Strategy Development
strategic direction and governance
The Strategic Planning Committee meets every month, and is responsible for establishing the organisation's overarching strategic direction. Under the direction of the Executive Chairman, the Committee consists of a group of Executive Directors, including the MD/ CEO, Deputy Chief Operating Officer General Managers and a Deputy General Manager. The Committee reports to the Board of Directors who set the tone for the organisation’s strategy, and ensure it aligns with the Company’s long-term purpose and vision. The Strategic Planning Committee and Board of Directors comprise members from the ESG Steering Committee and the ESG Sub-Committee respectively, thereby ensuring that ESG considerations are integrated into the organisation’s strategy.
strategy development process
Ceylinco Life’s strategy is not developed in a vacuum; it relies on a continuous assessment of prevailing dynamics, stakeholder needs, and emerging trends. The strategy development process is outlined below:
- Assess market dynamics, risks and opportunities (Including SRROs)
(Pages 36-38) - CRROs
(Pages 76-89) - ERM - Analyse stakeholder needs and concerns
(Pages 90-98) - Understand the organisation’s strengths, resources, and capabilities
(Pages 107-120)
- Develop strategy in line with the Company’s vision, mission, and values
(Pages 11) - Develop goals and objectives for the short, medium and long-term, and establish
KPIs
(Pages 36-38) - Climate Strategy
(Pages 107-120)
- Allocate and deploy resources and leverage core competencies
(Pages 107-120) - Establish time-frames for completion and monitor progress
(Pages 107-120)
strategic focus areas
Ceylinco Life’s sustainability strategy is based on the following four-pillar approach endorsed by the Board of Directors. The underlying strategic focus areas are developed based on the organisation’s primary activities, operating context, stakeholder needs, and its material topics.
Financial Performance (pages 127-151)
- Retaining Market Leadership
- Maintaining Consistent Returns
- Prudent, Farsighted Investments
- Strong Internal Controls
Environmental Sustainability (pages 153-166)
- Sustainable Business Expansion and Development
- Resource Conservation and Waste Management
- Climate Action and Ecosystem Conservation
- Stakeholder Engagement and Awareness
Social Responsibility (pages 168-203)
- Safeguarding Policyholders and their Needs
- Growing Partnerships with Agents and Suppliers
- Nurturing Empowered, Progressive People
- Building Resilient Communities
Corporate Governance (pages 205-240)
- Stweardship-Board Composition and Leadership
- Accountability -Ethical Practices & Risk Management
- Transparency -Intergrated reporting/ Disclosures
- Sustainability-ESG being the core of Governance
an interrelated strategy
Ceylinco Life’s strategy is interconnected, with each pillar contributing towards the advancement of the other strategic pillars, as outlined below.
| Pillar | Financial Performance | Environmental Sustainability | Social Responsibility | Corporate Governance |
|---|---|---|---|---|
| Financial Performance |
Enabling cost efficiencies and optimisation through responsible resource management. Ensuring business continuity and stability through sustainable growth and responsible sourcing practices. |
Strengthening consistent organisational performance and business resilience by building stakeholder loyalty and trust. |
Strengthening business stability and continuity through prudent, responsible governance of
resources and assets.
Farsighted decision-making and strategic thinking that drives sustainable returns. |
|
| Environmental Sustainability |
Investing in cutting-edge technology and process improvements to drive resource efficiencies. Investing in renewable energy, green bonds, and green buildings. |
Fostering environmental responsibility across key stakeholder groups through a focus on responsible business practices and building a sustainable business model. | A culture of environmental responsibility that begins at Board level and cascades down to every level of the organisation. | |
| Social Responsibility | Investing in developing inclusive solutions that support the stability and security of individuals from all walks of life. | Creating more resilient communities by strengthening the nation’s renewable energy capacity, driving resource responsibility, and nurturing healthier ecosystems. | Strengthening ethical, equitable stakeholder relations founded on principles of transparency and accountability | |
| Corporate Governance | Ensuring the ethical and responsible use of funds to drive sustainable returns. |
Aligning with globally recognised standards, and ensuring compliance with environmental regulations. Integrating environmental considerations into governance structures and Board oversight. |
Maintaining high levels of customer security and privacy. Combating incidents of corruption and fraudulent activities, including money laundering and financial terrorism. |
strategic plan and implementation
Pursuant to the development of its ESG Policy and the corresponding long-term strategy previously outlined within this report (refer to ESG Integration from pages 30-49), Ceylinco Life has developed activities, metrics and targets to leverage on opportunities, and effectively measure and manage its progress. The organisation’s strategic objectives are endorsed by the Board of Directors, and strongly linked to ESG considerations, thereby setting Ceylinco Life on a continuous path of improvement and sustainable growth.
