual Target

meas. Frequency
Incremental deposit from existing Accounts - IFB
12% ETB Monthly
Accounts and Operations 1000
Incremental deposit from New Accounts - IFB
8% ETB Monthly
Accounts and Operations 1000
Long age suspense account – IFB accounts 8% ETB Quarter NA
Deposit to Financing Ratio-IFB Segment 2% ETB Quarterly < 80%
New IFB customers recruited 20% Number Annually
949,298
Number of new IFB card banking users (% of
10% Number Monthly
customers.) NA
Submission of weekly District’s and IFB dedicated
branches’ deposit Performance Evaluation Report 3% Time Weekly 52
every Monday up to 4:00 PM.
Submission of Monthly deposit and customer base
performance evaluation report of IFB windows and 3% Time Monthly 12
dedicated branches by district within 3 days after the
end of each month to OSCM.
Preparation of average Mudarabah deposit accounts,
simulation, analysis on mothly basis and profit 4% Time Quarterly 2
payment semi-annually.

Number of visits conducted to branches and districts 5% Number Quarterly 150

Number of dedicated Branches and Thermohouse 5% Number Quarterly 40

Number of Employee engagement meeting conducted 5% % Monthly 24

Number of employees trained 5% Number Annually 1,200

Coopbank Culture Index % Annually
5% 74%
Quarterly Distribution
QI Q.II Q.III Q.IV Initiatives

474 486 508.2 531.8 Increase follow-up 20% of V/P

237 243 254.1 265.9 Increase follow-up 20% of V/P

NA NA NA NA
< 80% < 80% < 80% < 80% Make awareness

201,392 239,880 259,543 248,482 Increase marketing Activity 97% of V/P

NA NA NA NA

13 13 13 13 Strict follo-up and data

trucking

3 3 3 3
Strict follo-up and data
trucking

1 1 Regularly updating
customers'data
30 40 40 40 Strict follo-up and data
trucking

5 15 10 10 Create alignment with

districts

6 6 6 6

300 500 200 200 Identify target group

74%
20% of V/P

20% of V/P

97% of V/P
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Process: Coopbank Alhuda Sub process: IFB Customer Accounts and Operation Management Team: IFB Fund and Account Ma
Name of Owner: Nuredin Awel Mohammed Position: Manager
Reporting to: Director

Perspectiv Weight (%) Sub-Process Individual Weight (%) Performance Weight (%) Unit of Reporting
e Strategic Strategic Metrics meas. Frequency
objectives objective

Financial 20% Enhance Enhance IFB 20% Long-age suspense 12% ETB Quarterly
financial asset quality account balance-
soundness management IFB Segment

Financing to 8% ETB Quarterly

Deposit Ratio-IFB
Segment

Internal 70% Enhance Enhance 10% Time Monthly

Business process process
Process efficiency and efficiency and
Preparation of IFB
effectiveness effectiveness
financial statement
within 3 days after
the end of each
month.

20% Time Quarterly

Preparation of
quarterly IFB
financial statement,
deposit by range
and region, deposit
by sector and
region as per NBE
50% requirement within
3 days after the end
of each month.
 20% Time Seni-annual

Preparation of
average
Mudarabah deposit
accounts,
simulation, analysis
on mothly basis
and profit payment
semi-annually.

20% Financial analysis 20% Number Quarterly

and forecasting
reports on daily
basis

Learning & 10% Improve IFB Improve IFB 10% Number of 10% % Monthly
Growth Employees Accounts and Employee
Satisfaction and fund engagement bi-
Engagement management weekly meeting
employees conducted
Engagement
Oromia
Agreement
3
m: IFB Fund and Account Management

Quarterly Distribution
Annual TargQI Q.II Q.III Q.IV Initiatives

NA NA NA NA NA

< 80% < 80% < 80% < 80% < 80%

12 3 3 3 3

4 1 1 1 1
 2 1 1

300 75 75 75 75

24 6 6 6 6
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: IFB Customer Accounts and Operation
Position: Manager, IFB Accounts and Fund Management Team
Name of Owner:
Reporting to: Director IFB CAOM

Perspectiv Weight (%) Sub-Process Individual Strategic Weight (%) Performance Metrics Weight (%)
e Strategic objectives objective

Financial 20% Enhance financial Enhance IFB asset quality 20% Long-age suspense account 12%
soundness management balance-IFB Segment
Deposit to Financing Ratio-IFB 8%
Segment
Internal 70% Enhance process Enhance process efficiency 70% IFB Accounts and Fund 40%
Business efficiency and and effectiveness Management –Lead Time
Process effectiveness Financial analysis and 30%
forecasting reports
Learning & 10% Improve IFB Improve IFB Accounts and 10% Number of Employee 10%
Growth Employees fund management engagement meeting conducted
Satisfaction and employees Engagement
Engagement
Bank of Oromia
Contract Agreement
ear: 2022/23

