Human Capital: How it supports DFCC BANK's Strategy

Linkage to Key Strategic Pillars of DFCC BANK's Strategy

SWOT Analysis for Human Capital

HR Governance and People Strategy

DFCC Bank recognises that a high-performing and future-ready workforce is central to sustain long-term value creation and ensure service excellence. Our human capital management approach is built on strong governance principles, continuous alignment with regulatory requirements, and the integration of best practices in people management.

HR Structure

Policy governance

DFCC Bank maintains a comprehensive policy framework that supports ethical conduct, regulatory compliance, and high standards of employee experience. This framework is subject to periodic review to ensure alignment with business objectives, evolving regulatory requirements, and emerging workforce expectations. Policy commitments are applied to end-to-end banking operations.

All the policies are annually reviewed by the Human Resources Department and submitted to the Board of Directors for the approval. All major HR and ethics-related policy updates are subject to review by the Board Human Resources and Remuneration Committee. This ensures alignment with governance expectations, and enables senior-level oversight of critical people and conduct-related issues. In 2025, the Committee played an active role in validating updates to compliance-related frameworks and employee conduct policies.

In 2025, the Bank undertook a broad policy review cycle that was originally deferred from the previous year to accommodate more extensive updates. Key human resources policies covering employee conduct, grievance handling, performance management, and workplace behaviour were reviewed to ensure alignment with Sri Lankan labour regulations, the Bank’s values, and international best practices.

The review included the Anti-Bribery and Corruption Policy, Whistleblower Policy, and the Gifts and Inducements Guidelines, all of which form critical components of the Bank’s ethical governance framework. The Anti-Bribery and Corruption Policy was last updated in the second quarter of 2024 and implemented in 2025, reinforcing the Bank’s zero-tolerance stance on unethical conduct.

New employees are introduced to these policies during onboarding through offer letters, orientation sessions, and mandatory compliance training. This ensures that all team members begin their roles with a clear understanding of expected conduct and reporting responsibilities.

Policies are available through digital platforms, which could be accessed by relevant stakeholders.

Organisational business strategies are formulated based on the main policy parameters – customer charter of the Central Bank of Sri Lanka (CBSL), and the same is incorporated in internal instruments as such business plans, organisational and individual Key Performance Indicators (KPIs), job descriptions (JDs), and implemented through internal processes and Standard Operating Procedures (SOPs).

Commitment to human rights

DFCC Bank fully supports and upholds the principles enshrined in the Universal Declaration of Human Rights and Sri Lanka’s constitutional protections. The Bank strictly prohibits all forms of child labour, forced labour, and human rights violations. Ethical recruitment practices, respect for personal dignity, and equitable treatment are fundamental to all workforce and operational policies.

Grievance Handling

The Bank’s grievance handling process remained in place to provide employees with a clear and confidential pathway to raise concerns. Issues are resolved collaboratively and transparently through internal channels, supporting procedural fairness and a culture of open communication. Grievance committee members, who are selected from a wide circle of experienced staff members with a good and fair reach to all staff across the organisation, are involved in the operation of the grievance policy and mechanism. Members of the senior management are also consulted in different forums and their suggestions and opinions are obtained in formulating aggrievance redressal mechanism.

People Strategy

The Bank’s people strategy was structured around five integrated pillars: talent acquisition and retention, performance and development, employee engagement, diversity and inclusion, and workplace well-being. These pillars were implemented in a unified framework to strengthen institutional capability and long-term value creation. These are managed transparently and consistently across the Bank. This centralised approach enables us to uphold fairness, strengthens accountability, and fosters a positive work environment built on respect and performance.

Talent Acquisition and Retention

Investing in people to build long-term institutional strength

DFCC Bank’s success is underpinned by its diverse team of nearly 2,500 employees, whose collective expertise and dedication contribute significantly to advancing national economic growth and supporting wider employment generation across the country. In 2025, DFCC Bank focused on building a skilled, engaged, and resilient workforce aligned with its transformation agenda. Human capital initiatives supported priorities such as digital adoption, strengthened risk governance, and customer-centric service delivery.