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Strategy: Environmental Sustainability
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Associated Material Topics:
M5
M6
M7
M15
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SDGs Impacted: 
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| Objectives | Associated KPIs | Allocated Resources | Progress in 2024 | |
| Sustainable business expansion and development | Construction/conversion of 2 green buildings per year. | Rs. 180 Mn for constructing 02 pre-cast buildings at Ambalantota (AT) and Nittambuwa (NW). Project to be completed by Nov 2025. |
Finalised contractors and started the Nittambuwa project in Nov 2024. Completed all
preliminary
work of the AT project which is projected to start in Jan 2025. Spent Rs. 1.3 Mn and completed 2% for Ambalantota. Spent Rs. 14.3 Mn and completed 15% for Nittambuwa. |
|
| 10% growth of the environment protection fund per annum. | Environment protection fund commenced in 2024 with an investment of Rs. 43 Mn. | Rs. 4.3 Mn from the Environmental Fund and Rs. 300,000/= incurred for sustainability activities | ||
| Become a zero-carbon entity with the aid of reforestation | Complete the reforestation project by planting 10,000 trees in the Rajawaka forest reserve |
Rs.5.6 Mn invested 38 employees participated, with 4 dedicated employees involved throughout the project phases |
Rs. 2.6 Mn invested, 2,500 trees planted | |
| Responsible resource management through adopting the 6R waste management concept |
Reduce:
|
Rs. 2 Mn invested in constructing new systems Investing Rs. 26 Mn on installing solar panels |
Reduced electricity consumption by 3%. Increased water consumption by 4% owing to insufficiency of recycled water and rainwater to maintain gardens during dry seasons. Fuel consumption increased by 6%. Paper consumption decreased by 12% year-on-year. |
|
| Raising overall awareness among all stakeholders on the importance of conserving the eco system | Achieve GHG savings of 5% per annum. | Members of the Green Club were allocated to lead the awareness process. | GHG Emissions reduced by 7.3% | |
| Increase litres of rainwater harvested by 4% per annum. | The number of visits to compa ny-owned buildings increased during the year, allowing for the successful identification and rectification of issues in the rain water harvesting systems. | 2,926,000 literes of rain water harveste | ||
| Two beach cleanup programme per annum involving branch staff and customers. | 192 employees participating across all programmes |
03 awareness sessions conducted on the environment 2 beach cleanup programmes conducted |
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| Combat climate change, promote climate resilience and mitigate climate related risks. | Conduct a minimum of 2 environment awareness sessions per annum. | 700+ employees covered in creating awareness about the 6R concept. | ||
| Adherence to the ISSB standards and enhance climate risk disclosures and transparency | Regularly assess and disclose the financial impact of climate change on the Company’s life insurance liabilities and investment portfolio (if material). |
Allocated funds for GHG
quantification and verification
process of Rs. 1 Mn 2,900 employees involved in carbon footprint assessment |
Introduction of SLFRS S2 Standards
into the annual integrated report. Annual calculation and disclosure of carbon footprint in line with ISSB standards. |
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Capitals Impacted: 
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Investment for 2024: Rs. 192 Mn Projected Investment for 2025: Rs. 200 Mn - Rs. 220 Mn |
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Short-Term (1-2 years) |
Mid-Term (3-5 years) |
Long-Term (5+ years) |
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All solar projects to be registered to obtain carbon credits for offsetting. Conversion into R-410 air conditioners. |
Encourage more sustainable purchases. Replace generators with battery back-up systems. |
Proposals through e-submissions to reduce paper in insurance proposals by 100%. Replace generators with battery back-up systems. |
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| Growth of the environment protection fund to Rs. 10 Mn | Rs. 20 Mn disbursements out of the environment protection fund | Rs. 20 Mn disbursements out of the environment protection fund | ||
| Completing 10,000 trees in the forest reserve | Maintaining 10,000 planted trees in the Rajawaka forest reserve. | Carbon credit settlement for the carbon emissions generated by the Company. | ||
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Conduct awareness sessions on the 6R concept among internal stakeholders. Adopt ethical means of disposing of waste. Maintain KPI levels at or above expectations. |
Adopt ethical means of disposing of waste. Maintain KPI levels at or above expectations. |
Conversion into a plastic and polythene-free workplace. Adopt ethical means of disposing waste. Maintain KPI levels at or above expectations. |
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Incentivise employee participation. Engage with policyholders on climate awareness. |