Quarterly Distribution
Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

ETB Quarterly

ETB Quarterly

Time Monthly

Number Quarterly

% Monthly
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Process: Coopbank Alhuda Sub process: IFB Customer Accounts and Operation Management Team:
Name of Owner: Kaleyesus Teshome Asfaw Position: Senior/Officer/GT
Reporting to: Manager

Perspectiv Weight (%) Sub-Process Individual Strategic Weight (%) Performance Metrics Weight (%)
e Strategic objective
objectives
30% Enhance financial Enhance Financial 30% Long-age suspense 25%
Financial

soundness Healthness of account balance-IFB

Coopbank Alhuda Segment
Deposit to financing 5%
ratio-IFB segment
50% Enhance process Enhance process 50% IFB Accounts and Fund 30%
Internal Business
Process

efficiency and efficiency and Management –Lead

effectiveness effectiveness of IFB Time with 3 days after
fund and Account the end of each month
management
Financial analysis and 20%
forecasting reports
20% Improve IFB Improve IFB 10% Number of a knowledge 10%
L&G

Employees Employees sharing presentations

Satisfaction and Satisfaction and conducted
Engagement Engagement
Improve Employee Improve Employee 10% IFB Senior Customer 10%
Competency Competency Service Officer
Technical Competency
Exams Score
Bank of Oromia
Contract Agreement
ear: 2022/23
agement Team: IFB Fund and Account Management

Quarterly Distribution
Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

ETB Quarter

NA NA NA NA NA
% Quarterly
< 80% < 80% < 80% < 80% < 80%
Time Monthly
12 3 3 3 3

Number Quarter
300 75 75 75 75
Number Monthly
6 1 2 1 2

% Annually
>80 >80
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Process: Coopbank Alhuda Sub process: IFB Customer Accounts and Operation Management Team:
Name of Owner: Yoseph Aychiluhim Position: Senior/Officer/GT
Reporting to: Manager

Perspectiv Weight (%) Sub-Process Individual Strategic Weight (%) Performance Metrics Weight (%) Unit of
e Strategic objective meas.
objectives
30% Enhance Enhance Financial 30% Long-age suspense 25% ETB
Financial

financial Healthness of account balance-IFB

soundness Coopbank Alhuda Segment
Deposit to financing ratio- 5% %
IFB segment
50% Enhance Enhance process 50% IFB Accounts and Fund 30% Time
Internal Business
Process

process efficiency and Management –Lead Time

efficiency and effectiveness of IFB with 3 days after the end
effectiveness fund and Account of each month
management
Financial analysis and 20% Number
forecasting reports
20% Improve IFB Improve IFB 10% Number of a knowledge 10% Number
L&G

Employees Employees Satisfaction sharing presentations

Satisfaction and Engagement conducted
and
Engagement
Improve Improve Employee 10% IFB Senior Customer 10% %
Employee Competency Service Officer Technical
Competency Competency Exams
Score
k of Oromia
ract Agreement
022/23
ement Team: IFB Fund and Account Management

Quarterly Distribution
Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
Frequency

Quarter

NA NA NA NA NA
Quarterly
< 80% < 80% < 80% < 80% < 80%
Monthly
12 3 3 3 3

Quarter
300 75 75 75 75
Monthly

6 1 2 1 2

Annually
>80 >80
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Process: Coopbank Alhuda Sub process: IFB Customer Accounts and Operation Management Team:
Name of Owner: Muzeyin Hassen Abdulahi Position: Manager
Reporting to: Director

Perspectiv Weight (%) Sub- Individual Weight (%) Performance Metrics Weight (%) Unit of
e Process Strategic meas.
Strategic objective
objectives

Incremental deposit from

existing - IFB Accounts and
Operations

15% ETB

Enhance
Enhance IFB
IFB financial
Financial 30% financial resources 30%
resources
mobilization
mobilization

Incremental deposit from

New Accounts - IFB 15% ETB
Accounts and Operations

Customer 30% Increase Increase IFB 30% Customer acquisition- IFB 20%
IFB customer Retail and MSME’S Banking
customer acquisition
acquisition (customer base) Number
(customer
base)

Number of new IFB card 10%

banking users (% of
customers.)
Number
Internal 30% Enhance Enhance process 30% 10%
Business process efficiency and
Process efficiency effectiveness
and
effectivenes
s

Time

Submission of weekly
District’s and IFB dedicated
branches’ deposit
Performance Evaluation
Report every Monday up to
4:00 PM.
10%

