When implementing the Test Policy and Strategy process area in TMMi, one of the specific goals you would be targeting is to Establish Test Performance Indicators. These indicators are essential for measuring the effectiveness of testing processes and for assessing whether the organization's testing goals, as defined by the test policy, are being met.
Other goals, such as performing product risk assessments or establishing a test organization, are related to different process areas in the TMMi model.
TMMi Reference:
The Test Policy and Strategy process area in TMMi includes the specific goal of establishing Test Performance Indicators to measure and track testing performance.

A typical business reason for starting a test improvement program is to achieve higher productivity. Test process improvements can lead to better efficiency in test execution, reduction of defects, and optimised resource usage, all of which contribute to the overall productivity of the organisation. By improving testing processes, organisations can reduce time-to-market and minimise costs associated with fixing defects post-production, which in turn boosts productivity.
Reference:
"Test process improvements are often driven by the need for higher productivity, achieved by reducing defects and optimising resources" .

Sprint retrospectives are held at the end of every sprint (not every 2-3 iterations) to evaluate the team's performance and identify opportunities for improvement. Retrospectives are a core Agile practice, but they are not considered peer reviews, which typically involve reviewing work products such as code or design documents. Peer reviews focus on product quality, while retrospectives focus more on team performance and process improvements.
Reference:
"Agile projects focus on continual peer reviews during development, such as reviewing code or tests, while retrospectives are more process-oriented".

In the scenario described, testing is performed ad hoc by business analysts who do not have defined test roles or a structured career path within the organisation. The process area that needs attention here is Test Organization (TMMi Level 3). This process area is crucial for establishing a structured test group with dedicated roles and responsibilities for testing, rather than relying on business analysts for testing as a secondary task.
The Test Organization process area focuses on establishing a formalised test organisation within the company, defining test functions and responsibilities, and promoting testing as a recognised profession with defined career paths. This would address the shortcomings of the current setup by creating a dedicated, skilled testing team, thus improving the consistency and quality of testing activities within the bank.

The process area Non-functional Testing at TMMi Level 3 focuses on performing a structured test execution process for non-functional attributes of the system. The specific goals for this process area include:
Perform a Non-functional Product Risk Assessment
Perform Non-functional Test Analysis and Design
Perform Non-functional Test Implementation
The creation of a specific non-functional test plan is not explicitly listed as a goal within this process area, although defining a non-functional test approach is addressed. Hence, "Establish a Non-functional Test Plan" (B) is not a specific goal of the Non-functional Testing process are.