The key indicators presented in this section are to do with people…our people…our employees, their development, well-being as well as the subject of human rights. The data presented herein is an evaluation of the Bank's stewardship of these precious resources and an accounting of its record in safeguarding them.
The tables and graphs given below provide information on total workforce by region, employment type, age analysis, service analysis, gender and contract.
Breakdown of Workforce by Province
Province/ Departments and Other Business Units |
2012 | 2011 | 2010 | |||||||||
No. of Branches |
No. of Employees | No. of Branches |
No. of Employees | No. of Branches |
No. of Employees | |||||||
Male | Female | Total | Male | Female | Total | Male | Female | Total | ||||
Central | 20 | 213 | 64 | 277 | 16 | 205 | 59 | 264 | 16 | 208 | 59 | 267 |
Eastern | 9 | 82 | 13 | 95 | 9 | 80 | 19 | 99 | 6 | 66 | 17 | 83 |
Northern | 14 | 124 | 67 | 191 | 12 | 113 | 61 | 174 | 10 | 91 | 57 | 148 |
North-Central | 6 | 75 | 10 | 85 | 6 | 77 | 7 | 84 | 5 | 69 | 9 | 78 |
North-Western | 19 | 188 | 40 | 228 | 16 | 197 | 41 | 238 | 14 | 188 | 32 | 220 |
Sabaragamuwa | 14 | 146 | 15 | 161 | 14 | 147 | 14 | 161 | 12 | 140 | 13 | 153 |
Southern | 23 | 248 | 70 | 318 | 22 | 251 | 64 | 315 | 20 | 245 | 62 | 307 |
Uva | 8 | 75 | 9 | 84 | 8 | 74 | 13 | 87 | 6 | 65 | 7 | 72 |
Western | 114 | 1,286 | 529 | 1,815 | 110 | 1,299 | 469 | 1,768 | 98 | 1,236 | 466 | 1,702 |
Departments and Other Business Units | 875 |
271 |
1,146 |
859 |
277 |
1,136 |
819 |
271 |
1,090 |
|||
Bangladesh | 17 | 158 | 44 | 202 | 17 | 157 | 41 | 198 | 17 | 162 | 39 | 201 |
Total | 244 | 3,470 | 1,132 | 4,602 | 230 | 3,459 | 1,065 | 4,524 | 204 | 3,289 | 1,032 | 4,321 |
The Bank as a policy does not employ staff on part-time basis. The percentage of full-time employees and out-sourced employees remained unchanged over the three-year period 2010 to 2012, although the total numbers continued to grow proportionately as shown below:
Employee Type | No. of Employees | Composition of Employees % | ||||
2012 | 2011 | 2010 | 2012 | 2011 | 2010 | |
Full-Time Employees - Male | 3,470 | 3,459 | 3,289 | 75.40 | 76.46 | 76.12 |
Full-Time Employees - Female | 1,132 | 1,065 | 1,032 | 24.60 | 23.54 | 23.88 |
Total | 4,602 | 4,524 | 4,321 | 100.00 | 100.00 | 100.00 |
Outsourced Employees - Male | 344 | 330 | 308 | 56.39 | 53.66 | 50.41 |
Outsourced Employees - Female | 266 | 285 | 303 | 43.61 | 46.34 | 49.59 |
Total | 610 | 615 | 611 | 100.00 | 100.00 | 100.00 |
Category |
Corporate Management |
Executive Officers |
Junior Executive Assistants & Allied |
Banking Trainees (BTs) and Graduate Trainees (GTs) |
Office Assistants & Others |
Total |
Total |
Total |
||||||||
2012 | 2011 | 2010 | ||||||||||||||
Male | Female | Male | Female | Male | Female | Male | Female | Male | Female | Male | Female | Male | Female | Male | Female | |
51-60 years | 16 | 3 | 170 | 36 | 23 | 24 | 0 | 0 | 43 | 0 | 252 | 63 | 260 | 54 | 262 | 49 |
41-50 years | 11 | 0 | 286 | 184 | 48 | 146 | 0 | 0 | 59 | 0 | 404 | 330 | 382 | 294 | 364 | 265 |
31-40 years | 1 | 0 | 655 | 179 | 232 | 103 | 1 | 0 | 9 | 0 | 898 | 282 | 811 | 300 | 699 | 316 |
