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GRI
2-29
Building Trust through Meaningful Engagement
At DFCC Bank, we adopt a stakeholder-centric approach that drives every strategic and operational decision we make. We understand that continuous, structured, and responsive engagement with our diverse stakeholder groups is essential to remain relevant, resilient, and responsible. In an evolving economic, technological, and regulatory environment, proactive stakeholder engagement enables us to navigate complexity while creating long-term shared value.
Our engagement model is designed to foster trust, mutual respect, and value creation across the short, medium and long term. It integrates structured mechanisms for listening, learning, and responding to the evolving priorities of our stakeholders. This not only strengthens relationships but also supports better risk management, innovation, and inclusive growth. We continuously update our strategies to incorporate stakeholder feedback, ensuring alignment with our corporate vision, environmental, social, and governance (ESG) commitments, and national development goals.
Identifying and Prioritising Stakeholders
The Bank identifies stakeholders based on two principal dimensions: the degree of influence they hold over our operations and the extent to which they are impacted by our activities.
This structured mapping enables prioritisation. Stakeholders with high influence and high dependence are engaged through more intensive and regular mechanisms. Those with moderate levels of influence or dependence are engaged through proportionate, transparent and accessible channels.
This differentiated approach ensures that engagement remains purposeful. It also strengthens governance oversight by clarifying where expectations intersect with strategic risk, regulatory obligation and long-term value creation.
Our Stakeholders
Influence – High
Dependence – High
Fully Engaged and Satisfied
Investors
Who:
Primary providers of capital for the Bank’s operations including shareholders, debt capital providers and other investors.
Primary providers of capital for the Bank’s operations including shareholders, debt capital providers and other investors.
Role:
They influence capital allocation, governance, and long-term growth strategies.
They influence capital allocation, governance, and long-term growth strategies.
Customers
Who:
Individuals, SMEs, and corporates who rely on DFCC Bank for financial products and services.
Individuals, SMEs, and corporates who rely on DFCC Bank for financial products and services.
Role:
They are the core of our business, driving revenue and brand reputation through trust and satisfaction.
They are the core of our business, driving revenue and brand reputation through trust and satisfaction.
Employees
Who:
Our workforce across all levels, from frontline staff to senior management, who deliver services and uphold the Bank’s values.
Our workforce across all levels, from frontline staff to senior management, who deliver services and uphold the Bank’s values.
Role:
They are critical to operational excellence, innovation, and customer experience.
They are critical to operational excellence, innovation, and customer experience.
Regulators, Government Institutions and Industry Associations
Who:
Includes the Central Bank of Sri Lanka, government departments, tax authorities, chambers, and industry associations.
Includes the Central Bank of Sri Lanka, government departments, tax authorities, chambers, and industry associations.
Role:
Set the regulatory framework, ensure compliance and influence industry standards and policies.
Set the regulatory framework, ensure compliance and influence industry standards and policies.
Influence – Moderate
Dependence – Moderate
Consult and Keep Informed
Suppliers and Service Providers
Who:
External businesses or individuals that deliver goods, services, or expertise to DFCC Bank.
External businesses or individuals that deliver goods, services, or expertise to DFCC Bank.
Role:
They support DFCC’s operations by ensuring timely, quality, and cost-effective delivery of products and services essential for business continuity and growth.
They support DFCC’s operations by ensuring timely, quality, and cost-effective delivery of products and services essential for business continuity and growth.
Community
Who:
Local communities and society at large, including vulnerable groups impacted by our operations and CSR initiatives.
Local communities and society at large, including vulnerable groups impacted by our operations and CSR initiatives.
Role:
They shape our social license to operate and influence our sustainability commitments.
They shape our social license to operate and influence our sustainability commitments.
Stakeholder Engagement Framework
Our stakeholder engagement framework combines both formal and informal channels of interaction. These include structured meetings, digital platforms, surveys, consultations, partnerships and industry collaborations. Together, they provide consistent opportunities for dialogue across stakeholder groups.
Insights gathered through these engagements are systematically reviewed and escalated to senior management and relevant Board subcommittees. This ensures that stakeholder perspectives influence strategic decisions, risk oversight and policy refinement.
Our approach enables genuine two-way communication. Stakeholders are encouraged to initiate dialogue, raise concerns and share expectations. At the same time, the Bank proactively engages stakeholders on emerging developments, regulatory changes and strategic initiatives. This balanced exchange strengthens transparency, accountability and trust.
Stakeholder Engagement Process
01
Identification of
Stakeholders
Stakeholders
Objectives:
To identify all individuals and groups who have an interest in
or influence over the Bank’s operations.
Activities:
-
Map stakeholders using key questions:
- Who contributes to the business?
