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Expanded the footprint further by adding two more branches each in Sri Lanka and Myanmar. |
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Acquired a 40% stake in Commercial Insurance Brokers Ltd. during the year 2019, increasing the stake of 58%. |
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Adopted IFC developed “Climate Assessment for Financial Institutions (CAFI)” tool to assist in monitoring and reporting climate impact data. |
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Conducted a thorough assessment to align the core business with the UN SDGs and strengthened partnerships with private, public, non-governmental, governmental and international organisations, to drive green banking programmes. |
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Broadened the scope of SEMS to inculcate a SEMS perspective in all the lending activities. |
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Strategically invested the excess liquidity generated in both LKR and FCY in Government Securities in the backdrop of slower credit growth. |
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Prioritised sustaining our customer base by re-segmenting the portfolio, monitoring at risk accounts, and finding workable solutions to rehabilitate and sustain distressed businesses to arrest rising NPAs. |
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Conducted a diagnostic study and a transformation project with the assistance of a global consultancy firm to overhaul the Bank’s SME strategy to harness the full potential of this segment. |
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Realigned the SME sales strategy by setting up a central credit processing unit for evaluation and approval of SME facilities, deploying dedicated officers at branches and providing doorstep banking services. |
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Set the foundations to introduce a more data-driven, targeted, sales culture throughout the Bank. |
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Developed a gender-based market strategy to support and empower women entrepreneurs at both SME and micro level. |
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Initiatives were taken to making customer service uniform across the network. |
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Undertook a formal exercise to identify five key strategic sustainability themes of focus for the Bank. |
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Aligned the five areas of focus with the 7 SGDs most relevant to the Bank’s core activities and ethos. |
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Expanded the digital footprint and upgraded the digital platforms. |
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Initiatives are underway to launch “Combank Digital” that will appeal to Generation Y and Z as well as providing immediate banking services to other under-banked and unbanked segments of the market promoting financial inclusion and digital adoption. |
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Established a Defined Benefit Plan for those members of the staff who joined the Bank on or after January 1, 2000. |
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Developed an in-house software tool to monitor and maintain the condition of the off-site ATMs. |
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Undertook steps to centralise and automate back office operations in order to reallocate staff and resources towards sales and Customer Relationship Management (CRM). |
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Implemented a Business Process re-engineering project in the imports and exports departments. |
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Set up of an integrated call centre to streamline inbound and outbound calls. |
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Automated Staff User ID Management and CRIB report procurement and analysis using Robotic Process Automation. |
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Further improved risk governance and management framework. |
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Continued the implementation of the Bank wide “Baseline Security Standard” plan. |