Aspiration
Creating lasting value to our members
Weighting
30%
Our Strategy
05Performance against strategy
How we performed against key metrics to measure performance.
Our reward and incentive structures are linked to both individual and business performance. The following tables illustrate how we performed against key metrics to measure performance.
Performance legend
Targets exceeded
Achieved
Below target
New measure
| Objectives | Key measures | FY2025/26 target | 2024 | 2025 | 2026 | Outlook for the year ahead 2026/2027 Target |
|---|---|---|---|---|---|---|
| Improve member engagement and coverage | Member satisfaction score | 92% | 88% | 88% | 89% | 90% |
| Improve brand image and visibility | Tonality score | 92% | 92% | 95% | 94% | 90% |
| Brand Health Index | 80% | 78% | 81% | 83% | 75% | |
| Increase active mandatory membership | % increase in active members | 10% | 5.2% | 11.4% | 10.0% | 15% |
Improve member engagement and coverage
Member satisfaction score
FY2025/26 target: 92%
2024: 88% | 2025: 88% | 2026: 89%
2026/2027 Target: 90%
Improve brand image and visibility
Tonality score
FY2025/26 target: 92%
2024: 92% | 2025: 95% | 2026: 94%
2026/2027 Target: 90%
Improve brand image and visibility
Brand Health Index
FY2025/26 target: 80%
2024: 78% | 2025: 81% | 2026: 83%
2026/2027 Target: 75%
Increase active mandatory membership
% increase in active members
FY2025/26 target: 10%
2024: 5.2% | 2025: 11.4% | 2026: 10.0%
2026/2027 Target: 15%
Although member satisfaction improved, opportunities remain to create more seamless and personalised member experiences. The focus will be on bringing innovative solutions to market while making it easier for members to save, access benefits and strengthen their long-term financial wellbeing.