Time

Submission of Monthly
deposit and customer base
performance evaluation
report of IFB windows and
dedicated branches by
district within 3 days after
the end of each month to
OSCM.
Number of visits conducted 10%
to branches and districts
Number

Learning 10% Improve IFB Improve IFB 10% Number of Employee 10%
and growth Employees Employees engagement meeting
Satisfaction Satisfaction and conducted
and Engagement %
Engagemen
t
 k of Oromia
tract Agreement
2022/23
ment Team: IFB Branch Support

Quarterly Distribution
Reporting Annual Target QI Q.II Q.III Q.IV Initiatives
Frequency

Monthly 500 100 100 200 100

Monthly 500 100 100 100 200

Monthly

949,298 201,392 239,880 259,543 248,482

Monthly

NA NA NA NA NA
Monthly 52 13 13 13 13

Monthly 12 3 3 3 3

Quarterly

150 30 40 40 40

Monthly 24 6 6 6 6
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Process: Coopbank Alhuda Sub process: IFB Customer Accounts and Operation Management Team:
Name of Owner: XXXXXXXXXXXXXXX Position: Expert, Branch Operation expert/officer
Reporting to: Manager

Perspectiv Weight (%) Sub-Process Individual Strategic Weight (%) Performance Weight (%)
e Strategic objective Metrics
objectives

Financial 20% Enhance IFB Enhance IFB 20% Incremental 20%

financial financial resources deposit from
resources mobilization existing - IFB
mobilization Accounts and
Operations

Customer 20% Increase IFB Increase IFB 20% Customer 15%

customer customer acquisition acquisition- IFB
acquisition (customer base) Retail and
(customer base) MSME’S
Banking

Number of new 5%
IFB card
banking users
(% of
customers.)

Internal 40% Enhance process Enhance process 40% 15%

Business efficiency and efficiency and
Process effectiveness effectiveness

Submission of
weekly District’s
and IFB
dedicated
branches’
deposit
Performance
Evaluation
Report every
Monday up to
4:00 PM.
 15%

Submission of
Monthly deposit
and customer
base
performance
evaluation
report of IFB
windows and
dedicated
branches by
district within 3
days after the
end of each
month to
OSCM.
Number of visits 10%
conducted to
branches and
districts

Learning 20% Improve IFB Improve IFB 10% 10%

and growth Employees Employees Number of a
Satisfaction and Satisfaction and knowledge
Engagement Engagement sharing
presentations
conducted

Improve Improve Employee 10% 10%

Employee Competency
IFB Branch
Competency
Operation
Support
Expert/Officer
Technical
Competency
Exams Score
 Bank of Oromia
d Contract Agreement
Year: 2022/23
ement Team: IFB Branch Support

Quarterly Distribution
Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

ETB Monthly

400 100 100 100 100

Number Monthly

200,000 50,000 50,000 50,000 50,000

Number Monthly

NA NA NA NA NA

Time Weekly 52 13 13 13 13
Time Monthly 12 3 3 3 3

Number Quarterly

50 10 10 10 20

% Monthly

4 1 1 1 1

% Annually >80 >80%

 Co
Annu

Name of Work Unit: IFB Marketing and Business Development

Position: Director,
Name of Owner: Jiren Shis
Reporting to: Vice President

Perspectiv Weight Process Strategic Sub-Process Weight (%)

e (%) objectives Strategic objective
Internal 85% Enhance IFB Enhance IFB 25%
Business Process Effeciency Process Effeciency
Process and Effectiveness and Effectiveness

Improve IFB Improve IFB 60%

Marketing and Marketing and
Business Business
Development Development

Learning 15% Enhance Employee Enhance Employee 7%

and growth Engagement of IFB Engagement of IFB
Improve Employee Improve Employee 8%
Competency Competency
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
eting and Business Development
n: Director,
ner: Jiren Shis
Vice President
Quarterly Distribution
Performance Metrics Weight (%) Unit of Reporting Annual Target QI
meas. Frequency
Number of IFB Marketing and Business 35% Number Annually
Development document produced and
deliberated 8 2
Number of IFB Strategic implementation and 10% Number Quarterly
monitoring operational review meeting
conducted 10 2
Number of IFB new products developed 15% Number Annually 4 1
Coopbank Alhuda Reputational Index 5% % Annually 75
Achievement of IFB promotional, brand and 5% % Quarterly
communication activities 100% 100%
Number of awareness creation sessions 10% Number Annually
Conducted-IFB segment 20 5
Number of participant on IFB Financial Literacy 5% Number Annually
Program 500
Number of Employee engagement meeting 7% Number Annually
conducted 48 12
Number of employees trained 8% Number Annually
600 100
Quarterly Distribution
Q.II Q.III Q.IV Sub Process Level Initiatives