21-30 years | 0 | 0 | 275 | 62 | 1,175 | 232 | 432 | 142 | 0 | 0 | 1,882 | 436 | 1,933 | 406 | 1,869 | 387 |
20 & below | 0 | 0 | 0 | 0 | 0 | 0 | 34 | 21 | 0 | 0 | 34 | 21 | 73 | 11 | 95 | 15 |
Total | 28 | 3 | 1,386 | 461 | 1,478 | 505 | 467 | 163 | 111 | 0 | 3,470 | 1,132 | 3,459 | 1,065 | 3,289 | 1,032 |
Category |
Corporate Management |
Executive Officers |
Junior Executive Assistants & Allied |
Banking
Trainees (BTs) and Graduate Trainees (GTs) |
Office Assistants & Others |
Total |
Total |
Total |
||||||||
2012 | 2011 | 2010 | ||||||||||||||
Male | Female | Male | Female | Male | Female | Male | Female | Male | Female | Male | Female | Male | Female | Male | Female | |
Above 20 years | 15 | 3 | 329 | 161 | 48 | 87 | 0 | 0 | 74 | 0 | 466 | 251 | 476 | 217 | 448 | 184 |
16-20 years | 5 | 0 | 204 | 92 | 37 | 96 | 0 | 0 | 36 | 0 | 282 | 188 | 292 | 210 | 328 | 236 |
11-15 years | 0 | 0 | 317 | 68 | 66 | 44 | 0 | 0 | 1 | 0 | 384 | 112 | 200 | 86 | 246 | 110 |
6-10 years | 1 | 0 | 448 | 118 | 458 | 113 | 0 | 0 | 0 | 0 | 907 | 231 | 545 | 149 | 405 | 127 |
Below 5 years | 7 | 0 | 88 | 22 | 869 | 165 | 467 | 163 | 0 | 0 | 1,431 | 350 | 1,946 | 403 | 1,862 | 375 |
Total | 28 | 3 | 1,386 | 461 | 1,478 | 505 | 467 | 163 | 111 | 0 | 3,470 | 1,132 | 3,459 | 1,065 | 3,289 | 1,032 |
Contract Employees confirmed in service in 2012 increased in number, which is attributable to the growth of the Branch network during the period under review.
Status of Full-Time Employment as at December 31, | No. of Employees | Percentage of Employees by Type (%) | ||||
2012 | 2011 | 2010 | 2012 | 2011 | 2010 | |
Confirmed in Service | 3,889 | 3,815 | 3,572 | 84.51 | 84.33 | 82.67 |
Undergo Training or on Probation | 713 | 709 | 749 | 15.49 | 15.67 | 17.33 |
Total | 4,602 | 4,524 | 4,321 | 100.00 | 100.00 | 100.00 |
As at December 31, | 2012 | 2011 | 2010 | |||||||||
Age Group/Gender | Male | Female | Total | %* | Male | Female | Total | %* | Male | Female | Total | %* |
Sri Lanka | ||||||||||||
51-60 years | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 2 | 0 | 2 | 0.72 |
41-50 years | 1 | 0 | 1 | 0.14 | 2 | 0 | 2 | 0.32 | 2 | 0 | 2 | 0.35 |
31-40 years | 1 | 0 | 1 | 0.09 | 1 | 0 | 1 | 0.10 | 5 | 0 | 5 | 0.52 |
21-30 years | 105 | 102 | 207 | 9.16 | 292 | 52 | 344 | 15.11 | 286 | 75 | 361 | 16.39 |
20 years and below | 1 | 0 | 1 | 1.82 | 4 | 2 | 6 | 7.14 | 8 | 0 | 8 | 7.27 |
Total | 108 | 102 | 210 | 4.77 | 299 | 54 | 353 | 8.16 | 303 | 75 | 378 | 9.17 |
Bangladesh | ||||||||||||
51-60 years | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
41-50 years | 2 | 0 | 2 | 4.65 | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
31-40 years | 2 | 0 | 2 | 2.78 | 2 | 6 | 8 | 12.90 | 2 | 1 | 3 | 4.84 |
21-30 years | 10 | 6 | 16 | 27.12 | 10 | 5 | 15 | 24.19 | 12 | 6 | 18 | 33.96 |
20 years and below | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
Total | 14 | 6 | 20 | 9.90 | 12 | 11 | 23 | 11.62 | 14 | 7 | 21 | 10.45 |
Grand Total | 122 | 108 | 230 | 5.00 | 311 | 65 | 376 | 8.31 | 317 | 82 | 399 | 9.23 |
* As a percentage of the total number of staff in respective age groups as at the end of the year.
