Our employees are the cornerstone of our success, embodying professionalism, expertise, dedication, and deep knowledge. They are the driving force behind our customer-centric approach sustaining our competitive edge and positioning us as a formidable force in the banking industry. We are deeply committed to their well-being and invest significantly in fostering their growth, offering opportunities to achieve personal development goals while aligning with our mission to deliver exceptional value to our customers.

Management Approach

Non-discrimination and inclusivity are integral to our human resource (HR) management approach. We uphold principles of equality, diversity, and mutual respect, ensuring fair treatment and fostering employee satisfaction. This commitment cultivates a workplace culture of belonging, growth, and collaboration. As an equal opportunity employer, we champion gender equality and promote open communication, reinforcing a high-integrity corporate culture where careers can grow. Employee well-being remains a priority, with robust HR policies and procedures designed to support sustainable, personal and professional development through continuous learning opportunities.

HR Strategy

The banking sector, traditionally people-intensive, is transitioning into a people-digital landscape where customer-centricity takes centre stage. In response, our HR strategy focuses on harmonising these evolving priorities, carefully resourcing and developing our employees to align with this shift. Anchored by our Human Capital Architecture, built on six key pillars, we maintained a balanced and effective approach to managing this transformation throughout 2024, ensuring our employees are equipped to deliver excellence in a dynamic and customer-focused environment.

Our Objectives

Based on our strategy, we continue to prioritise achieving three objectives through our HR management approach.

• Be among the top 5 banks in terms of Profit per employee/Revenue per employee
• Maintain top talent attrition below 8% in the next 2 years and 5% thereafter
• Maintain an employee engagement score above the industry average by 2025

Organisation Structure and Design

Approach

The year 2024 marked a significant transformation for our organisation. We conducted a comprehensive assessment of our business divisions, implementing changes to enhance productivity and efficiency across functions. A key milestone was the study carried out to implement the universal banker model which would optimise resource allocation at the branch level, ensuring streamlined operations and improved service delivery.

Action Taken

Amid prevailing macroeconomic conditions, the Bank has reviewed employee placements to achieve an optimal productivity ratio within the organisational structure. This initiative is designed to enhance job enrichment by amalgamating aligned functions, strengthening our talent pipeline, and building bench strength for succession planning.

Talent Management

Approach

The effective productivity we seek from our employees is closely linked to proper recruitment, comprehensive training, best-fit placements, appropriate remuneration, a conducive work environment, and opportunities for individual development. Internal vacancies are initially offered to existing talent unless the role demands specialised technical expertise. This approach enables employees to chart their career paths and achieve professional growth within the organisation.

Actions Taken

The proposed implementation of the Universal Banker Model allowed branch staff to develop expertise across multiple areas, broadening their knowledge and enabling cross-functional capabilities. By establishing structured career paths and opportunities, the model also facilitated the cross-utilisation of in-house talent within the retail segment. Consequently, our institutional wealth base grew, supported by job rotation and mentoring programmes.

The work-from-home option continued on a need-based approach where required. Amidst macroeconomic uncertainties and increasing societal challenges such as migration, this flexibility proved instrumental in retaining key talent and equipping them to thrive as future-ready employees.

	Workforce by employment type and gender
Grade	Permanent			Contract/Casual/Part time			Total number of employees
	Male	Female	Total	Male	Female	Total	Male	Female	Total	%
Management	85	32	117	9	4	13	94	36	130	5.30
Executive	383	236	619	4	1	5	387	237	624	25.60
Supervisory staff	316	266	582	–	–	–	316	266	582	23.90
Junior staff	259	228	487	265	351	616	524	579	1,103	45.20
Total	1,043	762	1805	278	356	634	1,321	1,118	2,439	100.00

	Workforce by employment type/province
Grade	Permanent			Contract			Total number of employees
	Male	Female	Total	Male	Female	Total	Male	Female	Total
Central	59	40	99	16	18	34	75	58	133
East	37	15	52	11	10	21	48	25	73
North	31	14	45	5	4	9	36	18	54
North Central	35	19	54	10	8	18	45	27	72
North Western	48	46	94	10	11	21	58	57	115
Sabaragamuwa	48	29	77	11	10	21	59	39	98
South	90	62	152	7	23	30	97	85	182
Uva	43	20	63	10	10	20	53	30	83
Western	652	517	1,169	198	262	460	850	779	1,629
Total	1,043	762	1,805	278	356	634	1,321	1,118	2,439

Note: All Senior Management (VPs and above) are Sri Lankan citizen residents in Sri Lanka. They operate from offices in Colombo and in the regions.