2 2 2 Develop IFB Marketing and Sales Strategy

3 2 3 Finalizing IFB Subsidiary Project

1 1 1 Develop IFB Digital Banking Products
75

100% 100% 100% Introducing Coopbank Alhuda Brand Campaign

5 5 5 Developing IFB Financial Literacy Program

200 150 150 Establishing Local based Social Infulencers

12 12 12 Make Banking Joyfull

300 100 100 Back to basic initiatives

 Coopera
Annual Scor
Bu
Work Unit- Coopbank Alhuda Marketing and Business Development
Position: Manager
Name of Owner:
Reporting to: Director

Perspective Weight (%) Sub-Process Individual Strategic Weight (%) Performance Metrics
Strategic objectives objective

Internal Business 85% Enhance IFB Enhance IFB 50% Number of IFB Marketing and
Process Process Effeciency Process Effeciency Business Development document
and Effectiveness and Effectiveness produced and deliberated

Number of IFB Strategic

implementation and monitoring
operational review meeting conducted
Improve IFB Improve IFB 35% Number of IFB new products
Marketing and Marketing and developed
Business Business Number of participant on IFB Financial
Development Development Literacy Program
Learning and 15% Enhance Employee Enhance Employee 15% Number of Employee engagement
growth Engagement of IFB Engagement of IFB meeting conducted
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23

Quarterly Distribution
Weight (%) Unit of Reporting Annual Target QI Q.II Q.III Q.IV
meas. Frequency

35% Number Annually

8 2 2 2 2
10% Number Quarterly

10 2 3 2 3
20% Number Annually
4 1 1 1 1
15% Number Annually
500 200 150 150
15% Number Annually
48 12 12 12 12
Team Level Initiatives

Develop IFB Marketing and Sales Strategy

Finalizing IFB Subsidiary Project

Creating Strategic Alliance with Global Economy Players

Develop IFB Digital Product

Introducing IFB Financial Literacy Program

Make Banking Joyful

 Coop
Annual S

Name of Work Unit: IFB Marketing and Business Development

Position: IFB Planning and Monitoring Expert
Name of Owner: X
Reporting to: Manager

Perspective Weight Sub-Process Individual Strategic Weight (%) Performance Metrics

(%) Strategic objectives objective

Number of IFB operational

performance reports produced.
Number of IFB Strategic and
operational review meeting
Enhance IFB Enhance IFB conducted
90% Process Effeciency Process Effeciency 90% IFB Competitor’s Analysis , Trend
&Effectiveness and Effectiveness Analysis and Forecasting
Number of IFB Business/ functional
level strategies/Tactics and
transformation agenda/areas
identified
Improve IFB Improve IFB
Employees Employees Number of a knowledge sharing
5%
Satisfaction and Satisfaction and presentations conducted
Learning and
10% Engagement Engagement
growth
of IFB Strategy Implementation and
Improve Employee Improve Employee
5% Monitoring Technical Competency
Competency Competency
Exams Score
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23

Quarterly Distribution
Weight (%) Unit of Reporting Annual Target QI Q.II Q.III Q.IV
meas. Frequency

30% Number Annually

24 6 6 6 6

10% Number Quarterly

12 3 3 3 3

20% Number Quarterly

4 1 1 1 1

30% Number Annually

3 1 1 1

5% Number Monthly
4 1 2 1

5% % Annually
Initiatives

Make banking Joyful

Back to basic Initiatives

 Coop
Annual S

Name of Work Unit: IFB Marketing and Business Development

Position: IFB Research and Development Expert
Name of Owner: Tajudin Tahir Aliyi
Reporting to: Manager

Perspectiv Weight (%) Sub-Process Strategic Individual Strategic Weight (%) Performance Metrics
e objectives objective

Enhance IFB process Number of IFB Business

Enhance IFB process
efficiency and 50% research studies conducted
Internal efficiency and effectiveness
effectiveness and deliberated
Business 80%
Process Improve IFB Marketing
Improve IFB Marketing and Number of new IFB products
and Business 30%
Business Development studied and introduced.
Development

Improve IFB Employees Improve IFB Employees Number of a knowledge

Satisfaction and Satisfaction and 10% sharing presentations
Engagement Engagement conducted
Learning
20%
and growth IFB Research and
Improve Employee Improve Employee Development Expert
10%
Competency Competency Technical Competency
Exams Score
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
ment

Quarterly Distribution
Weight (%) Unit of meas. Reporting Annual Target QI Q.II Q.III Q.IV
Frequency