Total employment

Year	2025	2024	2023
Total employees	2,500	2,439	2,109

Employment by Province

Employment by Province, Employment Type, and Gender

As at 31 December 2025

Province	Permanent				Contract				Total number of employees
	Male	Female	Total		Male	Female	Total		Male	Female	Total
Central	64	46	110		13	8	21		77	54	131
Eastern	42	17	59		6	5	11		48	22	70
Northern	36	18	54		4	4	8		40	22	62
North Central	39	17	56		7	6	13		46	23	69
North Western	59	46	105		8	9	17		67	55	122
Sabaragamuwa	49	32	81		11	8	19		60	40	100
Southern	86	65	151		9	14	23		95	79	174
Uva	47	23	70		5	9	14		52	32	84
Western	716	583	1,299		175	214	389		891	797	1,688
Total	1,138	847	1,985		238	277	515		1,376	1,124	2,500

Note: All permanent employees are full time employees. No outsourced staff reported during the year.

Employment by Employee CategoryAs at 31 December 2025

As at 31 December 2025

Employee Category/Grade	Permanent				Contract				Total number of employees
	Male	Female	Total		Male	Female	Total		Male	Female	Total
Management	89	43	132		8	2	10		97	45	142
Executive	417	251	668		5	3	8		422	254	676
Supervisory staff	350	265	615				0		350	265	615
Junior staff	282	288	570		225	272	497		507	560	1067
Total	1,138	847	1,985		238	277	515		1,376	1,124	2,500

Note: All senior management (VPs and above) are Sri Lankan citizen residents in Sri Lanka. They operate offices in Colombo and other regions

Employment by Employee Category, Age Group, and Gender

As at 31 December 2025

Age Group	Management			Executive			Supervisory			Junior Staff		Total
	Female	Male		Female	Male		Female	Male		Female	Male
18-25				2	2		1	8		373	273	659
26-30				6	13		84	109		156	168	536
31-40	10	11		149	249		141	207		26	49	842
41-50	21	42		86	134		27	20		3	8	341
51-55	10	32		11	22		11	6		2	4	98
56 and Over	4	12			2		1				5	24
Total	45	97		254	422		265	350		560	507	2,500

Employee Retention

In 2025, DFCC Bank maintained a strategic focus on employee retention as a critical component of institutional continuity and capability preservation. With the financial services sector experiencing increased competition for talent, the Bank continued to take proactive measures to retain skilled professionals and minimise voluntary attrition, particularly in high-demand functional areas.

As at 31 December	2025	2024
Staff Retention Ratio (%)	82	87

Retention efforts were also supported by structured onboarding for new recruits, regular engagement with leadership, transparent career pathways, and targeted learning interventions. High-potential employees were identified and supported through mentoring, coaching, and leadership exposure programmes, reducing the risk of early-career attrition in critical functions.

The Bank also placed significant emphasis on work-life balance and well-being, factors identified as essential to long-term retention. Flexible work arrangements, wellness initiatives, and access to mental health support services were integrated into the Bank’s people practices to enhance employee satisfaction and sustain motivation.

New Recruits by Employee Category and Age Group

Employee Category Age Group	As at 31 December 2025				As at 31 December 2024
	<30 Years	30-50 Years	>50 Years	Total	<30 Years	30-50 Years	>50 Years	Total
Management	0	13	2	15	0	14	5	19
Executive	12	83	3	98	3	93	3	99
Supervisory staff	27	43	0	70	31	43	0	74
Junior staff	363	28	3	394	574	38	3	615
Total	402	167	8	577	608	188	11	807

New Recruits by Employee Category and Gender

	As at 31 December 2025			As at 31 December 2024
	Male	Female	Total	Male	Female	Total
Management	9	6	15	15	4	19
Executive	75	23	98	72	27	99
Supervisory staff	47	23	70	61	13	74
Junior staff	224	170	394	268	347	615
Total	355	222	577	416	391	807