Collaborate with local environmental organisations. Engage with policyholders on climate awareness. |
Collaborate with global and local stakeholders. Engage with policyholders on climate awareness. |
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| Diversify investment portfolios into climate-resilient infrastructure, sustainable agriculture, and green bonds. | Diversify investment portfolios into climate-resilient infrastructure, sustainable agriculture, and green bonds. |
Collaborate with global and local stakeholders. Conduct scenario planning for extreme weather events. |
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| Implementation of S1 and S2 standards. | Implementation of S1 and S2 standards with the other series of ISSB standards. | Implementation of S1 and S2 standards with the other series of ISSB standards. | ||
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Strategy: Social Responsibility
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|---|---|---|---|---|
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Associated Material Topics:
M3
M8
M9
M10
M11
M15
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SDGs Impacted:
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| Objectives | Associated KPIs | Allocated Resources | Progress in 2024 | |
| Human Resources Strategy | ||||
| A conducive work environment | Maintaining an attrition ratio below the industry average |
Rs. 3 Bn allocated towards remuneration and rewards Rs. 0.5 Mn invested in employee engagement |
14.2% attrition rate owing to high levels of migration 5 employee engagement events conducted |
|
| Holistic health and well-being | Average utilisation of sick leave to be maintained below 75% against the entitlement |
Rs. 0.5 Mn invested in conducting health programmes 582 individuals involved in the ensuring the health and safety measures |
Two mental health awareness programmes covering all employees Establishing a free counselling channel One eye clinic conducted One first-aid and fire training programme conducted |
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| Nurturing growth and development | Maintaining a minimum of 15 training hours per person | Rs. 92.5 Mn invested in training and development |
659 of employees undergoing training 19.87 training hours per person |
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| An inclusive workplace |
Increase female workforce - more than 50 % of the recruitments to be female Increase female empowerment - Promotions for more than 15 % of the cadre |
Rs. 1 Mn invested in recruitment activities |
57% Female recruitment 18% of the female was promoted |
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| Policyholder Strategy | ||||
| Create multiple contact points and obtain feedback |
Ensure all customer touchpoints are easily accessible. Maintain a high response rate for surveys and feedback collection. |
Rs. 4.5 Mn invested |
Phase one of the customer App improvements completed. plans. Streamlined a mechanism to leverage the feedback received and incorporating into action. Improvements in the WhatsApp platform. |
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| Understand the customer journey and make constant improvement |
Maintain healthy CX scores. Improve the claim settlement experience of the customers. |
Appointment of Customer Experience Officer (senior manager grade) |
Achieved a 71.62% customer satisfaction score
in 2024. Improved the claims process with a “Door-step service”, significantly reducing processing time and eliminating dissatisfaction. Implemented a special mechanism to enhance efforts in distributing unclaimed customer benefit payments. |
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| Digitalising the customer related process | Identify gaps and inefficiencies in the onboarding, servicing, and offboarding processes, and digitalize these areas to enhance overall policy management and improve customer experience. |
IT Project Managers IT Teams and Developers Customer Support Teams |
Improved the online capabilities to underwrite
and service overseas customer policies. Improved the policy issuance by using data analytics and customer risk profiling. Converting the customer traditional in-branch interactions into online modes and obtaining photographs and video calls as proof of service. |
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Capitals Impacted:
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Investment for 2024: Rs. 3.1 Bn Projected Investment for 2025: Rs. 3.1 Bn - Rs. 3.2 Bn |
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Short-Term (1-2 years) |
Mid-Term (3-5 years) |
Long-Term (5+ years) |
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| Continuing to be certified as a Great Place to Work. | Continuing to be certified as a Great Place to Work. |
Continuing to be certified as a Great Place to Work. Become the most sought-after employer |
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Promote employee well-being. Conducting a minimum of one health camp and wellness program for internal employees. |
Promote employee well-being. Conducting a minimum of one health camp and wellness program for internal employees |
Promote employee well-being. Conducting a minimum of one health camp and wellness program for internal employee |