60% Time Quarterly

2 1 1

25% Number Annually

3 1 1 1

10% Number Monthly

4 1 1 1 1

10% % Annually
Initiatives

Creating Strategic Alliance With Global Islamic Economy Players

Develop IFB Digital Banking Products

Establishing IFB Online Learning Platform

 Name of Work Unit: IFB Marketing and Business Development
Position: IFB Research and Development Officer
Name of Owner: Temam Gebu
Reporting to: Manager

Perspective Weight (%) Sub-Process Strategic objectives Individual Strategic objective

Enhance IFB process efficiency and Enhance IFB process efficiency and
effectiveness effectiveness
Internal Business
80%
Process
Improve IFB Marketing and Business Improve IFB Marketing and Business
Development Development

Improve IFB Employees Satisfaction and Improve IFB Employees Satisfaction

Engagement and Engagement
Learning and
20%
growth
Improve Employee Competency Improve Employee Competency
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
usiness Development
pment Officer
ebu

Quarterly Distribution
Weight (%) Performance Metrics Weight (%) Unit of Reporting Annual TargQI
meas. Frequency
Number of IFB Business research
50% studies conducted and deliberated 60% Time Quarterly
3 1

Number of new IFB products

30% 25% Number Annually
studied and introduced.
1

Number of a knowledge sharing

10% 10% Number Monthly
presentations conducted
4 1
IFB Research and Development
10% Officer Technical Competency 10% % Annually
Exams Score
Quarterly Distribution
Q.II Q.III Q.IV Initiatives

1 1 Introducing IFB Financial Literacy Program

1 Develop IFB Marketing and Sales Strategy

1 1 1 Establishing IFB Online Learning Platform

 Coo
Annua

Name of Work Unit: IFB Marketing and Business Development

Position: Manager, IFB Marketing and Business Communication
Name of Owner: Siraj Sheko
Reporting to: Director

Perspectiv Weight (%) Sub-Process Individual Strategic Weight (%) Performance Metrics
e Strategic objectives objective

Internal 80% Improve IFB Marketing Improve IFB Marketing and 80% %age execution of IFB
Business and Business Business Development printing and outdoor ads
Process Development Number of IFB awareness
creation and event facilitated
Number of participant on IFB
Financial Literacy Program

Number of IFB Dedicated

branches/organs branded
with Coopbank Alhuda CIP
L&G 20% Improve IFB Improve IFB Employees 20% Number of weekly
Employees Satisfaction and Engagement engagements conducted
Satisfaction and
Engagement
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
ent
ion

Quarterly Distribution
Weight (%) Unit of Reporting Annual TargQI Q.II Q.III Q.IV
meas. Frequency

20% % Quarterly
100% 100% 100% !00% !00%
20% Number Annually
20 5 5 5 5
20% Number Annually

500 200 150 150

20% Number Quarterly

40 20 10 10
20% Number Weekly

48 12 12 12 12
Initiatives

Coopbank Alhuda Brand Campaign

Establishing Local based Social Infulencers

Introducing IFB Financial Literacy Program

Make banking Joyfull

 Cooperativ
Annual Scoreca
Budge
Name of Work Unit: IFB Marketing and Business Development
Position: IFB Business Communication Expert
Name of Owner: Kalid Musa
Reporting to: Manager

Perspectiv Weight (%) Sub-Process Individual Strategic Weight (%) Performance Metrics
e Strategic objective
objectives
Improve IFB Number of IFB awareness creation event
Improve IFB Marketing facilitated
Marketing and
and Business 60%
Business Number of electronic ads produced
Development
Development Number of Printing ads
Improve IFB
Improve IFB Employees
Employees Number of a knowledge sharing
Satisfaction and 5%
Satisfaction and presentation conducted.
Engagement
L&G 10% Engagement
Improve
Improve Employee IFB Business Communication Expert
Employee 5%
Competency Technical Competency Exams Score
Competency
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
nt

Quarterly Distribution
Weight (%) Unit of Reporting Annual TargQI Q.II Q.III Q.IV
meas. Frequency

20% Number Annually

20 5 5 5 5
20% Number Quarterly 10 1 2 4 3
20% % Quarterly 8 2 2 2 2

5% Number Monthly
4 1 1 1

5% % Annually
Initiatives

Establishing Local based Social Infulencers

Develop IFB Marketing and Sales Strategy
Coopbank Alhuda Brand Campaign
 Cooperative Ban
Annual Scorecard Con
Budget Year:
Name of Work Unit: IFB Marketing and Business Development
Position: IFB Business Communication Expert
Name of Owner: Abdi Ebrahim
Reporting to: Manager