New Recruits by Province, Age Group, and Gender

As at 31 December 2025

	Age Group				Gender
Province	<30 Years	30-50 Years	>50 Years	Total	Male	Female	Total	%
Central	10	3		13	8	5	13	2
Eastern	4	4		8	5	3	8	1
Northern	9	3		12	8	4	12	2
North Central	2	3		5	5		5	1
North Western	11	9		20	16	4	20	3
Sabaragamuwa	6	3		9	6	3	9	2
Southern	14	9		23	14	9	23	4
Uva	9	6		15	7	8	15	3
Western	337	127	8	472	286	186	472	82
Total	402	167	8	577	355	222	577	100
Percentage %	70	29	1	100	62	38	100

Employee turnover

Employee turnover was closely monitored through a combination of data analytics and feedback mechanisms. Insights from these sources guided the Bank’s retention strategies, which centred on meaningful work, growth opportunities, and a supportive organisational culture. In addition to analysing turnover trends by role, gender, age, and business unit, exit interviews were conducted to identify reasons for separation and inform future interventions.

In 2025, the Bank recorded a total staff strength of 2,500, with a turnover rate of 12.3%. Voluntary separations were most commonly linked to external career opportunities and personal relocation. To address these factors, the Bank expanded its internal mobility options, allowing employees to explore new roles and development tracks within the organisation.

Employee Turnover by Employee Category and Age Group

Employee Category Age Group	As at 31 December 2025				As at 31 December 2024
	<30 Years	30-50 Years	>50 Years	Total	<30 Years	30-50 Years	>50 Years	Total
Management		6	1	7	0	7	1	8
Executive	3	82	6	91	3	69	1	73
Supervisory staff	8	59		67	14	62	0	76
Junior staff	55	14		69	56	21	0	77
Total	66	161	7	234	73	159	2	234

Note: *in the permanent cadre, excluding terminations/retirements/contract expiries/involuntary resignations

Employee Turnover by Employee Category and Gender

Employee Category Gender	As at 31 December 2025			As at 31 December 2024
	Male	Female	Total	Male	Female	Total
Management	6	1	7	6	2	8
Executive	63	28	91	51	22	73
Supervisory staff	37	30	67	50	26	76
Junior staff	41	28	69	35	42	77
Total	147	87	234	142	92	234

Note: *in the permanent cadre, excluding terminations/retirements/contract expiries/involuntary resignations

Employee Turnover by Province, Age Group, and Gender

As at 31 December	2025				2024				2025				2024
	Age				Age				Gender				Gender
Province	<30 Years	30-50 Years	>50 Years	Total	<30 Years	30-50 Years	>50 Years	Total	Male	Female	Total	%	Male	Female	Total	%
Central		6		6	4	5		9	4	2	6	3	6	3	9	4
Eastern	3	6		9	3	7		10	7	2	9	4	8	2	10	4
Northern	1	2		3	1	6		7	3		3	1	3	4	7	3
North Central	2	3		5	1	7		8	3	2	5	2	5	3	8	3
North Western	3	10		13	6	3		9	9	4	13	6	6	3	9	4
Sabaragamuwa	2	4		6	2	8		10	5	1	6	3	7	3	10	4
Southern	4	10		14	4	8		12	9	5	14	6	7	5	12	5
Uva	2	6		8	2	5		7	5	3	8	3	3	4	7	3
Western	49	114	7	170	50	110	2	162	102	68	170	73	97	65	162	69
Total	66	161	7	234	73	159	2	234	147	87	234	100	142	92	234	100
Percentage %	28	69	3	100	75	23	2	100	63	37	100		52	48	100

Note: *in the permanent cadre, excluding terminations/retirements/contract expiries/involuntary resignations

Operational Transparency

Operational decisions with potential impact on employees, such as job rotations or transfers, are managed through structured protocols. Employees are typically provided with a minimum of 10 days’ notice, except in emergency situations, and are financially compensated in cases of significant hardship due to relocation. These practices reflect the Bank’s commitment to procedural fairness and employee welfare.