	Workforce by employee category, age group and gender 2024
	Management		Executive		Supervisory staff		Junior staff		Total	%
Age Group	Female	Male	Female	Male	Female	Male	Female	Male
18-25	–	–	1	1	–	6	392	283	683	28
26-30	–	–	11	12	72	100	162	174	531	22
31-40	5	14	132	241	153	188	21	48	802	33
41-50	18	37	84	111	29	14	2	10	305	13
51-55	9	33	8	19	12	8	1	4	94	4
56 and over	4	10	1	3	–	–	1	5	24	1
Total	36	94	237	387	266	316	579	524	2,439	100

Talent Acquisition

Approach

Creating and managing a productive, future-ready workforce requires a robust talent acquisition process. Our Recruitment Policy ensures fair and impartial hiring practices to attract skilled and qualified individuals. The process is conducted transparently and without bias, strictly adhering to the principles outlined in our policies. This commitment to equitable recruitment resulted in the addition of 807 recruits to our cadre. By maintaining these practices, we reinforce the Bank’s commitment to transparency, fairness, and inclusivity.

Action Taken

By prioritising relevant competencies and digital proficiency, we ensured that the most suitable candidates were selected, fostering a diverse and inclusive workplace.

	New recruits by age and gender
Gender	Age Group				Grade
	Less than 30 years	Between 30-50 years	Above 50 years	Total	Male	Female	Total
Management	0	14	5	19	15	4	19
Executive	3	93	3	99	72	27	99
Supervisory Staff	31	43	0	74	61	13	74
Junior Staff	574	38	3	615	268	347	615
Total	608	188	11	807	416	391	807

New recruits by province and age
Province	Age Group
	Less than 30 years	Between 30-50 years	Above 50 years	Total
Central	19	5	–	24
Eastern	13	4	–	17
North Central	14	3	–	17
North Western	20	6	–	26
Northern	10	3	–	13
Sabaragamuwa	18	6	–	24
Southern	27	6	–	33
Uva	11	5	–	16
Western	476	150	11	637
Total	608	188	11	807

Talent Development

Approach

Talent development is a fundamental requirement for building a sustainable business. To address this, the Learning Academy, Shakshath, was established in 2024 under the leadership of a Vice President. The Academy offers a comprehensive curriculum of technical and behavioural learning, including hard and soft skills. Additionally, e-learning modules provided through the Academy include digital certifications, enhancing accessibility and skill development.

Action Taken

To meet business and operational needs, a Trainee Banking Assistant pool was established, and steps were initiated to create another staff pool at graduate trainee level.

A structured leadership development programme was launched for selected Vice Presidents, incorporating one-to-one coaching sessions to prepare them for succession into key leadership positions.

Board members were also provided specialised training on sustainability reporting, carbon-neutral funding, and taxonomy ensuring alignment with the Bank’s sustainability objectives. During the year, 11 orientation programmes and two familiarisation programmes were carried out for recruits to upgrade their skills and provide transition assistance

Average training hours by gender	2024
Average training hours per employee	23.2
Average training hours per male	24.3
Average training hours per female	22.4

Average training hours by employee category	2024
Management staff	34.3
Executive staff	22.5
Supervisory staff	21.9
Junior staff	21.9

Training hours by type
	Number of programmes	Training hours
Online training	105	18,441
Onsite training	230	46,693
E-learning	67	36,389
Total	402	101,524

Number of staff who attended training programmes by staff category and gender
	Male	Female	Total number of participants
Management	788	297	1,085
Executive	5,031	2,836	7,867
Supervisory staff	4,849	4,027	8,876
Junior staff	6,654	8,441	15,095
Total	17,322	15,601	32,923

Average training programmes
	Male	Female	Total
Total number of non-executives in the Bank	1,058	1,020	2,078
Total number of programmes non-executives attended	11,503	12,468	23,971
Average programmes per non-executive	10.87	12.22	11.54
Total number of executives in the Bank	515	291	806
Total number of programmes executives attended	5,819	3,133	8,952
Average programmes per executive	11.30	10.77	11.11