Perspective Weight (%) Sub-Process Individual Weight (%) Performance Metrics Weight (%)
Strategic Strategic objective
objectives

Number of IFB awareness

20%
Improve IFB Improve IFB creation event facilitated
Marketing and Marketing and
60%
Business Business Number of electronic ads
Development Development 20%
produced

Improve IFB Improve IFB Number of Printing ads 20%

Number of a knowledge
Employees Employees
5% sharing presentation 5%
Satisfaction and Satisfaction and
conducted.
Engagement Engagement
IFB Business
L&G 10%
Improve Employee Improve Employee Communication Expert
5% 5%
Competency Competency Technical Competency
Exams Score
 Cooperative Bank of Oromia
nnual Scorecard Contract Agreement
Budget Year: 2022/23

Quarterly Distribution
Unit of meas. Reporting Annual TargQI Q.II Q.III Q.IV
Frequency

Number Annually
20 5 5 5 5

Number Quarterly
10 1 2 4 3
% Quarterly 8 2 2 2 2
Number Monthly 4 1 1 1

% Annually
Initiatives

Establishing Local based Social Infulencers

Develop IFB Marketing and Sales Strategy

Coopbank Alhuda Brand Campaign
 Coope
Annual Sco
B
Name of Work Unit: IFB Marketing and Business Development
Position: IFB Brand and Promotion Officer
Name of Owner: Amanuel Terfasa
Reporting to: Manager

Perspectiv Weight (%) Sub-Process Strategic Individual Strategic objective Weight (%) Performance Metrics Weight (%)
e objectives
Number of outdoor ads 20%

Improve IFB Marketing Number of IFB Dedicated

Improve IFB Marketing and
and Business 70% branches/organs
Business Development 15%
Development branded with Coopbank
Alhuda CIP

Improve IFB Employees Number of a knowledge

Improve IFB Employees
Satisfaction and 5% sharing presentation 5%
Satisfaction and Engagement
Engagement conducted.
L&G 10% IFB Brand and
Improve Employee Improve Employee Promotion Technical
5% 5%
Competency Competency Competency Exams
Score
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23

Quarterly Distribution
Unit of Reporting Annual TargQI Q.II Q.III Q.IV
meas. Frequency
% Quarterly 30 15 10 5

Number Quarterly

40 20 10 10

Number Monthly
4 1 1 1 1

% Annually
Initiatives

Coopbank Alhuda Brand Campaign

 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: IFB Marketing and Business Development
Position: IFB Business Communication Editor
Name of Owner:
Reporting to: Manager

Perspectiv Weight (%) Sub-Process Strategic Individual Strategic Weight (%) Performance Metrics Weight (%)
e objectives objective

Enhance process Enhance process Average Lead Time 30%

efficiency and efficiency and 50% IFB Business
Internal effectiveness effectiveness 20%
Communication Error rate
Business 90%
Process Improve IFB Marketing Improve IFB Marketing
Number of internal
and Business and Business 40% 40%
magazines produced
Development Development
Improve IFB Employees Improve IFB Employees Number of a knowledge
Satisfaction and Satisfaction and 5% sharing presentation 5%
Engagement Engagement conducted.
L&G 10% IFB Business
Improve Employee Improve Employee Communication Editor
5% 5%
Competency Competency Technical Competency
Exams Score
ank of Oromia
ontract Agreement
ar: 2022/23

Quarterly Distribution
Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

Time Quarterly
Semi-
Number
annually

time Quarterly

Number Monthly

% Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreemen
Budget Year: 2022/23
Name of Work Unit: IFB Marketing and Business Development
Position:   IFB Graphic Designer
Name of Owner:
Reporting to: Manager

Perspectiv Weight (%) Sub-Process Strategic Individual Strategic objective Weight (%) Performance Metrics
e objectives

Enhance process
Enhance process efficiency and
efficiency and 30% Average Lead Time
effectiveness
Internal effectiveness
Business 90% Number of published
Process Improve IFB Marketing and Improve IFB Marketing and graphic designs
60%
Business Development Business Development Number of documentaries
produced
Improve IFB Employees Number of a knowledge
Improve IFB Employees Satisfaction
Satisfaction and 5% sharing presentation
and Engagement
Engagement conducted.
L&G 10%
IFB Graphic Designer
Improve Employee
Improve Employee Competency 5% Technical Competency
Competency
Exams Score
ve Bank of Oromia
ard Contract Agreement
et Year: 2022/23

Quarterly Distribution
Weight (%) Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

30% Time Quarterly

35% Number Annually

25% Number Annually

5% Number Monthly

5% % Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreemen
Budget Year: 2022/23
Name of Work Unit: IFB Marketing and Business Development
Position: IFB Camera Operator
Name of Owner:
Reporting to: Manager