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| Implementation of a robust succession planning process for the Assistant Manager grade and above. |
Improving business communication and IT literacy of the workforce. Minimum of 15 hours of relevant training per employee. |
Fill 75% - 90% of Assistant Manager vacancies through existing talent. | ||
| Integrating GenZ into the workforce and targeting youth segments. |
Integrating GenZ into the workforce and
targeting youth segments. Alignment of existing HR policies to improve diversity, inclusion and pluralism. |
Alignment of existing HR policies to improve diversity, inclusion and pluralism. | ||
| Policyholder Strategy | ||||
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Maintain an acceptable response rate. Train staff in creating meaningful interactions and feedback in service-related interactions. Improve the contactablity of the customer base by constantly updating the contact details and continuous interaction. |
Implement a mechanism to anlayse the feedback to identify trends and recurring issues to improve the service. |
Create a fully integrated omnichannel
experience where customers can easily
transition between various contact points. Leverage data analytics for predictive insights and improve satisfaction levels. |
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Further enhance the claim settlement process
by streamlining internal operations. Enhance policy service by reassessing service level benchmarks and making improvements in areas where performance can be optimized. Expand the dedicated policy retention teams. |
Introduce a system to ensure continuous customer engagement throughout the entire policy journey, fostering ongoing communication and support. | Develop and implement a customer engagement strategy leveraging predictive analytics and insights to take a proactive approach in meeting customer needs. | ||
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Convert customers to automated or recurrent
premium payment methods. Introduce online premium payment methods such as the customer app and the customer portal. |
Enhance online interaction channels such as WhatsApp, chatbots, and the customer app to ensure they deliver a user experience that is as effective and personalized as human interactions. | Develop a seamless digital experience that integrates every aspect of the business - from customer engagement and policy management to claims processing and customer support - ensuring a smooth and efficient journey for all users. | ||
| Objectives | Associated KPIs | Allocated Resources | Progress in 2024 |
|---|---|---|---|
| Sales Force Strategy | |||
| Generate more employment opportunities for Sales Officers including CROs and Virtual Financial Advisors | Increase manpower by 5% per annum. | Rs.2 Mn Invested in recruitment activities | 861 sales officers joined the Company during the year |
| Digitalisation of the sales force | Annual increase in digital device usage among the sales force. | Investment in sales staff training- Rs. 73.9 Mn | 180 tabs digital devices distributed among the sales force |
| Annual increase in productivity and income | Ensure the sales force meets the minimum income benchmarks set by the Company. |
Introduced minimum income levels for Life
Insurance Advisors, Agency Supervisors, and
Agency Heads, with KPIs allocated. Overall, 43% of the total sales force has achieved the over 50% of KPI target. |
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| Promote diversity and inclusivity among the sales force | Create equal employment opportunities and merit-based promotions. | 54% of the sales force is female. | |
| Aligning the agency force with the Company’s Code of Ethics | Ensuring the sales force does not violate the Company’s Code of Conduct or industry regulations | 46 sales officers have been assigned negative points within the entire sales force. | |
| Community Strategy | |||
| Reach out to rural Sri Lankans to create awareness on NCDs. | Conduct 10-12 health camps each year | Allocated Rs. 3.26 Mn | Completed 12 programmes and reached 2,609 beneficiaries. |
| Support state hospitals with critical infrastructure requirements. | Maintain the HDUs and initiate new projects as the need arises | Allocated Rs.500,000/= for HDUs maintained by the Company. | Replacement of 3 equipment. |
| Build classrooms for rural schools and support them to improve the quality of education. | Reach 100 classrooms | Allocated Rs. 3.5 Mn |
Completed 2 classroom projects with another
3 classroom projects in the pipeline. Completed 89 school projects so far. |
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Short-Term (1-2 years) |
Mid-Term (3-5 years) |
Long-Term (5+ years) |
|
|---|---|---|---|
| Increase the Agency Force by 2.5% per annum. | Increase Agency Force 5% per annum. | Become the most sought-after employer among the agents in the insurance industry. | |
| Reach 75% of ownership of digital devices. | Reach 85% of ownership of digital devices. | Reach 95% of ownership of digital devices. | |
| Implement performance-based reward schemes. | Investing in technology to enhance sales efficiency and productivity. | Promote sustainable growth to boost productivity and income through market expansion and opportunities to enter new markets for increased revenue. | |