ESG/Sustainability related Training and Awareness
Topic	Target Group	Number of participants
Greenhouse Gas Emission Assessment	All interested staff	134
Mental Health and Stress Management at Workplace	All interested staff	204
Introduction to the “Sri Lanka Green Finance Taxonomy”	Corporate Management, Zonal Head, Other Senior Credit Related Heads, Regional Managers	32
Sustainability is Now a Way of Life – Introductory Session	Sustainability Champions, Branch Managers, Department Heads	95
Implementation of Sustainability Standards – IFRS S1 and S2	Corporate Management	26
Harvesting at Home: Unleashing the Green Potential Within	All interested staff	125
Introductory session on implementation of ESG strategy, ESG strategy review and ESG/Sustainability Reporting	ESMC members, Department Heads	34

ESG/Sustainability related Training and Awareness
Topic	Target Group	Number of participants
Mangrove restoration and habitat enrichment	Staff volunteered for mangrove restoration programme	21
Posture Perfect: Enhancing Your Health and Well-being at Work!	All interested staff	118
How to invent a culture of work life balance and mindfulness	All interested staff	120
Introductory session on Sustainability for New Recruits	New recruits	26
Building Bridges: Fostering DEI in the workplace and personal life	All interested staff	96
Introduction to ESG and ESG in banking	ESG project team, Department Heads, Branch Managers, Sustainability Champions	238
Environmental, Social and Governance Awareness Session for Board of Directors and Corporate Management	Board of Directors, Corporate Management, Senior Management	14
Awareness Session on “Understanding ESG Frameworks and Standards”	ESG Project Team, Department Heads, other interested staff	181
“Sri Lanka Green Finance Taxonomy” Session 01.	Corporate Management, Regional Managers and Credit Officers	32
“Sri Lanka Green Finance Taxonomy” Session 02	Credit Hub Staff, Branch Managers, Relationship Managers, Asst. Relationship Managers, Credit-related officers, MSME Officers	202
Sustainability related requirements in project appraising		17
Appraising Renewable Energy Projects – Part I		130
Appraising Renewable Energy Projects – Part II		78
How to Fill the Environmental, Climate, and Disaster Risk Screening Form for Sub-loans Accurately		105

Note: Sustainability department members were participated in all programmes.

Talent Retention

The Bank faced significant challenges in retaining skilled employees, particularly in the aftermath of the 2022 economic crisis. Factors such as mass migration and Gen Z’s evolving preferences for long-term employment contributed to a shortage of personnel willing to learn, grow, and remain within the organisation. This was a widespread issue across the industry and one we anticipate may persist into the new financial year. To address this, DFCC Bank has engaged in comprehensive interactions with relevant stakeholders and enhanced its orientation programme to strengthen retention strategies. Significant compensation adjustments were also implemented to retain and attract specialised talent.

In 2024, compensation was revamped, based on a market study, aligning it with industry standards to attract and retain talent. Bonus structures were also reviewed and revised to link rewards more closely with the Bank’s goals and individual performance. This shift has fostered a performance-based culture that aligns employee efforts with the Bank’s overall interests.

Attrition rates showed a marginal decline in 2024, offering promising signs of stabilisation. However, demand and supply dynamics have led to an increase in hiring costs, which has subsequently raised the Bank’s overall personnel expenses. In response, the Bank is actively re-strategising, with a focus on implementing robust mechanisms to enhance talent retention and ensure long-term sustainability.

Employee Turnover by Employee Category, Age Group and Gender
Gender	Age Group				Grade
	Less than 30 years	Between 30-50 years	Above 50 years	Total	Male	Female	Total
Management	0	7	1	8	6	2	8
Executive	3	69	1	73	51	22	73
Supervisory Staff	14	62	0	76	50	26	76
Junior Staff	56	21	0	77	35	42	77
Total	73	159	2	234	142	92	234

Employee Turnover by Province and Gender
Province	Male	Female	Total	%
Central	6	3	9	4
Eastern	8	2	10	4
North Central	3	4	7	3
North Western	5	3	8	3
Northern	6	3	9	4
Sabaragamuwa	7	3	10	4
Southern	7	5	12	5
Uva	3	4	7	3
Western	97	65	162	69
Total	142	92	234	100
Percentage	61	39

Policies and Processes

Approach

We prioritise the proactive review and refinement of our policy framework, embracing agility and continuous improvement as the cornerstones of ethical business operations. This approach creates a foundation for innovation, fostering higher job satisfaction and supporting the retention of top talent. In a highly competitive business landscape, such a framework provides us with a distinctive edge, contributing significantly to the Bank’s long-term sustainability.