Perspectiv Weight (%) Sub-Process Strategic Individual Strategic objective Weight (%) Performance Metrics
e objectives

Enhance process efficiency Enhance process efficiency and Branding and Promotions-
30%
Internal and effectiveness effectiveness Service delivery time
Business 70% Number of events attended
Process Improve IFB Marketing and Improve IFB Marketing and
40% Number of documentaries
Business Development Business Development
produced
Number of a knowledge
Improve IFB Employees Improve IFB Employees
15% sharing presentation
Satisfaction and Engagement Satisfaction and Engagement
conducted.
L&G 30%
IFB Camera Operator
Improve Employee
Improve Employee Competency 15% Technical Competency
Competency
Exams Score
ve Bank of Oromia
ard Contract Agreement
et Year: 2022/23

Quarterly Distribution
Weight (%) Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

30% Time Quarterly

10% Number Quarterly

30% Number Annually

15% Number Monthly

15% % Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: IFB Asset and Logistics Management
Position: Manager
Name of Owner:
Reporting to: Vice President

Perspectiv Weight (%) Sub-Process Strategic Individual Strategic Weight (%) Performance Metrics Weight (%)
e objectives objective

Reducing internal Number of Customer

Customer 20% Increase customer satisfaction 20% 20%
customer compliants complaints

IFB Asset and

Enhance process
Internal Enhance process efficiency Logistics
60% efficiency and 60% 60%
Business and effectiveness Management- Service
effectiveness
delivery time
Number of a
Improve IFB Employees
Improve IFB Employees knowledge sharing
Satisfaction and 10% 10%
Learning Satisfaction and Engagement presentations
20% Engagement
and growth conducted
Improve Employee Improve Employee Number of employees
10% 10%
Competency Competency coached
ank of Oromia
ontract Agreement
ar: 2022/23

Quarterly Distribution
Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

Number Monthly

Time Monthly

Number Monthly

Number Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreeme
Budget Year: 2022/23
Name of Work Unit: IFB Asset and Logistics Management
Position: Expert/Officer
Name of Owner:
Reporting to: Manager

Perspectiv Weight (%) Sub-Process Strategic Individual Strategic objective Weight (%) Performance Metrics
e objectives

Number of customer
Customer 20% Increase customer satisfaction Reducing Customer Compliants 20%
complaints
Internal IFB Asset and Logistics
Enhance process efficiency and Enhance process efficiency and
Business 60% 60% Management- Service
effectiveness effectiveness
Process delivery time
Number of a knowledge
Improve IFB Employees Improve IFB Employees
10% sharing presentations
Satisfaction and Engagement Satisfaction and Engagement
conducted
Learning
20% IFB Asset and Logistics
and growth
Management Technical
Improve Employee Competency Improve Employee Competency 10%
Competency Exams
Score
e Bank of Oromia
rd Contract Agreement
t Year: 2022/23

Quarterly Distribution
Weight (%) Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

20% Number Monthly

60% Time Monthly

10% Number Monthly

10% % Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: IFB Financing File Administrator/ IFB financing File Administrator
Position: Senior/Officer
Name of Owner:
Reporting to: Manager

Perspectiv Weight (%) Sub-Process Strategic Individual Strategic Weight (%) Performance Metrics Weight (%)
e objectives objective
Internal Business

Enhance process
Process

Enhance process efficiency IFB File Administration-

70% efficiency and 70% 70%
and effectiveness Lead time
effectiveness

Improve IFB Number of a knowledge

Improve IFB Employees
Employees Satisfaction 15% sharing presentations 15%
Satisfaction and Engagement
and Engagement conducted
Learning
30%
and growth
IFB Asset and Logistics
Improve Employee Improve Employee Management Technical
15% 15%
Competency Competency Competency Exams
Score
Bank of Oromia
Contract Agreement
ar: 2022/23

Quarterly Distribution
Unit of Reporting Annual TargQI Q.II Q.III Q.IV Initiatives
meas. Frequency

Time Monthly

Number Monthly

% Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreem
Budget Year: 2022/23
Name of Work Unit: IFB Operational Compliance Management Team
Position: Manager
Name of Owner:
Reporting to: Vice President

Perspectiv Weight (%) Sub-Process Individual Strategic Weight (%) Performance Metrics
e Strategic objectives objective

20% IFB Operational compliance­­-Lead Time

%Age rectification of reported

30%
Internal Enhance process irregularities
Enhance process efficiency
Business 80% efficiency and Number of Branches/organs at which
and effectiveness 20%
Process effectiveness onsite visits made