- Who is impacted by the business?
- Who can influence the business?
- Categorise stakeholders based on influence and interest.
Outcome:
A comprehensive stakeholder list segmented into relevant
categories for targeted engagement.
02
Stakeholder Analysis
& Prioritisation
& Prioritisation
Objectives:
To understand stakeholder expectations, concerns, and priorities
to develop engagement strategies.
Activities:
- Conduct surveys, interviews, and research to gather insights.
- Identify material topics and issues relevant to each group.
- Assess preferred communication channels.
Outcome:
Clear understanding of stakeholder needs and a prioritised list
of engagement topics.
03
Action
Plan
Plan
Objectives:
To design and implement structured engagement mechanisms that
create value for stakeholders and the Bank.
Activities:
- Define engagement methods (meetings, forums, digital platforms).
- Develop value-driven initiatives and projects.
- Allocate resources and set timelines. Formulate policies and procedures where necessary.
- Implement the plan
Outcome:
A well-executed engagement programme that strengthens
relationships and addresses stakeholder priorities.
04
Continuous
Dialogue
Dialogue
Objectives:
To maintain ongoing communication and build trust through
responsiveness and transparency.
Activities:
- Regularly engage through chosen channels.
- Collect feedback and monitor satisfaction.
- Take corrective or proactive actions based on feedback.
Outcome:
Strong, long-term stakeholder relationships and improved trust,
leading to shared value creation.
Investors
| Key concerns in 2025 | Our Response | ||
| Financial performance and returns for investment | Delivered strong and sustainable financial results with robust profitability, underscoring our financial resilience and the success of our strategic initiatives. The Bank’s EPS from continuing operations was LKR 25.30 and declared a final dividend of LKR 7.50 per share, with a total payout of LKR 3.3 Bn (More details: Annual Report of the Board of the Directors Report page 274) | ||
| Share price stability and liquidity | Maintained active trading and market confidence throughout the year supported by transparent disclosures and strong fundamentals. (More details: Investor Information Report pages 94 to 97) | ||
| Macroeconomic factors and industry outlook | Demonstrated resilience amid volatile macroeconomic conditions. Closely monitored interest rate and exchange rate trends to manage impact. | ||
| Regulatory landscape and governance | Fully complied with updated CSE listing rules and other regulatory requirements. Strengthened governance and transparency practices across all operations. | ||
| Sustainability and climate related developments | Integration of ESG principles into our strategy and compliance with mandatory sustainability related financial disclosures. (More details: SLFRS Sustainability-related Financial Disclosures Report pages 161 to 203) | ||
| Business expansion and strategic direction | Pursued growth opportunities through business acquisitions, new partnerships, new products and business lines while maintaining prudent risk management. | ||
| Engagement channels |
|||
| Formal Channels | Frequency | Direct Engagement | Frequency |
| Annual General Meeting (AGM) | Annually | Investor relations meetings | As required |
| Extraordinary General Meetings | As required | One-on-one discussions | As required |
| Annual Report | Annually | Feedback surveys | As required |
| Quarterly Financial Statements | Quarterly | Other | Frequency |
| Announcements via Colombo Stock Exchange | As required | Corporate Website | Continuous |
| Press releases and social media | Continuous |
Customers
| Key concerns in 2025 | Our Response | ||
| Access to finance and growth opportunities | Expanded access through our branch network and digital channels. Supported MSMEs with funding and via strategic partnerships | ||
| Digital transactions optimisation | Strengthened digital banking capabilities by enhancing mobile and internet banking platforms and introducing AI-powered assistance for seamless transactions and customer support. Frequently used customer request forms were fully digitalised, and a dedicated Digital Support Desk was established within our Contact Centre to resolve digital issues promptly. | ||
| Service excellence | Enhanced service excellence through real-time customer feedback mechanisms, achieving a Customer Satisfaction Score of 82% and a Service Satisfaction Score of 94%, supported by a fully revamped branch feedback system. | ||
| Customer Safety, Data Security, and Privacy | Implemented robust cybersecurity measures and strict data privacy protocols to safeguard customer information. | ||
| Loyalty recognition and customer engagement | Rolled out special promotions, loyalty programmes, and initiatives to recognise and reward long-standing customers. | ||
| Capacity building and financial literacy | Conducted training and empowerment programmes for customers including MSMEs, women entrepreneurs and migrant workers to strengthen financial resilience. | ||
| Transparent communication and timely information | Ensured ethical and transparent marketing communications and timely updates on new products and services. | ||
| Sustainability and community engagement | Connected customers to initiatives like 1333 Bikeathon, Wyapara Hamuwa, Aloka initiatives and disaster-relief assistance programmes. | ||
| Engagement channels |
|||
| Formal Channels | Frequency | Direct Engagement | Frequency |