Action Taken

Annual reviews of all HR policies and processes are typically conducted to ensure alignment with business objectives, compliance with legal and regulatory requirements, and value delivery to employees. However, 2024 review has been deferred to Q1 of 2025 to accommodate the extensive updates needed for certain HR policies.

Employees are encouraged to voice their concerns through the Grievance Handling Process, which resolves issues collaboratively through dialogue. The Anti-Bribery and Corruption Policy undergoes an annual review, with the most recent update completed in Q2 of 2024.

Additionally, details regarding this policy and its mandatory requirements are shared with new employees through offer letters and orientation programmes.

For more information on the Anti-Bribery and Corruption, Whistle-blower, Gifts, and Inducements policies, please refer to the Corporate Governance section on Employees page under talent retention.

Engagement and Wellness

Approach

Employee well-being is a multifaceted concept that encapsulates mental, physical, emotional, and economic health of workers. It is influenced by various factors within the workplace, including relationships with colleagues, the nature of the work, and the overall work environment. Multifaceted and reflecting their sense of belonging, it acts as a dynamic tool in achieving the Bank’s goals, as engaged employees go beyond mere job satisfaction, aligning themselves with the Bank’s value systems for deeper connection and long-term commitment.

Action Taken Fair Remuneration

We uphold a meritocratic approach to remuneration, ensuring that employees are fairly compensated based on their responsibilities and skill sets. This has contributed to higher retention rates and enhanced the Bank’s reputation as a fair and equitable employer. Transparent pay structures are maintained, with open communication to ensure all demographic groups are equitably compensated, considering their responsibilities and skill sets.

The Bank offers a range of benefits to ensure employee well-being, which are currently applicable to its permanent cadre.

Benefits
Financial benefits	Fair remuneration, allowances, incentives on target achievements, annual increments, death donation, staff welfare loans at reduced interest rates, housing loans, annual bonus
Medical benefits/Disability cover	Reimbursement of medical expenses, hospitalisation, personal accident cover
Superannuation benefits	All employees as per labour laws and regulations
Education assistance	Higher educational loans

Benefits provided to full time employees
Benefit type	Permanent	Contract
Housing loan	√	x
Vehicle loan*	√	x
Exam*	√	x
Professional subscription*	√	x
Social club gymnasium*	√	x
Miscellaneous/staff loan	√	x
Festival advance**	√	x
Mba loan	√	x
Holiday grant***	√	x
Life insurance*	√	x
Health care*	√	x
Disability and invalidity coverage*	√	x
Parental leave	√	√
Retirement provision	√	x
Stock ownership	x	x

* Executive Trainees and Management trainees on fixed term contracts and staff on contract above one year will also be provided

** Only for non executive staff

*** Based on the offer of employment, may also be provided to contract staff

Return to work after parental leave
Indicator	2024	2023
Number of employees entitled to maternity leave	1,118	952
Number of employees who took maternity leave and due to return during the year	32	50
Number of employees who returned to work after maternity leave during the year	31	49
Employees who returned to work out of those due to return during the year	97%	98%
Number of employees who returned to work after maternity leave during the year, who were still employed 12 months after return to work	30	44
Retention rate	94%	88%

Productivity Well-being through Performance Management

Periodic job reviews and evaluations were conducted based on the job descriptions and deliverables established at the start of the year. Where required, remedial actions were implemented to optimise human resource utilisation and enhance productivity. This structured process plays a pivotal role in the workplace, involving the monitoring, assessment, and improvement of employee performance to align with organisational objectives. By setting clear performance metrics and offering regular feedback, we create a supportive environment that encourages employees to achieve their goals effectively.

All permanent employees and contract staff over one year participate in an annual performance appraisal process, which forms the basis for determining bonuses and increments. In 2024, a new bonus structure was introduced to strengthen the alignment between employee contributions and the Bank’s financial performance. By categorising PAT achievements and linking bonuses to both individual and organisational outcomes, this initiative aims to foster a culture of accountability while driving overall profitability and this will be effective from 2026 based on 2025 performance.

Performance Appraisal Reviews – 2024
Gender	Contract/ Casual/ Part time	Permanent	Grand Total
Female	264	738	1002
Male	215	977	1192
Grand Total	479	1,715	2,194

* Excluding staff who joined after 1 October 2024 and contract staff with less than one year of contract who are not considered for evaluation as per the policy.