Fair remuneration

The Bank continued to uphold a meritocratic remuneration philosophy, ensuring that employees are compensated fairly based on their responsibilities, skills, experience, and performance. Regular benchmarking exercises were conducted to align compensation with industry standards and market trends, supporting both competitiveness and internal equity.

Structured salary bands were maintained for all employee categories, facilitating clarity and openness in compensation practices. Efforts were made to enhance employee understanding of remuneration frameworks through internal communications and discussions during performance reviews.

Gender pay equity and non-discriminatory practices continued to be a priority. Internal analyses confirmed that compensation decisions were consistently applied across gender and other demographic factors, reinforcing DFCC Bank’s position as an equitable employer.

Oversight by corporate management ensures alignment with the Bank’s ESG strategy, transparency, and support for long-term value creation. DFCC Bank PLC integrates sustainability and climate-related considerations into executive remuneration to align leadership rewards with long-term ESG objectives. A defined portion of executive variable pay is linked to sustainability performance through key performance indicators embedded in performance scorecards, covering areas such as climate risk management, sustainable finance initiatives, resources efficiency, and social and governance outcomes.

Remuneration for the highest governance body of DFCC Bank, namely the Board of Directors, is determined by shareholders at the Annual General Meeting, ensuring full transparency and accountability. For Senior Management, eligibility for fixed and variable remuneration is governed by the Bank’s Remuneration Policy, with specific cases reviewed individually in instances of recruitment exigencies. All termination-related payments are made strictly in line with statutory requirements, while a comprehensive Clawback Policy is in place and applied when necessary to safeguard the Bank’s interests. Retirement benefits are available to employees who joined the Bank prior to May 2004, reflecting legacy commitments. The Bank’s broader remuneration framework is anchored in a pay-for-performance and competency-based philosophy aimed at enhancing productivity, efficiency, and organisational performance. To ensure competitiveness and fairness, the Bank commissions independent remuneration surveys every three years to benchmark roles and compensation against comparable private-sector banks. Based on these insights—together with market conditions, performance considerations, and affordability—the Board, upon recommendations from the Human Resources and Remuneration Committee, approves salary ranges for each grade, which are uniformly applied across the respective employee groups.

Ratio of Basic Salary and Remuneration of Women to Men

Grade	Basic Salary Ratio Male:Female
Management	1:0.89
Executive	1:0.92
Supervisory Staff	1:1
Junior Staff	1:0.89
Total	1:0.75

Note: The minimum remuneration paid to entry level employees at DFCC Bank is above national minimum wage rate. Both male and female employees are entitled to the same entry level minimum remuneration.

Employment Benefits

In addition to base remuneration, DFCC Bank offers a comprehensive benefits package for its permanent cadre. These benefits are designed to support the physical, mental, and financial well-being of employees and include:

Benefits Provided to Full Time Employees

Type of Benefit	Permanent	Contract
Housing loan	Yes	No
Vehicle loan*	Yes	No
Exam*	Yes	No
Professional subscription*	Yes	No
Social club/gymnasium*	Yes	No
Miscellaneous/staff loan	Yes	No
Festival advance**	Yes	No
MBA loan	Yes	No
Holiday grant***	Yes	No
Life insurance*	Yes	No
Health care*	Yes	No
Disability and invalidity coverage*	Yes	No
Parental leave	Yes	Yes
Retirement provision	Yes	No

Notes:

* Executive trainees and management trainees on fixed-term contracts, and staff on contracts above one year

** Only for non-executive staff

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

Parental leave

Return to Work after Parental Leave

Indicator	2025	2024
Number of employees entitled to parental leave	1,124	1,118
Number of employees who took parental leave and due to return during the period	22	32
Number of employees who returned to work after parental leave during the period	22	31
Of those who were due to return, employees who returned to work during the period (%)	100	97
Number of employees who returned to work after parental leave during the period, and were still employed 12 months after returning to work	21	26
Retention rate (%)	95.5	81.3

Employee Engagement

DFCC Bank continued to foster an environment of active engagement, open communication, and merit-based recognition in 2025. Employee engagement was viewed not only as a measure of morale but as a driver of business alignment and institutional performance.

