Increasing market share in all key business segments

• Corporate Banking portfolio expanded
  to 49,039 million
• Branch Banking portfolio recorded an increase of 23%
• Business Banking portfolio recorded a growth of 25%
• Personal Banking including finance
  leases recorded a growth of 37%
• Took part in a syndicated loan facility
• Successful in off-shore asset financing
• Optimised cross-selling by structuring the facilities for customer requirements
• Set in place a cross functional structure encompassing all related functions to enhance the cross departmental processes
• Revised exposure limits in line with emerging trends and developments and maintained NPL ratio at 3.7%
• Carried out sector focused marketing campaigns by regions
• Diversified personal banking with more products and new features
• Improved positive customer experience through benchmarked standards
• Developed a comprehensive ‘SME strategy’ incorporating the rural banking and micro financing sectors

• Increase awareness levels of the corporate brand – enhance the brand through the use of personal relationships
• Cross-sell the Group products and services
• Organise regular relationship building events for top management and selected groups
• Expand international operations and consultancy services
• Regular entertainment of corporate clients: sponsorships, special events, etc.
• Extension of premier banking services to selected high net worth branch banking customers
• Corporate Banking: Focus on low margins and high volume strategy resulting in reduction in cost-per-delivery
• Business Banking: Focus on medium margin and medium volume strategy to fit into risk return
• Branch Banking: Aggressive pricing for acquiring new relationships and continue to focus on SMEs
• Take anticipatory and preventive actions to maintain portfolio quality

Cost efficient funding

• Increased customer deposit base by
  LKR 19,108 million
• CASA improved to LKR 21 million as at
  31 December 2015 from LKR 18 million as at 31 March 2015
• Raised LKR Five billion through a listed debenture issue
• EIB, SME and Green Energy credit line
  of LKR 5,679 million as long-term
  funding lines

• Negotiate for additional credit lines
  from FMO, EIB, DEG, ADB etc.
• Improve the CASA ratio

Diversify income streams

• Invested LKR Two billion during the period in listed debentures
• LKR 20,777 million fee income from
  credit line management operations
• USD 94,050 as consultancy income from international operations
• Fee and commission income improved
  by 2% mainly through trade and
  remittance business

• Invest in listed shares (increase
  trading portfolio)
• Invest in listed debentures and unit trusts
• Explore opportunities for off-shore operations
• Promote insurance (bancassurance) products for new and existing customers
• Create customer awareness on ‘Lanka Money Transfer’ remittance business
• Increase utilisation of existing limits in trade businesses

Improving employee satisfaction index

• Continued with initiatives on career development, rotations, rewards and recognition, transfers etc.
• Maintained the staff attrition ratio below 8% during the period (excluding retirements/ contract expiries)
• Organised quarterly meetings with department heads to share HR information and discuss issues
• Developed training plans based on grade/job specific training schedules and individual development plans
• Formulated and disseminated training calendars to staff
• Identified potential successors for critical positions and initiated development measures as appropriate
• The HR teams visited 70% of the branch network during the period to meet the branch staff and discuss their issues
  and concerns

• Continue to improve employee communications, transparency of processes and methods of addressing employee needs
• Continue job rotation between support and front line staff at common branches
• Re-skilling support staff
• Continue the talent management process using the Nine Box model
• Implement a resourcing strategy for
  sales staff
• Review promotions framework – more focus on performance/competencies than qualifications, study industry practices
• Develop leadership development programmes for senior and middle management

Improve business promotion and customer loyalty

• Carried out marketing campaigns during the period
• Continued customer training programmes
• Sponsored a seminar on Export & Import Procedure conducted by the Ceylon Chamber of Commerce and other similar programmes
• Organised customer events for key branches
• Introduced customer survey forms
  at branches

• Structure marketing campaigns – Street campaigns, Pocket meetings, CSR projects by branch etc.
• Arrange continuous awareness programmes through print media
• Focus more on business and customer orientation to capture more business
• Continue customer training programmes
• Diversify the customer base through relationship building