Occupational Well-being through Health and Safety

Comprehensive Occupational Health and Safety (OHS) practices underpin our commitment to ensuring the health and safety of not only our employees but also all visitors to our premises. This is of paramount importance to us. To promote ongoing learning and awareness, an e-learning module on OHS is accessible via the corporate intranet, encouraging regular engagement from employees. Additionally, information on healthy diets and lifestyles is shared to support overall well-being. Various proactive measures are in place to minimise workplace health risks.

DFCC Bank recognises its duty to maintain robust health and safety standards across all properties, ensuring a safe and secure environment for all stakeholders. Effective safety systems, standards, and practices are consistently implemented across the Group, in full compliance with local regulations. Our overarching objective is to provide and sustain a healthy and secure environment for all stakeholders, including employees, business partners, visitors, and others.

A significant development during the year was the establishment of partnerships with psychologists to foster psychological safety for employees. Recognising the diverse challenges faced by employees during the COVID-19 pandemic, economic uncertainties, and other stressors, the Bank has initiated several measures to safeguard their health and well-being, directly influencing productivity. In 2024, the Premises & Administration Services Department also took key steps towards the development of a Health & Safety Policy, further strengthening the Bank’s commitment to a safe and supportive workplace.

Training on occupational health and safety

The Training and Development Department has conducted the following special training programmes in 2024 in relation to occupational health and safety.

• Training session on ISO 22301 for BCP Coordinators
• Continuity of Operations Drill and Train the Trainer Programme - BCP
• First Aid Training for Emergency Response Team (ERT) members
• Fire and Evacuation Warden’s Training Session for ERT Members

Employee Engagement

Approach

Employee engagement is a vital aspect of today’s business landscape, serving as a key measure of an employee’s commitment to both their workplace and personal development.

Action Taken

We conducted a range of employee engagement initiatives to foster connection, support, and a sense of belonging among staff:

• Debt Consolidation Advisory Service: Introduced to assist employees in restructuring debt and managing repayments more effectively.
• Open Days with Leadership: Sessions with the CEO and Chairman, including “Breakfast with the CEO,” were held to foster a sense of belonging and recognition from Senior Management.
• Travel Opportunities: Local and international trips were organised at concessionary rates, with a total of 866 staff availing themselves of this benefit.
• Comprehensive Orientation Programme: All new recruits participated in a detailed orientation to instill the Bank’s values, corporate culture, ethics, and integrity. A buddy programme further supported new employees to seamlessly acclimatise to the organisation.
• Partnership with IFC: Collaborated with the International Finance Corporation to benchmark the Bank against industry standards for creating a women-friendly work environment, aligning with our strategic focus on Diversity, Equity, and Inclusion (DEI).
• Promoting Work-Life Balance: A number of activities encouraged work-life balance, enhancing overall employee well-being.
• Sports and Festivities: A Sports Day with 1,200 staff participants and the annual Christmas party at Cinnamon Lakeside, attended by over 1,250 employees and their families, were among the highlights.
• Wellness Initiatives: The HR Department organised cycle days, hikes, fitness sessions, yoga classes, Bhakthi Gee, and Christmas carols to promote health and camaraderie.
• Future Engagement: An employee satisfaction survey is planned for 2025 to gather valuable insights and further improve engagement strategies.

employee well-being programmes

• Monthly Cycling and exercises session
• Walk the Talk: exercises session
• Monthly Cycling and Fitness session
• Hike to Riverston : Maanigala
• Prevention of Sports Injuries : How to enhance your day with effective exercises and a balanced Diet
• Zumba Session
• Breast Cancer Awareness Programme: A Collaborative Initiative by DFCC HR & DFCC Aloka
• Medical tests have been arranged for the sales staff
• Cycling and an exercises session
• Hike to Kotaganga Ella Falls
• Medical Awareness Programme for DFCC Staff - Women’s Health & Preventive Care, Dysmenorrhea (painful periods), Menorrhagia (heavy menstrual bleeding)
• Parenthrive Sessions

HR Enablers

We proactively review the policy framework, valuing agility and continuous improvement. This allows us to stay ahead of the curve and benchmark our practices with the industry best, for operational excellence. This creates a platform for innovation to thrive, offer higher job satisfaction and retain top talent. In a strongly competitive business landscape, this offers us an edge over the others and contributes towards the sustainability of our business.