As at December 31, | 2012 | 2011 | 2010 | |||||||||
Male | Female | Total | %* | Male | Female | Total | %* | Male | Female | Total | %* | |
Sri Lanka | ||||||||||||
51-60 years | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
41-50 years | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 0 | 1 | 1 | 0.17 |
31-40 years | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 10 | 3 | 13 | 1.36 |
21-30 years | 4 | 4 | 8 | 0.35 | 23 | 1 | 24 | 1.05 | 1 | 0 | 1 | 0.05 |
20 years and below | 1 | 0 | 1 | 1.82 | 5 | 0 | 5 | 5.95 | 0 | 0 | 0 | - |
Total | 5 | 4 | 9 | 0.20 | 28 | 1 | 29 | 0.67 | 11 | 4 | 15 | 0.36 |
Bangladesh | ||||||||||||
51-60 years | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
41-50 years | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
31-40 years | 1 | 0 | 1 | 1.39 | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
21-30 years | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 2 | 1 | 3 | 5.66 |
20 years and below | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
Total | 1 | 0 | 1 | 0.50 | 0 | 0 | 0 | - | 2 | 1 | 3 | 1.49 |
Grand Total | 6 | 4 | 10 | 0.22 | 28 | 1 | 29 | 0.64 | 13 | 5 | 18 | 0.42 |
* As a percentage of the total number of staff in respective age groups as at the end of the year.
As at December 31, | 2012 | 2011 | 2010 | |||||||||
Age Group/Gender | Male | Female | Total | %* | Male | Female | Total | %* | Male | Female | Total | %* |
Sri Lanka | ||||||||||||
51-60 years | 30 | 6 | 36 | 12.54 | 25 | 4 | 29 | 10.21 | 22 | 3 | 25 | 8.96 |
41-50 years | 5 | 2 | 7 | 1.01 | 5 | 3 | 8 | 1.27 | 4 | 5 | 9 | 1.57 |
31-40 years | 15 | 8 | 23 | 2.08 | 14 | 4 | 18 | 1.72 | 16 | 6 | 22 | 2.31 |
21-30 years | 45 | 23 | 68 | 3.01 | 73 | 14 | 87 | 3.82 | 45 | 11 | 56 | 2.54 |
20 years and below | 1 | 0 | 1 | 1.82 | 5 | 0 | 5 | 5.95 | 0 | 0 | 0 | - |
Total | 96 | 39 | 135 | 3.07 | 122 | 25 | 147 | 3.40 | 87 | 25 | 112 | 2.72 |
Bangladesh | ||||||||||||
51-60 years | 5 | 1 | 6 | 21.43 | 1 | 0 | 1 | 3.33 | 3 | 0 | 3 | 9.38 |
41-50 years | - | 0 | 8 | 18.60 | 5 | 3 | 8 | 18.18 | 14 | 2 | 16 | 29.63 |
31-40 years | 3 | 5 | 2 | 2.78 | 9 | 1 | 10 | 16.13 | 12 | 2 | 14 | 22.58 |
21-30 years | 2 | 0 | 0 | - | 7 | 0 | 7 | 11.29 | 0 | 0 | 0 | - |
20 years and below | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
Total | 10 | 6 | 16 | 7.92 | 22 | 4 | 26 | 13.13 | 29 | 4 | 33 | 16.42 |
Grand Total | 106 | 45 | 151 | 3.28 | 144 | 29 | 173 | 3.82 | 116 | 29 | 145 | 3.36 |
* As a percentage of the total number of staff in respective age groups as at the end of the year.
As at December 31, | 2012 | 2011 | 2010 | |||||||||
Grade | Male | Female | Total | %* | Male | Female | Total | %* | Male | Female | Total | %* |
New Recruits | ||||||||||||
Corporate Management | 0 | 0 | 0 | - | 2 | 0 | 2 | 5.41 | 2 | 0 | 2 | 5.88 |
Executive Officers | 5 | 1 | 6 | 0.32 | 8 | 8 | 16 | 0.89 | 8 | 3 | 11 | 0.66 |
Junior Executive Assistants & Allied | 11 | 6 | 17 | 0.86 | 10 | 5 | 15 | 0.79 | 8 | 2 | 10 | 0.53 |
Banking Trainees | 106 | 101 | 207 | 32.86 | 291 | 52 | 343 | 52.21 | 299 | 77 | 376 | 60.94 |
Office Assistants & Others | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
Total | 122 | 108 | 230 | 5.00 | 311 | 65 | 376 | 8.31 | 317 | 82 | 399 | 9.23 |
Staff Attrition | ||||||||||||
Corporate Management | 3 | 0 | 3 | 8.82 | 2 | 0 | 2 | 5.41 | 1 | 0 | 1 | 2.94 |
Executive Officers | 39 | 17 | 56 | 3.03 | 33 | 9 | 42 | 2.33 | 39 | 8 | 47 | 2.83 |
Junior Executive Assistants & Allied | 30 | 19 | 49 | 2.47 | 49 | 13 | 62 | 3.25 | 43 | 15 | 58 | 3.09 |
Banking Trainees | 24 | 9 | 33 | 5.24 | 50 | 7 | 57 | 8.68 | 28 | 6 | 34 | 5.51 |
Office Assistants & Others | 10 | 0 | 10 | 9.01 | 10 | 0 | 10 | 8.20 | 5 | 0 | 5 | 3.70 |
Total | 106 | 45 | 151 | 3.28 | 144 | 29 | 173 | 3.82 | 116 | 29 | 145 | 3.36 |
* As a percentage of the total number of staff in respective grades at the end of the year.
