CDB team

GRI 102-8, 102-40, 102-42, 102-43, 102-44

CDB team

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.

Service analysis of employees
No. of years 2020/21 2019/20 2018/19
Male Female Total Male Female Total Male Female Total
Below 5 years 923 356 1,279 1006 350 1356 861 364 1225
6-10 years 215 90 305 195 83 278 175 77 252
11-15 years 119 20 139 112 19 131 105 15 120
16-20 years 23 4 27 16 4 20 13 4 17
Over 20 years 4 4 8 3 3 6 2 2 4

Diversity and inclusivity

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.

GRI 405-2
Age analysis of employees
2020/21 2019/20 2018/19
19 - 24 430 209 518 196 467 207
25 -29 391 154 388 168 322 172
30 - 34 215 79 209 71 187 64
35 - 39 124 20 105 14 87 10
40 - 44 57 7 44 5 41 4
45 - 49 28 5 22 3 20 4
50 - 54 18 0 19 2 14 1
>55 21 0 27 0 18 0
Total 1284 474 1332 459 1156 462
Age analysis of employees – 2020/21

Gender analysis of employees
Male Female Total
2020/21 1284 474
Marketing - 702 Marketing - 85 1,758
Operational - 582 Operational - 389
2019/20 1332 459 1791
2018/19 1156 462 1618
2017/18 1174 414 1588
2016/17 1075 364 1439
2015/16 851 316 1167
2014/15 856 280 1136
Gender analysis of employees – 2020/21

Employees by region
Province/Region No of staff
2020/21 2019/20 2018/19
Central 173 170 145
Eastern 42 46 37
North 36 43 35
North Central 62 61 48
North Western 198 194 186
Sabaragamuwa 173 175 152
Southern 126 128 123
Uva 69 74 60
Western 879 900 832
Total 1,758 1,791 1,618
Employees by region – 2020/21

Distribution by employment category
2020/21 2019/20 2018/19
Male Female Male Female Male Female
Front line 801 305 867 294 881 358
Junior management 227 107 205 105 73 47
Middle management 196 51 201 49 151 41
Managers 24 7 27 8 27 7
Senior management 23 3 19 2 16 2
Top management 13 1 13 1 14 1
Distribution by employment category – 2020/21

Ratio of basic salary and remuneration by employee category
Staff Category 2020/21 2019/20 2018/19
Male Female Male Female Male Female
Front line 0.8 1 0.75 1 1.08 1
Junior management 0.9 1 0.94 1 1.03 1
Middle management 1.1 1 1.00 1 0.98 1
Managers 0.9 1 1.16 1 1.15 1
Senior management 1.2 1 0.98 1 0.97 1
Return to work and retention rate after parental leave – 2020/21
Description 2020/21 2019/20 2018/19 2017/18 2016/17
Number of employees who took maternity leave 20 22 20 18 16
Returned to work after maternity leave 18 17 20 16 16
Returned to work rate (%) 90 77.27 100 88.9 100

Two employees are yet to return back to work after Maternity leave.

Talent acquisition

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 strategy

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.

Our talent sourcing process

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.

New hires based on age and gender
2020/21 2019/20
Male Female Male Female
Under 30 261 96 354 111
Marketing -145 Marketing -20
Operational - 116 Operational - 76
30-50 11 0 23 1
Marketing - 1 Marketing -
Operational - 10 Operational -
Over 50 0 0 11 -
Total 272 96 388 112
New hires based on employment category
Staff category 2020/21 2019/20 2018/19
Male Female Male Female Male Female
Front line 266 95 371 107 619 209
Junior management 5 1 7 3 9 5
Middle management 0 0 8 2 13 1
Managers 0 0 1 0 1 0
Senior management 1 0 0 0 1 0
Top management 0 0 1 0 0 0
Total 272 96 388 112 643 215

Recruitments by gender

New hires based on region
Province 2020/21 (Nos.) 2019/20 (Nos.)
Central 36 50
Eastern 9 18
North 9 11
North Central 12 23
North western 44 52
Sabaragamuwa 37 51
Southern 30 38
Uva 16 25
Western 175 232
Grand Total 368 500
New hires based on region – 2020/2021

Internships granted in 2020/2021

Total internships - 25

Management trainee hires-outside western province -15

Employee engagement

GRI 402-1

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.