Other Information

Resources Engaged from Outsourcing Agencies

The Bank engages a limited number of personnel through an outsourcing agency, which is responsible for managing them. These individuals work alongside the permanent staff within the Bank. While maintaining an arm’s length approach, the HR department ensures that they align with the Bank’s culture and effectively meet the required deliverables.

Gender-parity

Female participation accounts for 46% of the total workforce. Cognisant of their participation as a strong force in the national economy, we carried out several initiatives to empower them.

Any form of gender discrimination is explicitly prohibited by the Secure Environment Policy and the DEI Policy. The Bank ensures that gender discrimination is strictly avoided in all recruitment and promotion processes.

Diversity, Equity and Inclusion (DEI)

DFCC Bank is committed to fostering an inclusive environment where all stakeholders are treated equitably and with respect. DEI was formally adopted in 2022, through the introduction of the DEI Policy, underscoring our commitment to social responsibility and an ethical, productive workplace culture. As part of this commitment, we actively seek to provide opportunities for individuals with disabilities wherever possible.

Transparency and Anti-Corruption

Upholding ethical standards remains a key priority, with a strong focus on resourcing, development, and career progression to ensure alignment with our ethical framework. Multiple initiatives have been undertaken to reinforce these values across the organisation.

Compliance

We strictly comply with all local laws and regulations, including tax laws, employment standards, and anti-corruption practices. Failure to adhere to these regulations could result in legal consequences, financial penalties, and reputational damage.

To maintain compliance, we conduct regular audits, provide employee training, and implement a robust compliance management system. This proactive approach not only mitigates risks but also fosters a culture of integrity and transparency, strengthening our brand reputation.

The HR function plays a crucial role in driving the Bank’s vision, advocating for employees, enhancing stakeholder value, and upholding professional HR standards. These considerations guide the formulation of HR strategies and the development of a structured roadmap.

The roadmap is validated and approved by the Board Human Resources and Remuneration Committee. Any amendments to key policies are presented to this Committee for recommendation before submission to the Board for final approval. All significant HR initiatives are executed in consultation with the Board Human Resources and Remuneration Committee.

Operational Change Process

Employees are given a reasonable period to adjust to job rotations or location changes, typically a minimum of 10 days, unless an operational emergency requires immediate transition. Every effort is made to minimise inconvenience and hardship, and employees are financially compensated if their new location significantly increases their travel time.

Career Exits and Knowledge Repositories

Employees retiring from the Bank receive a special benefit in recognition of their long service. They are entitled to a one-time reimbursement for specified expenses. Additionally, employees who joined the Bank before 1 May 2004 remain eligible for pension benefits under the previous pension scheme.

To ensure the retention of institutional knowledge, a formal handover process is conducted when an employee exits or transfers to another role. A structured handover document is completed to preserve critical knowledge within the Bank’s knowledge repositories.

Human Rights, Child Labour, Forced Labour

Human rights are founded on principles of dignity, fairness, equality, respect, and independence, and are safeguarded globally, nationally, and institutionally. In Sri Lanka, these rights are enshrined in the Constitution. Additionally, the Universal Declaration of Human Rights (UDHR), adopted by the United Nations General Assembly in 1948, establishes the inalienable rights of every individual, regardless of background or status.

DFCC Bank is committed to conducting business in a manner that upholds and protects these fundamental rights. We strictly prohibit and do not engage in or endorse child labour or forced labour.

Succession Planning

Succession planning is carried out strategically and systematically to identify and develop talent for a future-ready Bank. High-potential employees are mentored and nurtured over time by senior leaders across various disciplines. The HR department maintains a structured pipeline of such talent to ensure continuity and leadership preparedness.

Future Outlook

We have embarked on a strategic journey to define our roadmap for the next three years. The banking industry faces increasing challenges in securing the right talent, particularly as long-term careers are not the norm among Gen Z employees. This trend is expected to continue with future generations.

Our HR department is actively working on initiatives and strategies to attract and retain the right talent to support the Bank’s strategic objectives. A key focus is redesigning our values to be more customer-centric and ensuring that employees are aligned with these principles.

In our unwavering commitment to sustainable growth, we recognise that human capital is our most valuable asset. As we navigate the evolving banking landscape, our collective skills, knowledge, experience, and capabilities will be pivotal to our continued success. We acknowledge that long-term growth depends on sustained investment in our people. By fostering a culture of continuous learning, promoting employee well-being, and nurturing talent, we are positioning ourselves for long-term resilience and success.