Annual Report 2012 - National Savings Bank

50HOW WE PERFORMED IN 2012FUTURE PLANSJourneying Ahead into 2013Using the Central Bank of Sri LankaRoadmap 2013 as the blueprint, NSBhas now developed plans for the nextyear, based on the 21 point ‘To Do List’laid down by CBSL. The NSB StrategicPlan for 2011 to 2013 also forms partof the rooted focus we have in goingforward.In ensuring that our roots remain trueto our values and core fundamentals,NSB’s focus on the CBSL ‘To DoList’ brought forth the following to beintegrated rmly into the way we doour business. Diligent compliance with all CBSLregulatory directives Maintain vigilance on the Bank’scurrent capital adequacy and intothe future Training and development totake precedence in ensuring theteam is equipped both in skill andknowledge for emanating newdevelopments IT to form an integral part ofthe business to add value to theenvisaged new levels of business Improving Risk ManagementSystems, while being cognizantof local and international trendsoverall Develop a corporate planningculture which will be appliedassiduously Remain alert to NSB’s internationallinks Consider new opportunities andintroduce new services sagaciously Focus on productivity improvement Limit interest spreads and pursueavenues to improve protability Diligently retain the SME focus andintroduce effective initiatives forSMEs Grow foreign remittance business Support provinces, particularlythe northern, eastern and uvaprovinces, that are lagging behind indevelopment to develop and comeon par with the rest of the countryPlanning the FutureOur Strategic Business Plan 2011 -2013 is very aligned to the externaltransformations both locally andglobally in the economic sphere. Thisstrategic plan sees our success, failuresand deviations clearly marked andanalysed, which enables us to nowstart formulating the blueprint forthe Strategic Plan for 2014 to 2016.This new plan will form a wider andmore in depth scope in adding valueto our stakeholders, which will includea focused penetration to improvingcustomer service levels as well.Making InroadsAs detailed in both this review and theGM/CEO’s Review of Operations,strategic changes are planned in 2013in channel management. A morepenetrative autonomous RegionalManagement System will replace thecurrent Zonal Management Systemwhich will ensure that NSB retains itsmarket share due to added emphasison deposit mobilisation. This will alsoenable NSB to focus considerablyon the deposit mobilisation in ruralNATIONAL SAVINGS BANK . ANNUAL REPORT 2012