Number of Operational risk assessments

10%
and alerts made to organs

Improve IFB
Employees Improve IFB Employees Number of a knowledge sharing
10%
Learning Satisfaction and Satisfaction and Engagement presentations conducted
20% Engagement
and growth
Improve Employee Improve Employee
10% Number of employees coached
Competency Competency
 ve Bank of Oromia
ard Contract Agreement
get Year: 2022/23
m

Quarterly Distribution
Weight (%) Unit of Reporting Annual QI Q.II Q.III Q.IV Initiatives
meas. Frequency Target

20% Time Monthly

30% % Monthly

20% Number Quarterly

10% Number Monthly

10% Number Monthly

10% Number Annually

 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: IFB Internal Controllers/ IFB Internal Controller II
Position: Senior
Name of Owner:
Reporting to: Director

Perspectiv Weight (%) Sub-Process Individual Strategic Weight (%) Performance Metrics Weight (%)
e Strategic objectives objective

Audit finding rectification rate 30%

Internal Enhance process

Enhance process efficiency
business 80% efficiency and 80%
and effectiveness
Process effectiveness
IFB Internal Audit- Average Lead
50%
Time

Improve IFB
Improve IFB Employees
Employees Number of a knowledge sharing
Satisfaction and 10% 10%
Satisfaction and presentations conducted
Learning Engagement
Engagement
and growth IFB Operational Compliance
Improve Employee Improve Employee
10% Technical Competency Exams 10%
Competency Competency
Score
ank of Oromia
ontract Agreement
r: 2022/23

Quarterly Distribution
Unit of Reporting Annual QI Q.II Q.III Q.IV Initiatives
meas. Frequency Target

% Quarterly

Time Monthly

Number Monthly

% Annually
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreemen
Budget Year: 2022/23
Name of Work Unit: IFB Legal Expert
Position: Expert/Officer
Name of Owner:
Reporting to: Vice President

Perspectiv Weight (%) Sub-Process Strategic Individual Strategic Weight (%) Performance Metrics
e objectives objective

IFB Legal service –Service Delivery

Internal Enhance process Time
Enhance process efficiency
Business 80% efficiency and 80%
and effectiveness Number of IFB legal documents
Process effectiveness
reviewed and drafted
Improve IFB Employees Improve IFB Employees
Learning Number of a knowledge sharing
20% Satisfaction and Satisfaction and 10%
and growth presentations conducted
Engagement Engagement

Improve Employee Improve Employee IFB Legal Service Technical

10%
Competency Competency Competency Exams Score
e Bank of Oromia
rd Contract Agreement
t Year: 2022/23

Quarterly Distribution
Weight (%) Unit of Reporting Annual QI Q.II Q.III Q.IV Initiatives
meas. Frequency Target

50% Time Quarterly

30% Number Annually

10% Number Monthly

10% % Annually
 Cooperative Bank of Orom
Annual Scorecard Contract Agree
Budget Year: 2022/23
Name of Work Unit: Sharia Advisory Committee
Position: Advisor
Name of Owner:
Reporting to: VP

Perspectiv Weight (%) Sub-Process Strategic objectives Individual Strategic objective Weight (%)
e
Internal Business
Process

Enhance process efficiency and Enhance process efficiency and

80% 80%
effectiveness effectiveness

Learning Improve IFB Employees Satisfaction Improve IFB Employees

20% 20%
and growth and Engagement Satisfaction and Engagement
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
mmittee

Quarterly Distribution
Performance Metrics Weight (%) Unit of Reporting Annual QI Q.II Q.III Q.IV
meas. Frequency Target

Sharia Advisory
Committee Secretary- 80% Time Quarterly
SDT

Number of a knowledge
sharing presentations 20% Number Monthly
conducted
Initiatives
 Cooperative Bank of Oromia
Annual Scorecard Contract Agreement
Budget Year: 2022/23
Name of Work Unit: Executive Secretary
Position: Secretary I
Name of Owner:
Reporting to: Director

Perspectiv Weight (%) Sub-Process Individual Weight (%) Performance Metrics Weight (%) Unit of
e Strategic Strategic meas.
objectives objective
Enhance process Enhance process
Internal
80% efficiency and efficiency and 80 Office related services -SDT 80% Number
Business
effectiveness effectiveness
Improve IFB Improve IFB
Employees Employees Number of a knowledge sharing
L&G 20% 20% 20% Number
Satisfaction and Satisfaction and presentations conducted
Engagement Engagement
of Oromia
ct Agreement
2/23

Quarterly Distribution
Reporting Annual QI Q.II Q.III Q.IV Initiatives
Frequency Target

Quarterly

Monthly