| Create equal employment opportunities and merit-based promotions. | Create equal employment opportunities 50: 50 and merit-based promotions. | Create equal employment opportunities and merit-based promotions. | |
| Establish a reporting mechanism. | Establish an ethical performance review tied to evaluations and promotions. | Foster a strong ethical culture within the sales force. | |
| Reach out to 2,000 beneficiaries | Reach 200,000 beneficiaries | Support communities to prevent and control NCDs. | |
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Support a regional hospital to improve its
infrastructure. Maintain the existing HDUs. |
Extend the piped oxygen distribution projects to other needed regional hospitals. | Support the state sector to enhance the health sector's ability to deliver seamless services and ensure high-quality patient care. | |
| Complete 90 Classrooms | Complete 100 classrooms | Ensure the continuous maintenance of the classrooms. | |
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Strategy: Corporate Governance 
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|---|---|---|---|---|
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Associated Material Topics:
M4
M8
M12
M13
M14
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SDGs Impacted: 
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| Objectives | Associated KPIs | Allocated Resources | Progress in 2024 | |
| Gender Equality |
Recruitments Board & KMP’s Balance Involvement in Projects/Key Committees |
Human Related Resources Internal & External Assurance Teams HR Team Compliance Team Legal Advisors Technology Related Resources (Compliance Management Software, Data Security Tools, Audit Management Software, Other Operation & MIS Systems, Online Learning Management Systems, Certifications and Continues Professional Development, Workshops and Seminars, Document and Knowledge Management systems) Other Governance Resources/Procedures Governance and Risk Management Framework (ERM) Internal Communication and Awareness Programs (Internal Communication Channels, Compliance Hotlines and Reporting Mechanisms) Culture and Organisational Change Resources (Leadership Support, Change Management) |
Recruitments are done on merit, gender balance and diversity matters were discussed at Board level. Periodic Board evaluations are performed. | |
| Decent Work and Economic Growth |
Remuneration policy review, External Independent Survey on working conditions, Salary revisions, Training & Development (CPD’s) linked to performance reviews/evaluations, Succession planning from Board level downwards. Above average employment benefits, which are constantly reviewed against other peers Health & Safety committee reviews. |
Recommendation of annual salary
increments Discussed the survey results of Great Place to Work’ and the proposed actions. Reviewed the Remuneration Policy of the Company in line with the latest developments in the market. Established a Policy on Remuneration for Non-Executive Directors. Reviewed the Terms of Reference [TOR] of the Committee Risk management review on Health & Safety. |
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| Reduced Inequalities |
KPI’s / Systematic Performance evaluations with Board and
Sub-committee oversight exercised at necessary intervals. Effective succession planning at each level of organisation. Customers surveys, grievance handling procedure. |
Bi-Annual performance reviews, succession planning reviews. | ||
| Building Strong Institutions – By Operating with high ethical standards, promote transparency and accountability within operations, combating corruption, respecting human rights, and actively contributing to building just and inclusive societies through business practices and community engagement |
Board reporting and evaluation of CSR Initiatives AML/CFT, Privacy & Data Protection, Anti-Corruption/Bribery policy reviews, training and compliance reporting Embedding Risk Management practices and systems into strategy Risk & Compliance being part of Training and KPI’s of the organisation. Whistleblower policy and reporting thereon. |
Review of all governance policies including
AML/Anti-corruption/ Privacy & Data
Protection etc Compliance with CSE Listing Rules 9 and its implementation of 10 policies (pages 236 240) Appointed a DPO with effect from 15th April 2024. |
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| Maintaining compliance with the latest governance standards and regulations | ||||
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Capitals Impacted:
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Investment for 2024: Rs. 8 Mn Projected Investment for 2025: Rs. 2 Mn - Rs. 2.5 Mn |
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Short-Term (1-2 years) |
Mid-Term (3-5 years) |
Long-Term (5+ years) |
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Complying with: The Data Protection Act The Code of Best Practices 2023 Establishment of: Board ESG Committee and sustainability policy. IT governance framework |