Engagement was facilitated through structured and direct channels across the organisation. Regular Chief Executive Officer (CEO) town hall meetings, Chairman and CEO open days, CEO's hangout, and monthly regional review meetings offered staff consistent access to leadership and created opportunities for open dialogue. These forums were supplemented by ongoing communication through the Bank’s internal platforms, including the Human Resources Information System (HRIS) portal, WeConnect intranet, and HR Mate, all of which provided employees with real-time access to organisational updates, HR services, and feedback mechanisms.

Performance and Development

Workforce planning was refined through regular reviews and skill assessments conducted with business units. This enabled proactive resource alignment, succession readiness, and targeted capability development in areas such as data analytics, sustainable finance, and agile working practices.

The Bank maintained its commitment to a transparent and developmental performance management process. Quarterly performance reviews ensured employees received structured feedback and were clear about performance expectations. These reviews were directly linked to training needs, internal mobility opportunities, and compensation outcomes, reinforcing fairness and clarity in career progression.

Employees Receiving Regular Performance and Career Development Reviews

As at 31 December	2025			2024
Employee category	Male	Female	Total	Male	Female	Total
Permanent employees	1,104	832	1,936	977	738	1,715
Contract/Casual/Part-time employees	211	247	458	215	264	479
Total	1,315	1,079	2,394	1,192	1,002	2,194
Percentage (%)	54.9	45.1	100	54.3	45.7	100

* Excluding staff who joined Q4 in relevant year, as well as contract staff with less than one year of contract who are not considered for evaluation as per the policy.

Employee Recognition

Recognition remained a key part of the employee experience. High-performing individuals and teams were acknowledged through internal awards and formal recognition programmes, while performance-based incentives aligned with measurable outcomes. In 2025, 401 employees were promoted across various levels of the Bank, demonstrating a strong emphasis on internal career growth and capability development.

As at 31 December	2025			2024
Promotions	Male	Female	Total	Male	Female	Total
Employees promoted	222	179	401	158	213	371
Percentage (%)	55.4	44.6	100	42.6	57.4	100

Employee sentiment and satisfaction were regularly assessed through formal surveys and informal feedback channels, including the Listening Wall and staff meetings. Insights from these touchpoints assisted in designing targeted engagement initiatives and HR interventions, ensuring the Bank remained responsive to evolving employee expectations.

Through these integrated practices, DFCC Bank reinforced a performance-driven and people-focused culture – one where employee contributions are recognised, development is continuous, and engagement is sustained through transparency, opportunity, and shared purpose.

Diversity, Equity, and Inclusion (DEI)

DFCC Bank maintains its commitment to fostering a workplace environment where DEI is integral to how it operates. Recognising that a wide range of perspectives, experiences, and backgrounds enriches organisational capability, the Bank has embedded DEI principles within its core policies, people practices, and cultural norms. This approach supports fairness in opportunity, equitable treatment, and an inclusive culture where employees feel respected, valued, and able to contribute fully.

During 2025, the Bank sustained efforts to strengthen its inclusive environment by ensuring that recruitment, development, performance management, and progression processes were transparent and merit-based. Equal opportunity employment practices support the fair consideration of all candidates and employees, irrespective of gender, ethnicity, religion, disability, or any other characteristics. Recruitment decisions are guided by role competency and alignment with organisational values, and internal career opportunities are communicated broadly to support equitable access to advancement.

