STRATEGY AND OPERATING CONTEXT

VALUE CREATION MODEL

CAPITAL INPUTS

  Financial Capital

Capital and funding from investors and customers that is used to drive our strategy and operations. (Page 42)


  Human Capital

The skills, knowledge and experience of our talented team (Page 80) (Page 42)


  Manufactured Capital

Our physical and digital infrastructure that provides the required framework to conduct business (Page 88)


  Intellectual Capital

Our organizational values, tacit knowledge and innovation capacity (Page 94)


  Social and Relationship Capital

The relationships we have nurtured with our stakeholders and communities (Page 98)


  Natural Capital

Natural resources which are consumed in our value creation process and the healthy functioning of the ecosystem (Page 106)


Vision

To be the driving force for a financially empowered Sri Lanka

Values

Integrity, Creativity, Excellence, Sincerity, Accountability

Mission

To be the catalyst in the financial services industry by creating superior shareholder value and contributing to the national development through the empowerment of individuals with innovative financial solutions delivered by an inspired and dedicated team committed to excellence.

OUTPUTS AND OUTCOMES

  Shareholders

  • ROE of 11.09%

  • An EPS of LKR 20.35

  • Dividend per share of LKR 9.00

  • Maintained a healthy balance sheet, strong governance and proactive risk management practices.


  Employees

  • Increased total payments to employees by 5% to LKR 3.6 billion

  • Provided opportunities for career progression in a dynamic and challenging environment.


  Customers

  • A 20% increase in loans & advances to customers

  • Launched innovative solutions, enhanced customer convenience and maintained competitive pricing


  Community

  • Invested LKR 20.2 million in CSR initiatives.

  • Maintained mutually beneficial and cordial relations with all communities in which we operate


  Government and Regulators

  • Total tax contributions to the government amounting to LKR 3,146 million.

  • Complied with all relevant laws, regulations and other guidelines


  Environmental Impacts

  • Generated a carbon footprint of 2,624.4 million MT of CO2 equivalents during the year under review.

  • Recycled paper amounting to 30% (or 14,721Kg) of total paper used.

  • Lending towards renewable energy, agriculture and other green initiatives


CAPITAL INTERDEPENDENCIES AND TRADE-OFFS

Limitations in the availability and affordability of capital inputs mean that inevitable trade-offs are made when delivering our strategic priorities.

  FINANCIAL CAPITAL

Utilizing and applying financial capital allows us to sustain and grow our business with positive impacts on human, manufactured, intellectual and social and relationship capital. Our activities could however have a negative impact on natural capital.

  MANUFACTURED CAPITAL

By expanding our branch reach and other infrastructure, we increase our manufactured capital and build social and relationship capital, but may adversely impact natural capital and financial capital over the short-term. However, a commitment to reduce environmental footprint across our network could benefit natural capital. Further, increase in scale of operations will lead to enhanced financial capital.

  HUMAN CAPITAL

Increased human capital to support our growth aspirations could negatively impact the Bank’s financial capital over the short-term. However, over the longer-term business expansions, operational efficiencies and employee relationships with customers will have a positive impact on both financial capital and social and relationship capital. By investing in the training of our employees, we support the growth of our intellectual capital.

  SOCIAL AND RELATIONSHIP CAPITAL

Utilizing and applying financial capital allows us to sustain and grow our business with positive impacts on human, manufactured, intellectual and social and relationship capital. Our activities could however have a negative impact on natural capital.

  INTELLECTUAL CAPITAL

Investments in building intellectual capital can reduce financial capital in the short-term, but over the longer term the Bank’s stock of tacit knowledge and organizational capital will benefit human capital, social and relationship capital and financial capital.

  NATURAL CAPITAL

Utilizing and applying financial capital allows us to sustain and grow our business with positive impacts on human, manufactured, intellectual and social and relationship capital. Our activities could however have a negative impact on natural capital.

LISTENING TO OUR STAKEHOLDERS

We engage pro-actively with our stakeholders to ensure that we balance their competing interests and strive towards a multi-stakeholder approach in addressing challenges. Feedback obtained from our stakeholder engagement is a vital input in strategy formulation, product development and improving our operations and processes. We have identified and prioritized stakeholders for targeted engagement based on how the Group’s activities impact them and the relevance of our strategy in addressing their concerns. Our approach to engaging with our stakeholders is illustrated below;

Identify stakeholder groups

Map and prioritize

Plan and conduct engagement

Assess concerns and expectations

Review and address

The subsequent section demonstrates our key engagement platforms as well as stakeholder expectations and how we responded to these expectations during the year under review.

Investors

Investors are critical to our success as they provide the financial capital to sustain and grow our business. For the purpose of investor relations, the concept of investors are interpreted more broadly to include a wide range of stakeholders in addition to shareholders, as listed below.

Profile of our Investors

  • 8,330 shareholders comprising state and private institutions and individuals

  • Multi-lateral funding agencies

  • Fund managers and stockbrokers

  • Rating agencies

  • Financial media

How we Engage

  • Annual General Meeting which is held annually in March

  • Quarterly investor webinars and fora on publication of quarter financial results

  • Investor road shows when required

  • Year-round meetings with investment analysts, stock brokers and media

  • Numerous publications including the Annual Report, quarterly performance updates, ongoing investor presentations and announcements to the CSE.