There were 103 resignations from service during the year under review, while a further 30 employees retired, in the total turnover of 151 employees.
Details of Staff Attrition by Gender, Region and Reasons are tabulated below:
As at December 31, | 2012 | 2011 | 2010 | |||||||||
Male | Female | Total | %* | Male | Female | Total | %* | Male | Female | Total | %* | |
Sri Lanka | ||||||||||||
Resignations | 61 | 32 | 93 | 68.89 | 99 | 21 | 120 | 81.63 | 64 | 24 | 88 | 78.57 |
Retirements | 20 | 4 | 24 | 17.78 | 15 | 3 | 18 | 12.24 | 14 | 1 | 15 | 13.39 |
Deceased | 1 | 0 | 1 | 0.74 | 3 | 1 | 4 | 2.72 | 4 | 0 | 4 | 3.57 |
Terminations | 10 | 2 | 12 | 8.89 | 4 | 0 | 4 | 2.72 | 5 | 0 | 5 | 4.46 |
Premature Retirement on Medical Grounds | 4 | 1 | 5 | 3.70 | 1 | 0 | 1 | 0.68 | 0 | 0 | 0 | - |
Total | 96 | 39 | 135 | 100.00 | 122 | 25 | 147 | 100.00 | 87 | 25 | 112 | 100.00 |
Bangladesh | ||||||||||||
Resignations | 5 | 5 | 10 | 62.50 | 19 | 3 | 22 | 84.62 | 24 | 4 | 28 | 84.85 |
Retirements | 5 | 1 | 6 | 37.50 | 3 | 1 | 4 | 15.38 | 5 | 0 | 5 | 15.15 |
Deceased | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
Terminations | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
Premature Retirement on Medical grounds | 0 | 0 | 0 | - | 0 | 0 | 0 | - | 0 | 0 | 0 | - |
Total | 10 | 6 | 16 | 100.00 | 22 | 4 | 26 | 100.00 | 29 | 4 | 33 | 100.00 |
Grand Total | 106 | 45 | 151 | - | 144 | 29 | 173 | - | 116 | 29 | 145 | - |
The Bank has devised and implemented a regime of procedures and facilities that seek to ensure the enactment of fair labour practices and a conducive work environment. In addition to the provisions made in respect of employee welfare and benefits under the Shop and Office Employees' Act, the Bank has gone further to enhance the facilities and benefits afforded to its staff to ensure a continuous improvement in their working lives. In this regard, the permanent employees of the Bank are provided with the benefits listed below:
Although the employees outsourced by the Bank are not entitled for all of the above benefits, they are paid at least the minimum wages under the applicable statutes and all mandatory contributions to defined contribution plans such as Employees' Provident Fund, Employees' Trust Fund and in addition Gratuity payable under the Payment of Gratuities Act.
Country and Description | 2012 | 2011 | 2010 |
Sri Lanka | |||
No. of Employees entitled for maternity leave | 1,088 | 1,023 | 993 |
No. of Employees who took maternity leave | 58 | 64 | 63 |
No. of Employees who returned to work after maternity leave | 43 | 64 | 63 |
No. of Employees who are still employed for the last 12 months after returning from maternity leave | 58 | 64 | 61 |
Return to work rate (%) | 100 | 100 | 98 |
Retention rate (%) | 100 | 100 | 96.18 |
Bangladesh | |||
No of Employees entitled for maternity leave | 30 | 30 | 24 |
No of Employees who took maternity leave | 4 | 3 | 2 |
No of Employees who returned to work after maternity leave | 4 | 3 | 2 |
No. of Employees who are still employed for the last 12 months after returning from maternity leave | 0 | 3 | 2 |
Return to work rate (%) | 100 | 100 | 100 |
Retention rate (%) | 100 | 100 | 100 |
The following table illustrates that 2,928 or 63.62% of the total cadre of the Bank's Sri Lankan operations as at December 31, 2012 were covered by Collective Agreements.
Name of Employee Association | 2012 | 2011 | 2010 | |||
No. of Employees |
% |
No. of Employees |
% |
No. of Employees |
% | |
Ceylon Bank Employees' Union | 2,928 | 63.62 | 2,803 | 64.75 | 2,608 | 63.25 |
Commercial Bank Executive Association | 588 | 12.78 | 548 | 12.66 | 338 | 8.20 |
Total | 3,516 | 76.40 | 3,351 | 77.41 | 2,946 | 71.45 |
There are no Unions/Employee Associations in Bangladesh.
