Business Model for Sustainable Value Creation

Business Model


Figure-09

INPUTS

“Raw materials” for the value driver activities drawn from capitals. Please refer the Statement of Capital Position for the opening capital position as at January 01, 2022 of different capitals built by the Bank over the past 103 years.

  • Shareholders’ funds
  • Borrowed funds
  • Financial covenants
  • Customer deposits
  • Subordinated debt
  • Property, plant and equipment
  • Investments in process improvements
  • Information and Communication Technology
  • Public goods
  • Brand loyalty
  • Institutionalised knowledge
  • Best practices
  • Data analytics
  • Trained employees
  • Awards and accolades
  • Skills and experience
  • Competencies
  • Creativity
  • Committed and loyal employees
  • Healthy workforce
  • Equal opportunities
  • Services and supplies
  • Relationships
  • Assurance services
  • Collaborations and alliances
  • Customers
  • Contribution to the Bank’s CSR Trust
  • Utilities
  • Refinance funding for solar/digitisation projects
  • Social and Environmental Management System (SEMS)

VALUE DRIVER ACTIVITIES

Include primary, support and other value driver activities that promoted growth, positive stakeholder interactions and minimised risk. It is the inputs from the capitals together with relationships, interactions, interdependencies and trade-offs among capitals that generated outputs, leading to creation of value reflected in capitals.

Vision
Mission

Stewardship

Governance
Structure Capital
Management Funding and Liquidity
Management Risk Governance and
Management

Support Value Driver Activities

Delivery Channels (offering omni-channel experience) Internal Processes Products and Services Service Standards

Primary Value Driver Activities

Prudent
Growth Customer
Centricity Leading Through
Innovation Operational
Excellence

Strategic Imperatives

Strategy

(A detailed account of activities undertaken during the year to deliver value to stakeholders that enhanced capitals is given in the MD&A on pages 58 to 137)

Purpose
Values

Operating Environment that provides context for value creation

OUTPUTS

Products and services and externalities generated through the value driver activities.

Loans & advances

Investments

Deposits

Forex products

Transactional banking

Fee based services

International Trade related products & services

Travel-related services

REPO transactions

Advisory services

OUTCOMES

Environmentally-responsible, socially-inclusive and economically-enriching consequences of our activities and outputs manifested in capitals as value created. Please refer the Statement of Capital Position for the closing capital position as at December 31, 2022 of various indicators under each of the six capitals.

  • Responsible finance
  • Financial Inclusion
  • Sustainable products and services
  • Prudent growth
  • Customer centricity
  • Leading through innovations
  • Operational excellence
  • Digital leadership
  • Stability and resilience

  • Good governance/transparency
  • Compliant bank
  • Green and safe workplace
  • Empowered and engaged staff
  • Training & development
  • Optimised operations
  • Cordial industrial relations
  • Workplace culture
  • Job security
  • Sustainable supply chain

  • Social engagement
  • Empowered communities
  • Affordable and inclusive finance
  • Environmental engagement
  • Green processes and facilities
  • Managing the footprint
  • Secure social license