GRI 102-8, 102-40, 102-42, 102-43, 102-44
GRI 102-8, 103-1, 103-2, 103-3
CDB’s diverse workforce comprised 1,758 team members as at 31 March 2021, of which 803 are permanent and 955 are contractual. In terms of gender, 27% represented female team members. A total of 368 new team members were recruited into the CDB family during the period under review. Furthermore, 12% of our team members have been with CDB for over 10 years, a testament to the trust and loyalty of our team members.
|No. of years||2020/21||2019/20||2018/19|
|Below 5 years||1006||350||1356||861||364||1225|
|Over 20 years||3||3||6||2||2||4|
GRI 401-3, 405-1, 406-1
CDB believes that a diverse workforce broadens perspectives and enhances resilience and performance. An anti-discrimination policy is in place to ensure that all team members are treated fairly without any bias towards race, religion, gender, age, and disability, amongst others.
All team members received regular performance and career development reviews during the reporting period. To ensure non-discrimination in employment, CDB has implemented gender-sensitive recruitment policies, including recruiting women, promoting women to managerial and executive positions, and welcoming women to the corporate Board of Directors.
474 team members were entitled to maternity leave and 20 team members availed of this facility during the year, while 90% of them have returned to work whilst the balance are still on leave. We also introduced a three day Paternity Leave process which was welcomed by all. CDB extends leave in the event of an illness or risk of complications and provides facilities and flexible working hours for its team members to take care of their children, and develops family-friendly facilities that go beyond compliance.
No incidents of discrimination were reported during the period under review.
|19 - 24||518||196||467||207|
|30 - 34||209||71||187||64|
|35 - 39||105||14||87||10|
|40 - 44||44||5||41||4|
|45 - 49||22||3||20||4|
|50 - 54||19||2||14||1|
|Marketing - 702||Marketing - 85||1,758|
|Operational - 582||Operational - 389|
|Province/Region||No of staff|
|Number of employees who took maternity leave||22||20||18||16|
|Returned to work after maternity leave||17||20||16||16|
|Returned to work rate (%)||77.27||100||88.9||100|
Two employees are yet to return back to work after Maternity leave.
GRI 202-2, 401-1
We provide our new recruits with comprehensive learning and development opportunities throughout their career at CDB. All recruitments to CDB are based on merit through fair and transparent competition without favouritism or discrimination. By taking raw talent at grassroot level we groom them, making them employable. During the period under review, 368 new recruits joined the CDB team, and 26% were women. Out of the 30 management trainees recruited during the year, 15 were from outside the Western province.
Talent acquisition is an important aspect of CDB’s corporate strategy. We seek to recruit talent that matches our needs, values and ethics, and groom them to take on leadership positions within the Company. Our recruitment policy aims to make hiring more productive and facilitate organisational growth. We strive to empower youth by providing employment opportunities to school leavers and graduates; recruiting young talent has proven to be successful for CDB as we have groomed a workforce that has integrated seamlessly into our corporate culture and embraced the numerous opportunities offered in our workplace.
CDB gives first consideration to internal placements and promotions in the case of a vacancy, before looking to source external candidates. 100% of our senior management has been hired locally. We leverage digital media to communicate our job vacancies, ensuring effective reach to potential candidates. We also retain a candidate pool to fill vacancies with minimal delay and have established e-resource centres in leading universities to source graduates. Due to the ongoing pandemic, all interviews during 2020 were conducted virtually.
|Province||2020/21 (Nos.)||2019/20 (Nos.)|
Total internships - 25
Management trainee hires-outside western province -15
During the reporting period, CDB implemented a robust set of systems and processes to foster an environment which champions diversity and innovation and creates a productive atmosphere through new technologies, workspace management, and systems. One of the key activities that CDB undertakes is the annual strategic plan unveiling ceremony, which engages every team member by linking them to the overall objectives of the organisation, irrespective of their designation or area of work. Every team member is given a personalised letter at the beginning of the financial year.
Employee engagement is a strategic priority for CDB, which stems from the belief that a great customer experience is driven by a great employee experience. We strive to create an open, stress-free environment with an enhanced perception of employee wellness and satisfaction which leads to our team giving their best and being motivated to achieve organisational goals. An efficient communication process facilitates the smooth exchange of information between the Company and its team members. We maintain many channels of communication with our team members, including our intranet, emails, meetings, announcements, events, SMS, WhatsApp groups, and Microsoft Teams. With the ongoing pandemic, we increasingly relied on digital engagement platforms. We conduct a variety of team member engagement activities, which have been carried out throughout the years such as the sports day, Vesak day celebrations, Christmas carols, green club activities, and welfare club events etc.
GRI 404-1, 404-2
CDB continually invests in the professional and personal development and career progression of our team members, to make people employable and generate extraordinary results through ordinary people. We provide them with the learning opportunities to enhance their knowledge and skills necessary to sustain their performance.
We engage with educational institutions to develop and support programmes for employee training, employment skills and educational development, and enhancing training skills. We support team member education by providing an e-learning platform and library facilities and reimbursing their professional examination fees to encourage them to obtain extra qualifications or continue their education. All training is conducted through the CDB Academy.
Following the pandemic related lockdowns, we immediately converted most of our training programmes onto virtual mode, delivering 65% of training mainly through our Learning Management System. Through activity-based learning and discussions, we provided more engagement throughout the programmes. In particularly, our staff members were made aware of health precautions through the learning platform. Our aim is to convert more in-house physical learning onto online and digital modes, maintaining a physical to online ratio of 80:20. We have already converted most of the product related training to video-based learning modules and all evaluations to online. Our target is to convert over 80% of induction and sales orientation sessions onto online and make learning more engaging and attractive.