Learning and development

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:

  • Branch heads development programme – was developed to groom future leaders to managerial positions. The programme includes leadership development and channel development learning.
  • Digital strategy workshops – Aligning with the next decade corporate strategy of driving towards a digital economy, we provide training to branch and zonal heads to align them with the corporate strategy and equip them with the needed knowledge.
  • Robotic process automation practical workshops – To familiarise our staff with the new automated processes, particularly in driving credit card and lending business which would be converted to FlexiCap mobile App. Over 280 staff members were trained through this workshop during the financial year.
  • Game changer programme – To groom high performing junior operational officers to move up to the next level in the corporate hierarchy. 84 % of the officers had successfully completed the training, and 45% of them are already assigned as second officers.
  • Cross functional training – In line with our business continuity plan, operational and marketing officers were trained on branch operations to ensure uninterrupted services in the face of the pandemic.
  • “Transformers” life skill development programme – To build value driven team members by providing the needed life skills to a target group.

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 programmes conducted during 2020/21
Training Programme No of Participants Male Female Training Hours Number of programmes
Branch Heads Development Program 17 17 0 850 11
Induction Program 163 120 43 906 3
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
Trainee Marathon 40 17 23 4,800 1
Transformers Programme 30 12 18 440 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
Average training hours by category Front line Junior management Middle management Managers Senior management Top management
2018/19 8.8 22.02 25.6 8.02 1.2 6.3
2019/20 31.60 9.92 14.50 13.74 9.19 15.43
2020/21 22.16 8.82 3.18 8.83 9.38 9.95

Average training hours per employee
Year 2015/16 2016/17 201718 2018/19 2019/20 2020/21
Average training hours per employee 54 46 41.24 44 39 20.6


CDB Academy

Performance management and succession planning

GRI 404-3

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.

Promotions granted

  2020/21 2019/20 2018/19
Category) Male Female Male Female Male Female
Board of Directors 1 0 0 0 0 0
Senior management 10 3 6 0 9 2
Middle management 63 18 40 17 53 12
Junior Management 60 41 70 33 71 27
Front Line 115 44 170 75 58 54
Total 249 106 286 125 191 95
Percentage of total 70 30 70 30 67 33

Rewards and recognition

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.


Medical and wellness
  • Reimbursement of hospitalisation expenses of employees or a nominated family member through the Suwa Sampatha medical scheme is 17.5 Mn for 198 employees
  • Outpatient medical reimbursements, including OPD medical expenses, spectacles cover, and special tests and scans for employees and their families
  • Group life insurance cover with a death cover and critical illness cover for all CDB staff
  • Medical tests for managerial level employees at regular intervals
  • CDB sports teams – Encouraging and rewarding team members for demonstrating and enhancing their talents in sports
  • A modern, fully equipped gymnasium provided free of charge for employees
  • CDB Welfare Club – Addresses the welfare needs of employees
Financial assistance
  • Staff loan schemes including vehicle loans, and personal loans at special concessionary interest rates and re imbursement of interest on housing loans,
  • Fuel reimbursement, travelling, and accommodation reimbursement
  • Death donation scheme in the event of the death of an immediate family member
  • Productivity and profit-related bonuses
  • Educational benefits
  • Reimbursement of professional memberships and examination fees
  • Honorarium for completion of professional exams and qualifications
  • Staff library facility at the head office
  • E-learning platform with integrated online services for staff members
  • An exclusive CDB Toastmasters club affiliated with Toastmasters International

Decent working environment

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.

Supporting our team members through the pandemic

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.

Future priorities

Our people are our core strength and we will continue to invest in them to fulfil our strategic objectives.

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.