In addition to formal policies, inclusive behaviours were encouraged through awareness and learning interventions designed to build understanding and respect across diverse groups within the workforce. These sessions were integrated into broader learning and engagement programmes throughout the year, enabling teams to engage with DEI concepts in the context of everyday work and collaboration.

DFCC Bank also focused on creating accessible and enabling physical and digital workspaces. Facilities were periodically reviewed to accommodate the needs of employees with different physical abilities, ensuring equitable participation

and mobility across the organisation. Ergonomic workstations, collaborative breakout areas, and intuitive layouts were introduced or enhanced across multiple locations.

These efforts not only supported inclusivity but also contributed to a more dynamic, creative, and safe work environment. Reducing physical strain, encouraging interaction, and fostering psychological comfort remained key design priorities in shaping modern workplaces aligned with the Bank’s evolving needs.

In recognition of these ongoing efforts to build a supportive, inclusive, and performance-driven culture, DFCC Bank retained its Great Place to Work® certification in 2025. This affirmation reflects both internal engagement outcomes and external benchmarking, reinforcing the Bank’s position as an employer of choice in the financial services sector.

Female Representation in Management

As at 31 December	2025	2024
Number of female employees in management (AVP and above)	45	36

Workplace Well-being

DFCC Bank provides benefits addressing physical, mental, and financial well-being: competitive remuneration aligned with market rates and performance, medical coverage for employees and dependents, superannuation and retirement planning, assistance with education for employees and dependents, and leave entitlements for rest, family care, and personal needs.

Health and occupational safety

DFCC Bank is committed to maintaining a safe and healthy work environment that supports the physical and psychological well-being of all employees. Occupational Health and Safety (OHS) is managed as an essential component of human capital development and operational continuity, ensuring that employees are able to perform their roles in a secure and supportive setting.

In 2025, the Bank continued to strengthen its health and safety framework in line with regulatory requirements and internal risk assessments. A comprehensive OHS procedure policy governed all workplace safety practices, including hazard identification, incident response, emergency preparedness, and safety audits. These measures were implemented across all branches and head office locations, with oversight from dedicated safety committees comprising representatives from different departments and regions.

During the year, training on first aid, fire safety, and emergency response protocols was delivered to employees in key operational roles. These sessions were complemented by periodic safety drills and awareness campaigns aimed at reinforcing preparedness and safety-conscious behaviours. The Bank also introduced digital safety briefings and modules through its internal learning platforms to ensure wider access and consistent understanding of OHS procedures.

DFCC Bank also continued to assess and improve its workplace infrastructure to reduce physical risks. Ergonomic evaluations were carried out to support employee comfort, particularly in high-use workstations, while modifications were made where needed to ensure accessibility and compliance with safety standards.

All reported incidents were addressed through established protocols, with appropriate corrective actions taken to prevent recurrence. The Bank’s safety committees reviewed trends and outcomes on a regular basis, enabling proactive management of emerging risks.

By maintaining a comprehensive approach to OHS, DFCC Bank reinforced its responsibility as an employer to provide a secure, respectful, and resilient work environment. These ongoing efforts form an integral part of the Bank’s broader commitment to employee welfare and sustainable workplace practices.

Well-being Initiatives for Employees

Physical health	Weekly on-site visits from a doctor provide convenient medical consultations, which help to address immediate health concerns without the need for extended leave, and support the early identification and management of health issues.
Mental health	An in-house counsellor provides confidential psychological support, guidance during difficult periods, and mental health resource connections, recognising that mental well-being affects performance and the quality of life.
Wellness programmes	Structured initiatives promote healthy lifestyles through health screenings, fitness programs, nutrition guidance, and stress management resources, addressing lifestyle factors affecting health and productivity.
Flexible arrangements	Flexible scheduling and remote work, where feasible, support employees managing personal responsibilities alongside work commitments, recognising different optimal working patterns.