| Call center | 24/7 | Customer surveys and feedback | As required |
| Customer compliant handling mechanism | Continuous | Product launch events and promotional campaigns | As required |
| Mobile banking and digital banking platforms | Continuous | One-on-one engagement through sales teams and relationship officers | Continuous |
| AI powered digital assistance | 24/7 | Customer forums, workshops and feedback surveys | As required |
| Branch network | Continuous | Other | Frequency |
| eCare platform | 24/7 | Corporate Website | Continuous |
| Care email | 24/7 | Press releases, promotional campaigns and social media | Continuous |
| Annual report | Annually | CSR and sustainability initiatives | As required |
Employees
| Key concerns in 2025 | Our Response | ||
| Performance evaluation and rewards | Implemented well-structured, performance-based incentive schemes and annual compensation reviews to remain competitive. Fair and equitable compensation ensures that employees are rewarded for their skills, experience and contributions, fostering motivation and satisfaction. | ||
| Career advancement opportunities | Introduced the Universal Banker Model to equip branch staff with multi-functional skills through structured job rotations and mentoring. 401 internal promotions were granted during the year, and a leadership programme for selected Vice Presidents provided one-on-one coaching and development plans to prepare them for critical roles. | ||
| Training and development | Launched ‘DFCC Elevate’, a new e-learning platform to deliver an engaging and interactive learning experience. Dedicated training programmes for each key area through our Learning Academy. LKR 113.40 Mn spent on overall training programmes for staff during the year. | ||
| Work-life balance | Flexible work arrangements, including flexi hours and work-from-home options, alongside wellness programmes, supported employee well-being. Local and international trips were offered at concessionary rates. | ||
| Health, safety and well-being | A comprehensive health and safety policy is in place and specialised training programmes are conducted. Employees have access to medical consultations with an on-site doctor available at both the Head Office and select branches, facilitating timely healthcare support. Assigned an in-house professional psychologist to provide ongoing support for employees’ mental and emotional well-being. Special committees are appointed to ensure safety and well-being of employees | ||
| Diversity, Equity, and Inclusion (DEI) | Secure Environment Policy is in place refraining from all forms of gender discrimination, and DEI policy is in place ensuring that recruitment, promotion, and career development processes are transparent, merit-based, and uphold fairness for all employees. | ||
| Modern and collaborative workspaces | Introduced collaborative workspaces that encourage creativity and teamwork, complemented by ergonomic furniture to enhance comfort and reduce injury risk. | ||
| Employer recognition and Bank’s stability | DFCC Bank earned certification as a Great Place to Work®, affirming our commitment to a positive workplace culture. We continue to communicate financial resilience and stability to employees, reinforcing confidence in the Bank’s long-term growth and security. | ||
| Engagement channels |
|||
| Formal Channels | Frequency | Direct Engagement | Frequency |
| CEO Townhall | Quarterly | Chairman and CEO Open days | Annually |
| HRIS portal | Continuous | Staff meetings | Continuous |
| Elevate e-learning platform | Continuous | Performance reviews | Quarterly |
| Training sessions | As required | Employee feedback surveys | As required |
| Branch Managers Conference | Annually | HR business partners | Continuous |
| Regional review meetings | Monthly | Other | Frequency |
| Listening wall | Continuous | Staff events | As required |
| Internal EDMs and articles | Continuous | Marketing promotions and campaigns | As required |
| WeConnect – DFCC Intranet | Continuous | CSR and sustainability initiatives | As required |
| HR Mate | Continuous | ||
Regulators, Government Institutions, and Industry Associations
| Key concerns in 2025 | Our Response | ||
| Timely and effective implementation of new regulations and directions | Full and timely compliance with all regulatory requirements. Implemented CBSL directions and CSE Listing Rules | ||
| Timely statutory reporting and payments | Reporting on a timely and accurate basis. On time tax payments. | ||
| Alignment of lending strategy with national economic priorities | Provided customised and flexible financial solutions to key sectors | ||
| Stability of financial sector | Maintained strong liquidity and capital buffers | ||
| SME and micro-entrepreneurship development | Expanded SME and microfinance lending | ||
| Regional collaboration on development finance | Active participation in ADFIAP conferences; hosting 2026 meeting of the ADFIAP. Working with GCF and Government of Sri Lanka on concept notes to obtain funds for projects. | ||
| Engagement channels |
|||
| Formal Channels | Frequency | Direct Engagement | Frequency |
| Statutory submissions | As required | Meetings and forums | As required |
| Compliance reports | As required | Statutory audits, supervision | Periodically |
| Policy consultations | As required | Engagement with regulator | Continuous |
| Public-private platforms | As required | Membership committee participation | Continuous |
| Training and awareness | Continuous | ||
Suppliers and Service Providers