All matters which involve operational changes are implemented after due consultation with Focus Groups, Employee Associations and Shareholders. This process helps establish mutual understanding and contributes to transparency.
The Collective Agreement that is in force specifies when the time negotiations should commence when the revision of the Agreement is due. As per the present Agreements, negations are to commence 9 months prior to the expiry of the reigning Agreement.
Although, there are no special Health and Safety Committees appointed at the Bank, the responsibility for this subject is vested with the Human Resource Department. In order to effectively address concerns related to health and safety of the employees, the HR Department often works together with the employee associations and makes proposals to the top management on changes, initiatives and measures that should be adopted by the Bank to create a safe working environment for its employees.
Special work arrangements and transport facilities to distant Branches are some processes, implemented by the Bank considering the safety of its employees.
The Bank's Security Department conducts periodic fire drills at the Bank's Head Office and the Union Place Building in order to impart awareness and to ensure that all staff could respond appropriately in emergency situations. Subsequent to these fire drills, an email communication is sent to all staff highlighting the feedback obtained, lapses observed and recommendations for remedying the lapses. Further, all staff of the Bank have access to the Intranet site of the Security Department which has clearly spelt out the procedure to be followed in case of an emergency. In addition, the Security Department has identified a dedicated team representing each business/service unit of the Bank to supplement their work, providing them with a comprehensive training on prescribed and desired response to incidences of fire, burglary, earthquakes and other similar situations of threat.
During the year under review, the Staff Development Centre of the Bank conducted a fire training programme attended by 158 participants (covering 3.59% of the total staff cadre) representing branches and departments in the Head Office premises. The training spanned over 1,264 man hours.
Programme | 2012 | 2011 | ||||
No. of Programmes |
No. of Participants |
Man Hours |
No. of Programmes |
No. of Participants |
Man Hours | |
Fire Awareness Programme for Group Leaders | 1 | 149 | 1,192 | 1 | 87 | 696 |
Programme on Fire Aid Fire Appliances and Practical Fire Demonstration | 1 | 9 | 72 | 1 | 25 | 200 |
During 2012, there were 11 accidents reported. However, none of these resulted in work-related fatalities. The details of lost days by region and by gender are given below. Lost days count begins on the day after the accident.
Province | 2012 | 2011 | ||||||||||
Total No. of Injuries | Injury Rate | Lost Days | Total No. of Injuries | Injury Rate | Lost Days | |||||||
Male | Female | Male | Female | Male | Female | Male | Female | Male | Female | Male | Female | |
Western | 7 | - | 0.1521 | - | 244 | - | 5 | 1 | 0.110 | 0.022 | 175 | 14 |
Central | 4 | - | 0.0870 | - | 151 | - | - | - | - | - | - | - |
Eastern | - | - | - | - | - | - | 2 | - | 0.044 | - | 23 | - |
In order to minimise the risks arising from occupational health and safety issues, the Bank adopts several measures to track, prevent or mitigate such risk. As regards ensuring and maintaining a healthy workforce, the Bank ensures that all new recruits undergo extensive medical screening prior to employment. Thereafter, a regular medical regime is in place to help staff and their families maintain good health.
The Bank's Staff Development Centre conducts training on handling work-related stress. Employees identified as being affected by high levels of stress and traumas are provided with counselling to support their rehabilitation. The Human Resources Management Department of the Bank too conducts periodic dust and emission tests in relation to certain vulnerable locations across the branch network. In addition, the Premises Department of the Bank carries out periodic pest control programmes at the Head Office, Union Place premises and at our Branches.
The Collective Agreement also covers health and safety topics. Under one of the key provisions on this subject, employees who are 40 years or above in age are entitled to claim the expenses that they incur on account of full medical check-ups without being admitted to a hospital, subject to a maximum threshold. This is a special benefit available to employees over and above their entitlement under the Medical Scheme of the Bank.
The Staff Development Centre of the Bank at the last quarter of each calendar year, carries out a training requirement analysis of staff at all levels for the forthcoming year on a needs basis. In addition to this formalised approach, in an ongoing initiative throughout any given year, the Training Centre will, in consultation with the relevant line management, respond to other training requirements as required by business development. Such additional training may be carried out, using in-house and/or external training resources. Subsequently, the participation of nominees is monitored and their feedback obtained will be used for future improvement and identification of new training needs in response to the training needs of an evolving business environment.
Our Staff Development Centre focuses on the soft skills developed by them through the years and continues to 'listen to', 'empathise with' and 'touch' all our employees to better their lives.
Value addition and learning will continue to be the primary factors of recognition sought to retain top talent pools.