The following were the key focus areas of training during the year:
During the period under review, CDB spent Rs. 2.4 Mn. on education reimbursements. Team members received an average of 20.6 hours of training with total investment in team member training and development reaching Rs. 6.29 Mn.
|Training Programme||No of Participants||Male||Female||Training Hours||Number of programmes|
|Branch Heads Development Program||17||17||0||850||11|
|Seminar, Conference & Workshops||39||32||7||371||8|
|CDB Digital Strategy||536||361||175||2,200||3|
|CDB Advance Sustainability Programme||34||33||1||102||2|
|Cross Functional Training Programme||36||0||36||1,440||1|
|Technical Skills Development Programme||697||623||74||4,394||8|
|Sales Orientation Program||55||54||1||249||2|
|Game Changer Program||37||6||31||925||5|
|License to Sell Programme||56||55||1||8,960||1|
|Management Trainee Program||16||12||4||7,680||1|
|Process Automation Awareness Programme||466||403||63||2,264||4|
|Product Basket and Business Channel Approach||196||194||2||588||2|
|Average training hours by category||Front line||Junior management||Middle management||Managers||Senior management||Top management|
|Average training hours per employee||54||46||41.24||44||39|
All CDB team members undergo regular appraisals as part of the Company’s performance management system, a key component of team member engagement that helps to align our team and operations with our corporate strategy. Performance management is a self evaluation done by all team members by themselves sticking to Key Results Areas (KRAs), which are systematically monitored by their respective supervisors and followed by one-to-one feedback sessions.
CDB has established Talent Pools as part of a robust succession planning process, to ensure a bench of internal candidates to fill leadership positions. This includes a selection of potential successors who are earmarked for key positions in the Organisation. There are two talent pools at CDB; managers and above and assistant managers and below. We groom them with the necessary skills and knowledge to take on higher levels of responsibility in the future.
During the year, a total of 355 team members were promoted to numerous positions. Of the total promotions, 30% were women.
|Board of Directors||0||0||0||0|
|Percentage of total||70||30||67||33|
GRI 201-3, 401-2
CDB offers our team members fair, competitive, and attractive remuneration packages, as well as an extensive range of medical, financial, and educational benefits. We also offer performance-based rewards and other monetary and non-monetary benefits to incentivise our team members and will be introducing an instant recognition scheme in the future.
GRI 102-41, 403-2, 403-9, 403-10, 407-1, 408-1, 409-1
CDB recognises that it has a moral obligation to provide a safe working environment and ensures the health and safety of our team members. The Company has taken steps to implement appropriate measures to secure the health and wellbeing of our team members during the COVID-19 pandemic and ensure that they remain engaged wherever they may be working from. In addition, the head office and branch premises are equipped with fire protection safeguards and all team members undergo emergency preparedness training. No accidents were reported within our business premises during the reporting period.
CDB implemented a comprehensive range of health and safety protocols to ensure the safety of our team and customers at our premises. Measures included maintaining physical distancing, temperature checks, shoe disinfectant rubber mats at entrances, transparent counter separators for customer interactions, providing personal protective equipment (PPE) for Security Officers, wash basins for regular hand washing, disinfecting branch premises, and providing private transportation facilities to team members. The Company made an investment of Rs. 15 Mn. to implement the necessary safety protocols, inclusive of customer counters.
The Company has a grievance handling policy in place to address grievances raised by team members. Our HR team is committed to solving any reported grievance as quickly as possible. We do not have collective bargaining agreements in the Company. As a responsible corporate citizen, CDB does not condone forced or child labour and does not engage with business partners who engage in such practices.
CDB provides healthcare options to its team, encourages healthy lifestyles, and provides decent working conditions. During the period under review, we further strengthened the safety of the staff by deploying first aid assistants for each floor of the head office and one assistant for each of our 70 outlets.
In collaboration with the Health and Wellness Unit of the University of Colombo, we launched the “Active Ninja” team member health and wellbeing educational programme to provide free medical services, resources, and information to raise awareness about health issues and available services. 108 team members received health screening during the reporting period.
CDB maintained clear, consistent communication with all team members during the COVID-19 pandemic. We shifted all meetings to virtual teleconferencing and provided regular updates on management decisions and health guidelines and raised awareness through our internal communication methods and on WhatsApp. We attended to all staff queries 24 hours a day, seven days a week to ensure that our team members remained psychologically fit to face the strain of the lockdown. We also encouraged the wellbeing of our team members by promoting how to keep fit while at home and being active by doing activities such as home gardening. We introduced work from home and flexi-timing to facilitate our team members shifting to working in the new normal and organised activities and events virtually. This included a virtual Christmas Carols programme. Our staff volunteered to provide essential dry rations to people affected by the pandemic, and all branches participated in the “Bringing a smile to a child” programme during Christmas.
Our focus for the next decade will be to embrace the sustainability agenda coupled with the tech transformation.
This will be centred on the entire workplace ecosystem, driven by the personal needs and aspirations of existing and prospective team members, technological advancements and broader societal and economic trends.
We expect our team members to lead their roles to ensure a compelling culture enabling them to shine. Experimenting with new ways of working and embracing continuous learning are a reality for all our people as they adapt to a constantly evolving and highly competitive world of work. A multi-generational workforce, coupled with shifting customer expectations, accelerating digital transformation, predictive analytics and the introduction of robotic process and automation are impacting the future volume, shape and capabilities of our workforce, prompting the reshaping of the team member experience in the Company in a deliberate way.