BANK PASARGAD

By:

Amir Rafiei

2nd Global Benchmarking AwardSingapore, 31 Oct 2013

Benchmarking Approach in :

BPI at a Glance

Type: Public

Industry: Banking, Financial services

Founded: 14 Dec 2005

Headquarters: Tehran, Iran

NO. of Branch: 297 branches

Employees: 3251 (2012)

Slogan: Customer is Essence of the Bank

Ranking 2012: • One of the top 10 highest movers bank in the world

• Ranked 257 over 1000• Bank of the year in 2010,2011,2012

Website: www.en.bpi.ir

WHAT: Service, Process & Performance

Our Operational Definition of Benchmarking

When: Always

Why are others better ? How are others better ?

What can we learn ? How can we catch up ?

How can we become the best in our sector ?

Benchmarking in the BPI is the process of improving performance by continuously

identifying, understanding, and adapting excellent practices found outside (and inside)

Where: In/Outside Banking Industrial

WHO: International, Best in Class & Best of the Best

Our leadership Commitment

Identifying factors:

• Maturity

• Organizational level

• Staff Competency

• Subject allocated

The Hersey-Blanchard Situational Leadership Theory

Our Culture, sharing and learning

• Flexibility• Innovation• Commitment to

Excellence• Innovative Problem

Solving• Monetary/Non- monetary

remunerations

• Intranet

• E-Library

• Knowledge Networks

• Workgroups

• Procedures

• Yellow pages

• Training Courses

• Meetings

• Seminars

• Manuals

• Portal

Our benchmarking process / structure

1. Identify What Is to Be Benchmarked

2. Identify Comparative Other Banks / Companies

3. Determine Data Collection Method and Collect Data

4. Determine Current Performance "Gap"

5. Project Future Performance Levels

6. Communicate Benchmark Findings and Gain Acceptance

7. Establish Functional Goals

8. Develop Action Plans

9. Implement Specific Actions and Monitor Progress

10. Recalibrate Benchmarks

•Practices Fully Integrated Into Process•Share and Learn the Results Achieved

PLANNING

ANALYSIS

INTEGRATION

ACTION

MATURITY

• Virtual banking• Mobile Banking• Navid 5

Product & Services

• BI• Core Banking• ERP

IT-ICT

• CRM• Process Map• Customer Club

Process Management

• Staff Satisfaction• Competency

ModelHuman Capital

Some Examples

Our Results Achieved

• Our Process Map • Core-banking Production • Production Of The Virtual Banking

Process

Improvement

• Deposit Accounts• New It-based Services• Customers Securities

Value Addition to

Clients

• Process Improvement• Human Capital Productivity• Opportunity Cost

Cost Reduction

Lessons Learnt and Our Next Steps

Lessons learnt

• No Paradigm blindness

• Competitive Superiority

• TQM

• Accelerate Innovation

• Awareness of ourselves

Next Steps

• True implementation

• Other departments

• Stakeholders support

• Day-to-day monitoring

• Evaluation and

reinstitution

Thank you

Give Benchmarking a Chance - It’s Worth It.