The team at the Staff Development Centre is dedicated to co-ordinate skill transformation in order to prepare the Bank to meet the challenges and exciting expectations of a new tomorrow.
In the year under review, the Bank spent a total of Rs. 51.62 Mn. on training and education programmes. A total of 455 training programmes involving 103,956 person-hours of training were executed during the year.
In keeping with practice, the Bank continued to identify high performers among its senior management, through a process of 'talent discussions' conducted annually. Through this exercise, leadership competencies are identified and a pool of talent is created to serve the long-term needs of the Bank.
The training programmes conducted by the Bank include technical, soft skills and overseas training, as externally-held training programmes.
Employee Category and Type of Programme | 2012 | 2011 | 2010 | |||||||||
Training Hours | Training Hours | Training Hours | ||||||||||
Male | Female | Total | Per Employee | Male | Female | Total | Per Employee | Male | Female | Total | Per Employee | |
Corporate Management | 1,454 | 38 | 1,491 | 43.85 | 1,953 | 126 | 2,079 | 56.19 | 552 | 95 | 647 | 19.03 |
Technical | 825.5 | 38 | 863 | 25.38 | 1,214 | 88 | 1,302 | 35.19 | 258 | 59 | 317 | 9.32 |
Soft skills | 156 | 0 | 156 | 4.59 | 219 | 38 | 257 | 6.95 | 22 | 4 | 26 | 0.76 |
Overseas | 472 | 0 | 472 | 13.88 | 520 | 0 | 520 | 14.05 | 272 | 32 | 304 | 8.94 |
Executive Officers | 29,489 | 8,527 | 38,016 | 20.58 | 33,953 | 10,264 | 44,217 | 24.58 | 31,517 | 9,011 | 40,527 | 24.44 |
Technical | 25,891 | 6,793 | 32,684 | 17.70 | 25,665 | 7,373 | 33,038 | 18.36 | 19,009 | 5,437 | 24,445 | 14.74 |
Soft skills | 2,654 | 1454 | 4,108 | 2.22 | 6,792 | 2,451 | 9,243 | 5.14 | 11,500 | 3356 | 14,856 | 8.96 |
Overseas | 944 | 280 | 1,224 | 0.66 | 1,496 | 440 | 1,936 | 1.08 | 1,008 | 218 | 1,226 | 0.74 |
Junior Executive Assistants & Allied Grades | 19,423 | 3,014 | 22,437 | 11.33 | 35,427 | 8,511 | 43,938 | 23.02 | 23,904 | 3,716 | 27,620 | 14.71 |
Technical | 18,295 | 2,596 | 20,891 | 10.55 | 34,649 | 8,252 | 42,901 | 22.47 | 23,188 | 3,496.5 | 26,685 | 14.22 |
Soft skills | 1128 | 418 | 1,546 | 0.78 | 690 | 259 | 949 | 0.50 | 716 | 219 | 935 | 0.50 |
Overseas | 0 | 0 | 0 | - | 88 | 0 | 88 | 0.05 | 0 | 0 | 0 | - |
Banking Trainees | 29,360 | 12,652 | 42,012 | 66.69 | 20,244 | 4,810 | 25,054 | 38.13 | 21,644 | 5,567 | 27,211 | 44.10 |
Technical | 28,104 | 12,336 | 40,440 | 64.19 | 20,116 | 4,806 | 24,922 | 37.93 | 21,032 | 5,446.5 | 26,479 | 42.91 |
Soft skills | 1256 | 316 | 1,572 | 2.50 | 128 | 4 | 132 | 0.20 | 612 | 120 | 732 | 1.19 |
Total | 79,726 | 24,231 | 103,956 | 22.59 | 91,577 | 23,711 | 115,288 | 25.48 | 77,617 | 18,388 | 96,004 | 22.22 |
Continuing with the Bank's strong commitment towards developing a learning culture, it is pertinent to note that employees underwent a total of 100,624 man hours of training during the year in Sri Lanka (110,510 man hours during 2011) and a total of 3,332 man hours of training during the year in Bangladesh (4,778 man hours during 2011) on various knowledge building programmes.
This works out to an average of 22.59 man hours of training per employee (25.48 man hours per employee during 2011).
In 2012 too, the Bank continued to invest in human capital development and its investment on training increased to Rs. 51.62 Mn. from Rs. 49.75 Mn. in 2011 representing an increase of 3.75%.
The graph below amply demonstrates the Bank's commitment over the past five years towards strengthening the staff development process to support its efforts to delight our valued customers across all business units.