  • Dedicated investor relations page on our website www.ndbbank.com

Expectations and Topics of Interest

  • Sustainable returns commensurate with the risk undertaken

  • Group’s strategic agenda

  • Integrity and high standards of corporate conduct and governance

  • Effective risk management practices

  • Macroeconomic environment and potential impacts on the Group

Our Strategic Response

Our engagement with investors are based on the core principles of consistency, transparency, clarity and openness to scrutiny. We engage with them via well structured events and maintain an open door policy.

Employees

Employees are vital in delivering exceptional customer experiences and driving our strategic ambitions.

Profile of Employees

  • 2,169 employees, with a 39% female representation

  • 33% employees outside the Western Province

  • 17% of our staff have a tenure of over 10 years

How we Engage

  • Annual employee surveys including satisfaction, HR ISO and department surveys

  • Periodic staff meetings (Town halls, weekly leadership team meetings, monthly regional manager and business review meetings, quarterly branch manager meetings)

  • Quarterly induction programmes

  • Year-round work life balance initiatives such as Recreation and Toastmasters’ club

  • Annual Retail Banking awards

  • Employee recognition awards

  • Ongoing employee volunteerism programmes

Expectations and Topics of Interest

  • Effective performance management and attractive remuneration schemes

  • Opportunities for talent and skill development

  • Career progression opportunities

  • Injury-free, safe working environment

  • Simplification of processes to drive productivity

  • Work-life balance

  • Maintain open and two-way communication

Our Strategic Response

  • We ensure our employees are treated fairly and with dignity, with numerous opportunities for talent and career development in a challenging and dynamic work environment

  • .

(Please refer page 80 Human Capital Review and page 268 for HR and Remuneration Committee Report)

Customers

Understanding customer needs and providing innovative, value-formoney, convenient solutions with a high level of service excellence are essential for attracting and retaining customers.

Profile of our Customers

  • We cater to individuals from entry-level to high net worth individuals, SMEs, corporates, public enterprises and micro businesses

How we Engage

  • Periodic customer satisfaction surveys for branches

  • Ongoing customer interaction at branches

  • Ongoing online and social media interactions

  • Print and electronic media publications as and when required

  • Online and mobile banking portals

  • Trade fairs and exhibitions (potential customers)

Expectations and Topics of Interest

  • Competitive and transparent pricing

  • Professional customer service at all contact points

  • Innovative solutions

  • Convenient access to banking and channel of choice

  • Responsible banking practices

  • Product knowledge and attitude of employees

Our Strategic Response

We continuously revisit our purpose and position our customers at the forefront of strategy to keep customer service alive as an ongoing agenda. Our ambition is to be the number one for customer service and advocacy in the Sri Lankan banking arena. NDB’s customer-centric business model will endeavour to deliver great customer service experience across all customer touch points and channels. 

Suppliers and Business Partners

Our suppliers and business partners are vital in ensuring uninterrupted and seamless services. Their social and environmental practices are also important to us from a sustainability and business ethics viewpoint.

Profile of Suppliers and Business Partners

  • 35 correspondent banks that facilitate cross border transactions

  • 357 registered suppliers who provide goods/services required to conduct our operations

How we Engage

  • Periodic supplier reviews and assessments

  • Periodic meetings and written communication

  • Press releases, invitation for bids and tenders and information on the website

Expectations and Topics of Interest

  • Fair and transparent pricing

  • Ease of transacting

  • Continuity of relationship

  • For correspondent banks- secure and stable platform for transacting

Our Strategic Response

The Board approved procurement policy ensures that we maintain a continuous and open dialogue with all suppliers and business partners. We also propagate our sustainability practices to our suppliers through regular social and environmental screening.

Regulators

Regulators ensure a sound and efficient banking system in the interest of depositors and the economy as a whole.

Who are our Regulators?

  • The Central Bank of Sri Lanka is responsible for banking regulations and supervision and is our primary regulator

  • Other regulators/government authorities include the Securities and Exchange Commission, the Colombo Stock Exchange and the Inland Revenue Department.

How we Engage?

  • Ongoing regulatory reporting

  • On-site visits and audits when required

  • Consultations and meetings when required

  • Announcements to the CSE when required

Expectations and Topics of Interest

  • Compliance to all relevant regulations, directions and guidelines

  • Maintain regular and transparent communications

  • Control direct and indirect impact on stakeholders, the society and the environment.

Our Strategic Response

The Bank maintains a close and transparent working relationship with its regulators, to ensure compliance and obtain clarification on issues if required. A dedicated Compliance Department independently monitors adherence to all relevant regulatory and statutory requirements.

The Bank contributes to the development of policy, legislation and regulation through submissions of comments and views on proposals and discussion papers. We also maintained resilient business continuity management processes.

Community and Environment

The sustainability of our business is inextricably linked to the community and environment in which we operate and our business prospects rely on a strong and thriving community.

Who are the Communities we Serve?

  • The Sri Lankan communities we operate in

  • The environment

How we Engage

  • Meetings with beneficiaries of CSR initiatives and capacity building programmes as and when required

  • Ongoing publications including the Bank’s Sustainability reporting and other press releases

  • Ongoing CSR projects, press releases and engagement on social media

Expectations and Topics of Interest

  • To partner common social and environmental issues

  • Employment creation within communities

  • To develop products and provide guidance on achieving desired outcomes of individuals, families and businesses

  • Minimizing adverse social and environmental impacts

Our Strategic Response

In line with our long-term approach towards sustainability we strive to create value for the communities we operate in, through strategic CSR projects, developing products and solutions facilitating socio-economic empowerment and delivering positive environmental impacts.