Corporate Performance Management at Pen-Sam

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Frederica Eaton
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1 Corporate Performance Management at Pen-Sam Klaus Kvorning Hansen Director of Strategy and Development

2 Agenda The Danish pensions system Why we did it How we did it How we should have done it SAS Forum Internationa 18 May

3 Fag og Arbejde pensionskassen for sygehjælpere, beskæftigelsesvejledere, plejere og plejehjemsassistenter Approximately 300,000 customers pensionskassen for portører Pen-Sam Holding A/S Revenue million pensionskassen for trafikfunktionærer ved Hovedstadsområdets Trafikselskab pensionskassen for amtsvejmænd m.fl. Balance 8 billion Pen-Sam Liv Pen-Sam Bank A/S Pen-Sam Skade 345 employees forsikringsaktieselskab forsikringsaktieselskab Pen-Sam Natur ApS Bymose Hegn ApS SAS Forum Internationa 18 May

Hovedstadsområdets Trafikselskab pensionskassen for amtsvejmænd m.fl.

4 The Three Pillars Pensions as a part of the Danish welfare system Social Security Labour Market Commercial SAS Forum Internationa 18 May

5 Why We Did It Group Reporting System Strategy strategic goals to be reached by the end of 2006 Practically no experience in measuring performance A need for Tools Base line values Measurement practices Management by numbers Social Security Labor Market Commercial Sector Finansielt perspektiv: Omkostninger Omkostninger generelt og om muligt pr. proces (sagshandling, produkt e.l.) måles og vurderes (benchmarkes). Frekvens? Kunde perspektiv: Kundetilfredshed Kundetilfredsheden generelt og specifikt på enkelte processer (forespørgsler, antal klager, service osv.) måles. Frekvens halvårligt. Proces perspektiv: Servicemål Opfyldelse af servicemål måles ugentligt pr. proces. HR / organisations perspektiv: Medarbejdertilfredshed Medarbejdertilfredsheden generelt og specifikt blandt de kunderettede medarbejdere måles halvårligt. SAS Forum Internationa 18 May

Frekvens? Kunde perspektiv: Kundetilfredshed Kundetilfredsheden generelt og specifikt på enkelte processer (forespørgsler, antal klager, service osv.) måles. Frekvens halvårligt.

6 How We Did It (1) Group Reporting System The Project SAS was selected as a strategic partner Goalkeepers were appointed A strategy map was sketched out The goals were communicated The GRS portal was designed Three goals were implemented Semi-manual reporting was implemented A common data structure was prepared Interfaces (ETL) were developed with one goal as paradigm Additional goals were analyzed Additional 11 goals are implemented Reporting procedures are designed Pushing of prepared reports will be implemented A reporting office will be established SAS Forum Internationa 18 May

structure was prepared Interfaces (ETL) were developed with one goal as paradigm Additional goals were analyzed Additional 11 goals are implemented

7 How We Did It (2) Board Strategic goals and strategy map Strategic Committee Goalkeepers Base line values Business rules Reporting procedures? Competencies Employees Individual goals Daily operations? SAS Forum Internationa 18 May

8 How We Did It (3) Two movements and two major changes at the same time! Labour Market Commercial Sector From joint agreements to individual customers From being a semi-public company to becoming a competitive market participant From political performance to performance by numbers From pleasing the boss to performance complying with shared goals SAS Forum Internationa 18 May

semi-public company to becoming a competitive market participant From political performance to

9 Fina nsielt p er spektiv : Kunde perspekt iv : Pro ces p er spekt iv : HR / or gan isation s p ersp ektiv: O mko stnin ger Kund etilfr edsh ed Ser vicemål Med arb ejde rtilfr edsh ed O mko stning er gen ere lt og om mu ligt p r. p roce s (sa gsha ndlin g, produkt e.l.) måles og vurderes (benchmark es). Frekvens? Kun det ilf red shed en gen ere lt og specif ikt på enk elte p roc esser ( for espørg sler, ant al kla ger, ser vice o sv.) måle s. Fre kvens h alvår ligt. Opf yldelse af servic emål måles ugent ligt pr. proces. Me dar bejd ert ilf red shed en gen ere lt og specif ikt bla ndt de kun der ette de med arb ejde re måle s halv årligt. How We Should Have Done It Strategy 2007 Social Security Labor Market 21 strategic goals to be reached end Commercial Sector 2006 Establish a BICC Set up individual goals Synergies with HR Strict rules for reporting Top management involvement Push the scores out into the whole organization Request actions to be taken from the management Continuously refer to the scoreboard Labour Market Commercial Sector The right starting point Focus on the organization and the culture Communicate actions and results Implement tools but make it a secondary task Be frank about successes and failures SAS Forum Internationa 18 May

Kun det ilf red shed en gen ere lt og specif ikt på enk elte p roc esser ( for espørg sler, ant al kla ger, ser vice o sv.) måle s. Fre kvens h alvår ligt.

10 Conclusions It is not possible to overestimate the cultural issues Choose partners who understand your business Don t try to fulfil a need that does not exist push; don t anticipate a pull Build competencies even between leaders Don t communicate through consultants ownership of all initiatives must be internal Commit the top management and get them involved SAS Forum Internationa 18 May

competencies even between leaders Don t communicate through consultants ownership of all

11 !? Klaus Kvorning Hansen SAS Forum Internationa 18 May

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