The year 2012 was significant as the Bank commenced a Centre to conduct training in the Northern Region of Sri Lanka. This centre is expected to contribute more during the ensuing year as it caters to a region which was mostly isolated during the longstanding war. We have also set up a special training calendar for our own employees in the Northern region in an effort to motivate them as they emerge from serving in a conflict zone with all its attendant difficulties. We recognise their duress; some of our employees lost their lives whilst in service to the Bank and to those who remain, the Bank owes rehabilitation and motivational programmes, at the very least. Thus during 2012, our Staff Development Centre conducted 261 internal training Programmes and 172 external local Programmes.
For frontline staff, the medium of initial customer contact, 07 training programmes were facilitated. Frontline staff competency was improved by capability enhancement training.
Management and Leadership capabilities were also enhanced to concurrently meet current and future needs, create new knowledge wealth as well as fashion a well-prepared workforce. 13 value adding, continuous programmes assessing and studying specified required elements were hence orchestrated.
Training targeted key areas such as Northern Region Management Development; Communication Enhancement; Service Excellence and Relationship Integration.
A summary of the programmes conducted targeting skills and competency development is tabulated below:
Programme Name | Objective | No. of Programmes |
No. of Participants |
Training Hours |
Programme on Managing Key Clients and Building Relationships | To enhance skills required for better customer relationship (CRM) | 1 | 14 | 112 |
Programme on 'A Holistic Approach to Strategic Decision Making' | To enhance the decision-making skills of the members of Senior Management | 1 | 23 | 368 |
Good to Great: Relationship Management Programme | To generate positive results and to achieve high performance levels that will sustain through effective rapport, through building and maintaining trust and through persuasion. This Programme was conducted for Account Managers attached to the Corporate Banking Unit. | 2 | 10 | 200 |
Management Development Programme for Managers and Assistant Managers in Northern Region | To provide the professional skills to assist the executives in the Jaffna Peninsula to effectively function in a corporate environment | 1 | 22 | 704 |
Programme on Service Excellence | To create a mindset in our front line staff to deliver excellent customer service | 6 | 298 | 2384 |
Oral Communication Programme for BTs | To develop Communication skills of the Banking Trainees (Oral and Written English) | 1 | 56 | 328 |
Programme on General Management Competencies : jointly with CIMA Sri Lanka | To enhance competencies such as, business modelling which includes pricing, cost structure, activity-based costing, organisational branding, human resources management, strategies etc. involved in carrying out their duties effectively when working as members of the Senior Management | 1 | 24 | 1344 |
Details of some of the other important training initiatives during 2012 are summarised below:
All employees of the Bank irrespective of their gender receive formal performance and career development reviews. This process helps the Bank in identifying and enhancing the salient skills of employees and developing them on an ongoing basis.
Equal Remuneration for Women and Men
The ratio of basic salary of women to men by employee category is tabulated below:
Category | Ratio for Basic Salary Women to Men | |
2012 | 2011 | |
Corporate Management | 1:0.82 | 1:0.75 |
Executive Officers | 1:0.96 | 1:1.02 |
Junior Executive Assistants and Allied | 1:0.90 | 1:1.12 |
Banking Trainees | 1:1.08 | 1:1.04 |
Office Assistants and Others | 1:1.16 | 1:0.88 |
This year too, the Bank undertook several important non-training-related initiatives, some ongoing, including the following in Sri Lanka:
In addition to the above, the Bank's Bangladesh Operation too took several initiatives of their own during the year:
Since there is no regulation in place under the Shop and Office Employees Act indicating the minimum wage applicable to employees covered under such Act, through collective bargaining and continuous dialogue between and among employee organisations, corporate peers and labour authorities, the Bank keeps abreast with the current trends and policies pertaining to wage practices in the banking industry and the mercantile sector as a whole. The wage policy of the Bank is based mainly on the Collective Agreements that are in operation covering specified employee categories and market surveys carried out from time to time which indicates the highest and lowest range of wage structures prevailing in the industry.
The 2012 Collective Agreement entered into by the Bank and the Ceylon Bank Employees' Union stipulates the minimum wages for Junior Executive Assistants and allied grades. Both Collective Agreements covering Junior Executive Assistants and the Non-Executive Grades specify the annual increment entitlement of an employee. With regard to the Junior Executive Assistant Grade, the Collective Agreement further spells out the annual increment such employee will receive based on the grading he/she has obtained on the annual performance appraisal. Also, clear reference is made to other pecuniary benefits, such as out of pocket allowance, travelling allowance, disturbance allowance among others that would accrue to the employee apart from his/her monthly wage.
With regard to the employees not covered under the Collective Agreements, wages and perquisites are decided mainly taking into consideration the market rates applicable for similar categories/jobs.
