• Stakeholder (i.e. employee and customer surveys)

• Line 2 assurance of control testing outcome

• Engagement with Line 3 (internal audit) to provide independent review of previous quantified and qualified data

The three staged approach would identify common themes, as well as gaps that may not be identified through one method only. Ie an employee survey would not necessarily identify control testing weakness.

Data is able to identify and quantify trends in ways that may not be easily recognizable. Where there is a gap / outlier, further investigation can be undertaken to truly understand the root cause, rather than fixing a potential assumed cause.

Performance data can also be used to challenge benchmarks - for example, if the benchmark of customer engagement is 70% 78% is concisely being achieved, it may be worthwhile increasing the benchmark to 80%. This would foster innovation and challenging of the status quo. Conversely, if a metric is consistently not achieved, it would warrant 1) review if the metric is possible to be achieved and 2) barriers impacting achievement.

Data also allows the business to determine where effort / investment is required

1.      Staff engagement surveys to understand the level of employee engagement and to allow staff to provide reasons for the way they feel. Utilising the outcomes from these surveys to have discussions at different levels of the business on ways to improve on the areas identified as less favourable and take action to address this and enhance engagement. These staff engagement surveys and the following discussions can help identify areas of operational inefficiencies such as resourcing or technology issues.

2.      To assess operational efficiencies Sonic Ltd should employ as part of their compliance and risk management frameworks a system to supervise and monitor for operational efficiencies such as internal or external assurance. Third party systems should be assessed to ensure that they are designed and operationally effective. Benchmarking against other similar businesses can also assist in assessing operational effectiveness.

Discuss how performance data can be used to identify gaps and drive continuous improvement.

Performance data can be used by Sonic Ltd to identify gaps and drive continuous improvement because it can demonstrate things such as KPIs and SLAs not being adhered to that may indicate the need for better technology or more resourcing or training.

• Conduct an assessment of existing performance processes for consistency, clarity and relevance.

• Review leadership effectiveness and board oversight.

• Identify cultural and structural issues contributing to inefficiency and low staff engagement.

Performance Data for Continuous Improvement

• Analyse performance data to identify operational gaps, inefficiencies and engagement issues.

• Use analysis and root cause assessments to inform decision making.

• Apply data to refine KPIs, adjust resource allocation and support ongoing improvement.

Planning, Training & Capability Development

• Strengthen capability, through manager coaching, ethical leadership development and compliance related training.

• Provide director education on responsibilities, performance oversight and non-compliance consequences.

Internal & External Audits

• Conduct internal audits on performance processes and data accuracy.

• Engage external specialists to benchmark Sonic Ltd against industry standards.

• Feed audit findings into board reporting and continuous improvement cycles.