Strategic Report

The Bank’s business model revolves around five strategic imperatives through which operations were directed during the year. These imperatives were founded to ensure that we are geared to make the most of future opportunities.

Supported by a robust governance framework and an organisational structure with clearly defined roles and responsibilities, these imperatives are:

Prudent growth: Focusing on expanding market presence and improving economic performance while embracing principles of inclusive and responsible banking
Customer centricity: Putting the customer at the heart of all we do and ensuring that all products and services are in compliance with regulations
Digital leadership: Investing in innovation so that we are future-ready both in terms of technology and the readiness of our people and customers to embrace new opportunities
Operational excellence: Ensuring that systems and processes are streamlined and that our people have every opportunity and resource to perform at an optimum
Risk management: Prioritising risks to minimise the impact of unfortunate events and maximise the realisation of opportunities to prevent corruption and ensure compliance at all times

With digital technology developing at a breakneck pace it is imperative that the Bank develops and implements a strategy that is fit for the future. Our stakeholders depend on us to be at the cutting edge of the latest technological developments in banking and customer service.

To this end we have expanded our business in terms of network both within Sri Lanka and overseas – our operations in Bangladesh, the Maldives, and Italy continue to be profitable. We have improved our product and service offering, reach, and responsiveness in answer to feedback from customers. During the year we also invested heavily in a digital banking solutions platform from one of the world’s leading suppliers to provide customers with the top-notch service they expect from the country’s biggest private-sector bank. Initiatives such as the integration of our call centres, process automation, the more efficient use of branch space, and the training and development of our people have increased our operational performance during the year.