Purpose
Translate the 2026 BB KPI framework into a readable, auditable and reusable independent calculation interface for the five performance lenses.
BOARD DECISION SUPPORT · REGULATORY INTELLIGENCE
MD/CEO Performance
Measurement Calculator.
Explore a transparent 100-point calculation aid structured against Bangladesh Bank’s Key Performance Indicators (KPIs) Framework for Managing Director (MD)/Chief Executive Officer (CEO) of Banks.
ASSESSMENT GOVERNANCEEvidence, ownership and Board approval trail.For a real Board / MD/CEO assessment, identify who prepared, owns, independently reviewed and approved the inputs. These fields remain local to this browser-only public build and are included in the report and CSV.
Sample case study: see how the calculation works
Illustrative example only. This fictional case does not represent a real bank, an official appraisal or a Bangladesh Bank rating.
Loads illustrative values into all 30 KPI rows so the input pattern and calculation process can be reviewed.
Sample parameter-mapping check: This complete case is fictional and is not an actual bank posting or disclosure. CRAR, NPL, ROA, ROE, NIM and similar ratio examples are raw-style teaching values. ADR, deposit mix, non-interest income, regulatory compliance, AML/CFT, CRR, ICT risk, leadership, fraud/forgery and legal-risk rows use either a Board-targeted value, an official rating/count mapping or a fictional normalized index so the baseline → Board target → actual process can be demonstrated. For an actual assessment, replace every sample number with the circular/Excel parameter, approved mapping, evidence and Board-approved target.
| KPI | Direction | Baseline | Target | Actual | Achievement | Contribution |
|---|---|---|---|---|---|---|
| CRAR | Higher is better | 12.5% | 13.5% | 13.0% | 50.0% | 3.13 / 6.25 |
| Gross NPL | Lower is better | 6.0% | 5.0% | 5.5% | 50.0% | 3.13 / 6.25 |
| ROE | Higher is better | 12.0% | 15.0% | 14.0% | 66.7% | 1.33 / 2.00 |
Process: Higher-is-better and lower-is-better KPIs use proportionate movement from baseline toward the Board target. Target/limit-aligned KPIs are scored by how close the actual is to the Board target relative to the baseline gap. Achievement below 50% receives zero for that KPI. The contribution then equals achievement × lens weight × KPI weight, subject to the circular’s critical-KPI deduction rule.
Critical-KPI example: Gross NPL has a maximum weighted contribution of 25% × 25% = 6.25 points. If its achievement is below 50%, its contribution is zero and the additional critical deduction is 25% × 6.25 = 1.5625 points. This arithmetic follows paragraph 2.5(ii); the achievement mapping itself still requires reconciliation with the official Excel template.
In the live calculator, the Board must approve the target, the bank must retain evidence, and all 30 KPI rows should be reconciled with the prescribed Excel template.
Selected bank / operation labelChoose a bank—
Public-data statusNo profile loaded—
Final score—Complete the inputs to calculate
Gross score—Before critical-KPI deductions
Illustrative score band—75+ Above Average · 65–<75 Average · <65 Below Average
KPI coverage0 / 30Full assessment requires all KPI rows
Critical-KPI penalty—Circular rule: 25% of that KPI’s maximum achievable weighted score when achievement is below 50% or zero.
Bangladesh Bank frameworkFive performance componentsThis component summary is included in the processed screen report, print/PDF, CSV and email summary.
| Component | Weight | Component score | Weighted score / maximum | KPI coverage |
|---|
CALCULATION AUDIT TRAILAnnexure-style KPI reconciliationDifference and proportionate fields mirror the structure shown in Annexure-A. This table documents the independent model’s arithmetic; it is not the Bangladesh Bank template.
| Lens | KPI / direction | Baseline | Target | Actual | Actual − baseline | Target − baseline | Proportionate | Weight | Score / maximum | Evidence / source | Mapping | Status |
|---|
How to use: Enter the verified baseline, Board-approved target and actual performance for each KPI, then select Process assessment. The report separates gross score, critical-KPI deduction and final score. Invalid target directions are not scored. Each lens is calculated out of 100% and converted to its assigned lens weight.
Assessment actionsProcess and export the current viewEnter at least one complete KPI row to enable processing. Export buttons become available after processing.
BANGLADESH BANK FRAMEWORK
Five performance components
The official framework allocates the MD/CEO assessment across five weighted components. The processed report reproduces this component structure together with the overall score and regulatory interpretation.
| Component | Weight | Primary themes | Public-data feasibility |
|---|---|---|---|
| Bank Solvency and Liquidity | 25% | CRAR, CET1, adjusted CRAR, LCR, NSFR, ADR | Partial |
| Asset Quality | 25% | NPL, stressed assets, provision coverage, concentration, recovery | Partial |
| Profitability | 10% | ROA, ROE, NIM, efficiency, non-interest income, deposit mix | Moderate |
| Governance and Internal Control | 25% | Compliance, AML/CFT, CRR, reporting, ICT risk, leadership | Low / evidence-sensitive |
| Inclusion, Customer and Market Conduct | 15% | Digital adoption, service quality, CMSME/agriculture/green finance, fraud, legal risk | Partial |
CONCEPT NOTE
RegTech Nexus AI MD/CEO Performance Measurement Calculator
Proposed as a transparent review-support layer for bank Boards, Board committees, governance professionals, researchers and supervisors. It is structured against the published framework to organise evidence and make the arithmetic reviewable—not to replace the Board’s appraisal judgment or Bangladesh Bank’s regulatory review.
Core method
Each KPI receives an illustrative baseline-to-target progress score; this mapping must be checked against the prescribed Excel template before any regulatory use. Higher, lower and target/limit-aligned directions are shown separately; categorical, count-based and composite parameters must first be mapped to an approved numeric scale. The five lens allocations are 25%, 25%, 10%, 25% and 15%; each lens is normalised to 100% before its weight is applied. Achievement below 50% receives zero for that KPI, and the listed critical-KPI deduction follows paragraph 2.5(ii) of the circular.
Public-data layer
Bank websites, annual reports, half-yearly reports, quarterly disclosures and BB publications can prefill selected observable metrics with a source and period label.
Evidence boundary
Board targets, RBS ratings, AML/CFT ratings, inspection observations, internal controls, regulatory reporting quality and legal-risk evidence are not reliably public and remain manual inputs.
Phase 1 · Live calculatorManual Board inputs, optional bank dropdown or anonymous label, 30 KPI rows, transparent scoring and export-ready result view.
Phase 2 · Verified public data registryPeriod-tagged extraction from bank disclosures and BB publications, with source links and confidence labels.
Phase 3 · Governance workflowEvidence attachments, reviewer sign-off, version history, Board approval trail and Excel-template mapping.
SOURCE REGISTER
Public sources and evidence discipline.
Bangladesh Bank BRPD-2 Circular No. 5KPIs Framework for MD/CEO of Banks · 13 September 2026↗Bangladesh Bank scheduled-bank directoryOfficial bank names and bank website links↗Bangladesh Bank Scheduled Banks StatisticsQuarterly source family for sector and bank disclosures↗
Publicly disclosed figures may use different dates, solo/consolidated bases, definitions or accounting scopes. A public-data preview must not be described as an official MD/CEO appraisal, Board-approved assessment or Bangladesh Bank rating.