Learning, development, and career progression

In 2025, DFCC Bank was ranked among the Top Employers in Sri Lanka for members of the Chartered Institute of Management Accountants (CIMA Sri Lanka), recognising its commitment to professional development, certification support, and structured career pathways.

During the year, the Bank strengthened its learning ecosystem to meet evolving skill demands. A key milestone was the launch of DFCC Elevate, an e-learning platform offering flexible access to functional, leadership, digital, and compliance training. This complemented classroom programmes delivered by internal and external faculties.

A total of 102,160 training hours were recorded in 2025, with an investment of LKR 113.4 Mn. Training focused on areas such as data analytics, artificial intelligence (AI) in banking, climate-related risk, cybersecurity, sustainable finance, and service excellence.

Capability development extended beyond formal training through knowledge sharing, experiential learning, cross-functional exposure, mentoring, and coaching. Leadership development and succession planning remained priorities, particularly for high-potential employees.

The Universal Banker model continued to enhance multi-skilling and service agility within branches of the Bank, improving employee flexibility and customer experience.

Future talent engagement was strengthened through partnerships with universities and professional bodies via internships, workshops, and campus engagement programmes, supporting long-term workforce sustainability.

Average Training Hours per Employee

Average Training Hours per Employee – by Gender

Indicator	2025	2024
Average training hours per employee	33.8	23.2
Average training hours per male employee	33.6	24.3
Average training hours per female employee	34.0	22.4

Average Training Hours per Employee – by Employee Category

Employee category	2025	2024
Management staff	44.6	34.3
Executive staff	38.7	22.5
Supervisory staff	36.7	21.9
Junior staff	26.3	21.9

Investments in training

As at 31 December

Indicator	2025 LKR Mn
Investments in training	113.4

As the Bank advanced its digitally integrated service model, emphasis was placed on upskilling, multi-skilling, and leadership development. The Human Capital framework guided learning, career development, and performance management across the employee life cycle.

Digital learning platforms, internal mobility opportunities, and structured mentoring supported workforce agility and future readiness. Clear career pathways and inclusive engagement practices reinforced employee growth, internal progression, and a cohesive organisational culture.

Skills Upgrade Programmes

A wide array of skills-development initiatives were conducted to strengthen employee competencies across functional, behavioural, and leadership dimensions. The Service Excellence Campaign for branch and support department staff focused on elevating customer service standards, while the Personal Branding and Social Styling Workshops helped employees enhance their professional presence. Specialised development programmes such as the Corporate RMs Negotiation Skills Program, Corporate RM Development Program, and Pinnacle RM Program strengthened relationship managers’ capabilities in negotiation, credit evaluation, and portfolio management. Employees also benefited from international exposure through the 5-day Capacity Building Programme on SME and Corporate Credit Management conducted by NIBM Pune, India. Team building and leadership skills were enhanced through the OBT Programme on “TEAM SPIRIT”, alongside targeted programmes such as Training on Branch Manager Responsibilities.

The organisation further strengthened its foundational knowledge base through comprehensive Induction & Onboarding programmes, and an extensive series of Banking Products, Operations and Functions-related Trainings, comprising 104 in-house sessions. Employees were also nominated for External Trainings and Foreign Conferences & Trainings, ensuring access to global best practices and sector-specific expertise.

Transition Assistance Programmes

To support employees moving into new roles, adapting to evolving technologies, and navigating organisational transitions, a structured suite of transition assistance programmes was offered. The OIC Forum and OIC Certification equipped newly appointed Officers-in-Charge with the necessary skills and competencies for supervisory responsibilities. Development pathways such as the Executive Leadership Development Programme – 2024/25 for Senior Management and the Certificate in Credit Evaluation supported leadership readiness and technical skill enhancement.

Operational staff transition was supported through the Teller Forum and the TBA Pool – Operations Training Program, which helped employees build confidence in frontline operations. As part of the organisation’s digital transformation journey, employees received dedicated training under the Transition Project to Microsoft Office 365 from Google, along with the introduction of Elevate e-learning platform and transition training, enabling a smooth shift to new collaboration tools and workflows.