The Bank has the economic well-being of its employees at heart and recognises that some aspects of employment could be difficult to negotiate. Due cognizance has been taken of the facilities that are available in particular locations at the time of opening branches. Depending on the recommendations of the Regional Offices and the requests of the staff, the Bank has provided various benefits to those stationed in such difficult locations. These include provision of benefits both monetary and otherwise such as provision of staff quarters free of charge, transport arrangements, difficult station allowance and rent allowance. The medical scheme of the Bank, staff loan schemes and the professional association subscription/honorarium payments paid to employees provide further examples that demonstrates the Bank's commitment towards its employees' welfare as a responsible employer.
All recruits to corporate management and senior management grades are drawn from citizens of the respective country - Sri Lanka and Bangladesh - except for those positions in Bangladesh for which recruitment from Sri Lanka is allowed.
The general procedure followed by the Bank when recruiting staff is discussed below:
There are two entry levels to the Bank; as Banking Trainees or as Management Trainees. Mid career recruitment will take place only in relation to specialised job positions. The recruitments take place mainly at the Head Office situated in Colombo and Dhaka in Bangladesh. Applicants from all parts of their respective countries are called to these locations as and when applicable, for examinations and/or interviews.
With regard to mid career recruitments, the basis for recruitment is the competencies held by the respective individual and the experience he / she carries in the required field of work. Hence, such recruitment is carried out independent of any geographical concerns.
During the year 2012, 72 participants from the Human Resource Department received a total of 684 man hours of training on policies and procedures concerning various aspects of human rights that are relevant to the Bank's operations. This was restricted to staff of the HR Department for purposes of practicality. These officers at the HR Department are available to assist other staff members when they need help on issues connected with human rights.
Name of the Programme | No. of Programmes |
No. of Participants |
No. of Hours |
Sri Lanka | |||
Power to People - Learning Conference (HRM AWARDS 2012) | 1 | 16 | 128 |
International HR Conference 2012 - People Drive | 1 | 10 | 128 |
EFC Cir. No. 59 of 2012 - Employers' Symposium on 'Harnessing Innovation for Organisational Sustainability' | 1 | 2 | 24 |
EFC Cir. No. 60 of 2012 - Great Place to Work - Building Trust and Inspiring Performance | 1 | 1 | 8 |
HRP Achievers Forum | 1 | 7 | 28 |
Employee Motivation and Reward Management | 1 | 1 | 16 |
Certificate Programme in Labour Law and Industrial Relations 2012 | 1 | 1 | 96 |
EFC HR/IR FORUM | 1 | 1 | 4 |
EPF and ETF Acts & Employee Benefits | 1 | 3 | 12 |
Total | 9 | 42 | 444 |
Bangladesh | |||
Promoting Gender Equality and Preventing Violence against Women at Workplace | 1 | 28 | 224 |
TOT Workshop HIV/AIDS at Enterprises Level | 1 | 2 | 16 |
Total | 2 | 30 | 240 |
Grand Total | 11 | 72 | 684 |
The Bank's strict adherence to Human Rights Best Practice as enshrined by the United Nations and the ILO and our own strong ethical grounding, have ensured that to date no incidents of discrimination have been recorded.
The Bank continuously maintains very cordial dialogue with its two employee associations. In doing so, the Bank also acknowledges that the 'right to organise' and the 'right to form and join a trade union' are fundamental rights granted to all employees of the Bank. The Bank believes that being a financial services provider, it does not have critical operations in which the right to exercise freedom of association or collective bargaining may be violated or be placed at significant risk.
All employees of the Bank are engaged at their own free will. The minimum age for employment is 18 years.
Also on the topic, the Bank's outsourcing agreements with the labour contractors require that the Agency providing services or personnel to the Bank shall not engage/supply persons who are under the age of 18 years, and as a condition to doing business with the Bank, must not employ or supply underage persons in their enterprise even in their business dealings with other external parties.
The Bank's policies and procedures concerning aspects of Human Rights are communicated in writing to all security service providers. They are in turn advised to communicate them to all personnel who are assigned by their firms/companies to carry out duties at the Bank. The Bank's Senior Manager - Securities conducts periodic verifications on the awareness amongst security personnel of the said policies and procedures in connection with Human Rights.
During the year under review, the Bank provided 7,632 man hours of training for Security Officers in Sri Lanka on security aspects, including Information Technology security.
Although there were no special training programmes conducted for security staff in Bangladesh, all security officers have been educated on the Bank's procedures connected to aspects of human rights.
Name of the Program | 2012 | ||
No. of Programmes |
No. of Participants |
Man Hours | |
Special Training Programme for Newly Recruited Security Officers | 2 | 318 | 2,544 |
Special Training Programme for Contracted Security Officers | 3 | 467 | 3,736 |
Special Training Programme for Senior Security Officers | 1 | 169 | 1,352 |
Total | 6 | 954 | 7,632 |