| Key concerns in 2025 | Our Response | ||
| Timely settlement of dues | Honour all payments promptly upon delivery to maintain trust and reliability | ||
| Transparent and ethical procurement practices | Maintain fair and transparent procurement practices, supported by clear communication of policies and procedures | ||
| Long-term business opportunities and strategic partnerships | Provide opportunities for long-term contracts and strategic partnerships to strengthen supplier relationships | ||
| Clear communication of policies and contractual obligations | Support improving business processes and compliance standards of suppliers through workshops, education programmes and feedback sessions. | ||
| Collaboration on technology adoption and process improvements | Implementation of O² system for streamlined procurement and supplier engagement | ||
| Quality assurance and performance reviews | Conduct periodic assessments on supplier performance | ||
| ESG compliance and sustainability in procurement | Implemented supplier risk assessment and ESG rating mechanisms to promote sustainable sourcing based on Sustainable Procurement Policy | ||
| Engagement channels |
|||
| Formal Channels | Frequency | Direct Engagement | Frequency |
| Policies and procedures | As required | Contractual meetings | Periodically |
| Supplier reviews | Quarterly | Supplier visits | As required |
| Supplier registration process | As required | Feedback evaluations | Periodically |
| Emails/letters | As required | Workshops/awareness sessions | Continuous |
Community
| Key concerns in 2025 | Our Response | ||
| Financial inclusion, entrepreneurship support and access to affordable financial services | Conducted financial literacy workshops, offered tailored MSME financing and advisory services through our relationship officers, sales teams and branch network. | ||
| Job creation, capacity building and youth empowerment | Supported MSMEs to create employment; organised capacity-building programs for youth and entrepreneurs. Provide language and business skills development, entrepreneurship development support through workshops. | ||
| Environmental responsibility | Supported green financing and community environmental projects, Projects evaluation for ESG compliance | ||
| Engagement channels |
|||
| Formal Channels | Frequency | Direct Engagement | Frequency |
| Branch Network | Continuous | Partnerships and interactions with government, associations other institutions | As required |
| Care email | 24/7 | ||
| Call center | 24/7 | Meetings, forums and events | As required |
| Digital platforms | 24/7 | Field visits, one-on-one advisory | As required |
| Social media | 24/7 | CSR and sustainability initiatives | Continuous |
Special focus:
DFCC Bank’s stakeholder engagement during cyclone Ditwah recovery
In late 2025, Cyclone Ditwah struck Sri Lanka, causing widespread devastation through winds, flooding, and landslides across multiple regions, and affecting nearly two million people and resulting in economic losses. The disaster disrupted livelihoods, damaged infrastructure, and posed serious challenges to communities and businesses, including members of our own DFCC family. Communities, businesses, and supply chains were heavily impacted, creating an urgent need for financial relief and building resilience. Recognising its responsibility as a leading financial institution, DFCC Bank acted swiftly to support all stakeholder groups during this critical period.
Supporting our stakeholders through crisis – DFCC Bank’s response and engagement
For employees, safety and well-being were prioritised through flexible work arrangements and providing emergency assistance. Special leave was granted to employees who were unable to report to the office due to adverse weather conditions. Emergency helplines were activated by the Human Resources department to connect with employees who live in affected areas. Volunteer teams organised relief efforts, delivering dry rations and essential supplies to affected colleagues and communities. In addition, the DFCC Welfare Committee organised a clothing donation drive for affected communities, reinforcing our role as a responsible corporate citizen.
For customers and Small and Medium-sized Enterprises (SMEs), DFCC implemented a comprehensive relief package to ease financial stress during the cyclone recovery period. This included flexible repayment plans, moratoriums on loan instalments, and emergency credit lines to address immediate cash flow challenges. Special concessional loans were provided to sectors most affected by the disaster, ensuring targeted support for critical industries. To further assist individuals and businesses, interest charges on credit cards were waived for a specified period. Additionally, DFCC offered its remittance services free of charge for funds credited through the DFCC channels to support the government’s ongoing national relief efforts. Throughout this process, DFCC maintained full compliance with statutory reporting requirements, and worked closely with CBSL to align recovery lending with national priorities and disaster relief programs. Suppliers and service providers were supported through expedited payments to ensure continuity and stability across the value chain.
Commitment to Resilience
Through these targeted interventions, DFCC Bank demonstrated its role as a trusted partner in times of crisis, helping communities to recover, supporting businesses to rebuild, and strengthening the nation’s resilience against climate-related challenges.