These structured programmes ensured that employees were fully supported through role transitions, system upgrades, and organisational transformation initiatives—promoting productivity, adaptability, and long-term career growth.

Type and scope of the programme/Competency Area	Participants		Training Hours		Employee category wise participation
	Male	Female	Male	Female	Junior	Supervisory	Executive	Management
Skills upgrade programmes	1,641	1,285	36,165	25,859	1,040	984	750	152
Transition assistance programmes	772	812	7,564	7,595	478	620	405	81
Health and safety/Business Continuity Plan (BCP) training programmes	259	271	941	524	112	208	175	35
ESG/sustainability-related training	461	473	997	982	217	360	312	45

Note: Above included cumulative numbers

Training on ANTI-CORRUPTION

DFCC Bank is committed to operating with integrity, fairness, and accountability. Ethical conduct is embedded into the organisational culture through a well-defined policy framework and compliance protocols. Employees at all levels are expected to uphold the Bank’s values and adhere to applicable legal, regulatory, and institutional standards. The Bank recognises that a strong ethical foundation is essential for stakeholder trust and long-term business continuity.

The Anti-Corruption Policy was a key component of the Bank’s orientation programme, reaching 244 new recruits through six sessions conducted during the reporting period. The Policy was also incorporated into the e-learning platform to expand employee awareness and compliance, while EDMs were circulated organisation-wide to reinforce key expectations and responsibilities. Although the newly developed Anti-Bribery and Corruption module is not yet a mandatory e-learning requirement, 260 employees (10% of the total workforce) completed physical and online training during the year, demonstrating proactive engagement across the organisation.

Looking ahead, the Bank will make the Anti-Bribery and Corruption module mandatory for all staff via the new Elevate e-learning platform, ensuring consistent training and compliance across the workforce. In addition, capacity-building initiatives will be introduced for the Board of Directors to strengthen governance oversight and reinforce accountability at the highest level. Through these initiatives, the Bank continues to reinforce its zero-tolerance approach to bribery and corruption and ensures that all employees and leadership understand their responsibilities in upholding the highest ethical standards.

Human capital priorities for the period 2026-2028

DFCC Bank will continue to prioritise human capital as a strategic driver of sustainable growth over the medium to long term. As the banking landscape evolves with increasing digitalisation, regulatory complexity, and changing workforce expectations, the Bank’s focus will remain on building a capable, engaged, and resilient workforce aligned with its strategic direction.

A key priority over the next three years will be the continued strengthening of digital competencies and future-ready skills across the organisation. This includes expanding access to digital learning platforms, enhancing data and analytics capability, and equipping employees with the skills required to operate effectively in a technology-enabled banking environment. These efforts will support operational efficiency, risk management, and customer experience delivery.

Employee engagement will be further deepened through tailored programmes, structured performance dialogue, and responsive feedback mechanisms. The Bank will continue to refine engagement tools to ensure that employee insights are captured and acted upon, supporting a culture of transparency, accountability, and continuous improvement.

Recognising the importance of building a sustainable talent pipeline, DFCC Bank will expand its engagement with universities, professional institutions, and youth development programmes. These partnerships will support early talent identification, practical exposure, and career readiness, ensuring a steady inflow of skilled professionals aligned with the Bank’s future capability needs.

Ongoing investment in employee health, safety, diversity, equity, and inclusion, and professional development will remain integral to the Bank’s people strategy. The focus will be on strengthening well-being frameworks, reinforcing inclusive workplace practices, and ensuring equitable access to development and career opportunities across all levels of the organisation.

Through a continued commitment to learning, well-being, and professional growth, DFCC Bank aims to build a workforce that is adaptable, future-ready, and aligned with its values. These efforts will enable employees to navigate change effectively and support the Bank’s objective of delivering sustainable value to its stakeholders.