Key Perfomance Indicators & Objectives

Performance
We offer our clients valuable information, advice and services. We are also systematic about contacting them frequently. Overall client satisfaction rating: 93%.

2008 Objectives
90%, an increase of 1% from last year's objective.

Performance
Leaders throughout BDC focus on engaging employees, using valuable employee feedback to do so. Employee engagement rose 2 points from last year to 80%.

2008 Objectives
maintain a rating of at least 78%.

		Attract, develop and retain talented people.
		Develop high-calibre leaders.
		Foster learning and professional development.

Performance
At 50.2%, we met our Corporate 2007 Actual Plan target (51%) but not our revised internal target (49.7%). This is mostly because of a higher number of  branches and employees to support a greater amount of business activity.

*	The lower the ratio, the higher the efficiency achieved.
**	Represents new internal objective. Corporate Plan: 51%.

2008 Objectives
51%. We are investing in people, processes and technology. In the short term, these investments will negatively affect the efficiency ratio. In the long term, they will produce efficiency benefits.

Performance / Financial Sustainability
Financing and Subordinate Financing authorizations topped $2.6 billion.

The Financing and Subordinate Financing portfolio stood at $9.3 billion. This is the driving force of BDC's financial sustainability.

*	Represents new internal objective. Corporate Plan: $9.0 billion.
**	Excludes BDC Subordinate Financing.

2008 Objectives
9.7 billion. Excludes the BDC Subordinate Financing portfolio.

Performance/ Financial Sustainability
At $23.5 million, this is 9% higher than last year and above our objective.

2008 Objectives
$26.0 million. A key part of our strategic plan is a greater volume of more diversified consulting services.

Performance / Financial Sustainability
8.5%, which exceeds both our objective of 8.2% and the government's average long-term cost of capital of 4.1%.

2008 Objectives
7.1 %, to exceed the government's estimated average long-term cost of capital of 4.4%.

Performance / Financial Sustainability
The lower fair value of the portfolio, plus limited opportunities for divestitures, affected the IRR for direct and total investments.

		Direct investments
		Total investments

2008 Objectives
We will remove this indicator beginning next year because of its questionable relevance as an indicator of our portfolio's performance. BDC has investments in a disproportionately high percentage of young companies. This meant that the IRR was being applied to companies that were too young to generate returns. We are developing a new indicator.