Establishment of: Anti-corruption and bribery policy IT security policies and procedures Adopting latest applicable LKAS and SLFRS accounting standards. Ensuring compliance with ISO 27701-2022 |
Ensuring compliance with ISO 27701-2022 | ||
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Strategy: Corporate Governance
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|---|---|---|---|---|---|---|
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Associated Material Topics:
M1
M2
M7
M8
M9
M10
M11
M12
M15
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SDGs Impacted: 
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Capitals Impacted:
|
Investment for 2024: Rs. 25 Mn Projected Investment for 2025: Rs. 25 Mn- Rs. 35 Mn |
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| Objectives | Associated KPIs | Allocated Resources | Progress in 2024 |
Short-Term (1-2 years) |
Mid-Term (3-5 years) |
Long-Term (5+ years) |
| Continuous growth in GWP | 15% | Operating cashflows - Rs. 16.3 Bn | 11.16% | 15% | 20% | Increase penetration in the core life insurance segment to stimulate premium growth and maintain market leadership. |
| Continuous growth in ROE | 12% | 9.1% | 12% | 15% | Balancing the product mix to achieve higher CSM under SLFRS 17 | |
| Growth in Life Fund | 13% | 14.83% | 13% | 15% |
Ensure the life fund remains
adequately capitalized
to meet both short-term
and long-term payouts for
policyholders. Achieve sustainable growth in the life fund, allowing the Company to maintain profitability and continue providing insurance at competitive rates. |
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| Growth in Total Assets | 15% | 11.88% | 15% | 10% | To increase investments in fixed assets that will improve the financial strength of the Company. | |
| Sustainable Investment options | Invested Rs. 2 Bn as the anchor investor to the first listed Green Bond issued by DFCC Bank. | Investments in green bonds | Direct investments into projects and businesses that support environmental conservation, renewable energy, and climate change mitigation. | |||
| Maintain Capital Adequacy Ratio (CAR) above 200% | 200% | 448% | 200% | 200% | 200% or above | |
| Adopting the latest insurance related standards and other | 60% of implementation is completed |
Transition into
SLFRS 17 and
SLFRS 9 Implementation of S1 and S2 |
Enhance the credibility of financial reports by adhering to recognized accounting standards, improving trust among investors and other stakeholders. | |||
| Turnover /profit per employee | 15% | 21.88% | 15% | 20% | Accelerate employee benefits proportionally and ensure long term employee retention, attraction and job security. | |
CAPITAL TRADE-OFFS AND STRATEGIC OUTCOMES
As much as the Company desires to create and preserve value, there could be instances where value could be eroded in our business processes. When making decisions on how to manage business activities, Ceylinco Life considers trade-offs between capitals as shown in the diagram below. The Company always strives to maximise positive outputs and outcomes and limit negative ones.
| Strategic Pillar | Financial Capital | Social and Relationship Capital | Manufactured Capital | Human Capital | Intellectual Capital | Natural Capital |
|---|---|---|---|---|---|---|
| Environmental Sustainability |
-
Investing in sustainable initiatives
+
Reduced operating costs |
+
Fostering a more resilient and sustainable society |
+
Enabling expansion through greener and more sustainable infrastructure |
+
Nurturing an environmentally responsible workforce equipped for the future |
+
Developing organisational capabilities and knowledge while establishing a unique value proposition as a responsible insurer. |
+
Improving resource management and driving conservation initiatives that preserve and enhance the surrounding environment |
| Social Responsibility |
-
Investing in training, remuneration and rewards
-
Investing in new product development, research and analytics
-
Investing in technology and process development
+
Increasing revenue and profitability |
+
Building stakeholder satisfaction and confidence
+
Nurturing long-term partnerships
+
Increasing market penetration and reach
+
Improving employment opportunities |
+
Creating safe, hazard free working environments |
+
Building employee motivation
+
Supporting employee development and progress |
+
Nurturing unique organisational knowledge, processes and capabilities |
+
Building an eco-conscious community |
| Corporate Governance |
-
Contributing towards taxes
-
Investing in ensuring compliance with the latest standards |
+
Building trust and corporate reputation |
+
Mitigating adverse impacts on surroundings |
+
Maintaining employee welfare, professionalism and integrity |
+
Developing unmatched leadership capabilities and diverse insights |
+
Safeguarding the natural environment and vital resources for the future |
| Financial Performance |
-
Investing in asset development and sustainable investments
+
Building financial strength and resilience confidence |
+
Building stakeholder confidence |
+
Enabling branch expansion and infrastructure development |
+
Supporting employee stability, security and welfare |
+
Contributing towards brand value and knowledge enhancement |
+
Improving resource allocation towards environmental initiatives |