SUSTAINABILITY REPORT - Seylan Bank

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Seylan Bank PLC Annual Report 2010 175Employment Performance IndicatorsWorkforce Analysed by Employment Type andRegion (LA1)The total workforce of the Bank as at 31st December2010 was 3,622, analysed as follows.Type of Employment Number %Full Time 3,622 100Part Time – –Total 3,622 100Type of Contract Number %Permanent 3,543 97.8Contract 51 1.4Trainee 28 0.8Total 3,622 100Table based on Geographic BreakdownProvinceNo. ofBranchesNo. ofEmployeesCentral 9 231Eastern 5 134Northern 5 92North Central 5 108North Western 5 125Sabaragamuwa 8 172Southern 7 162Uva 2 44Western* 49 2,554Total 95 3,622* Including Head Office StaffEmployee Turnover (LA2)During the year under review there were 127resignations and another 61 persons left the Bankdue to retirement or end of contract. The detailsare given below, analysed by age group, gender andregion.Staff Turnover by Age Group and GenderAge Group Number Leaving % of TotalMale Female StaffBelow 20 – – –>20 to 30 39 24 1.74>30 to 40 43 9 1.44>40 to 50 10 2 .33Above 50 – – –Total 92 35 3.51Staff Turnover by RegionProvinceNumberLeaving% of TotalStaffCentral 13 .36Eastern 5 .14Northern – –North Central 2 .06North Western 3 .08Sabaragamuwa 3 .08Southern 7 .19Uva 4 .11Western 90 2.49Total 127 3.51Benefits Analysed by Type of Employment (LA3)Employees who are full-time and confirmed inservice enjoy the most number of benefits offeredby the Bank, which again varies depending on one’sgrade. They are subject to an annual performanceappraisal, which provides a basis for calculation ofincentives. In addition, they are entitled to bonuses,holiday allowances, medical and insurance benefits,concessionary staff loans, holiday bungalow facilities,etc. In general, those on part-time or probation arenot entitled to these benefits.Labour/Management RelationsCollective Bargaining Agreements (LA4)The Bank has always maintained an effectiveindustrial relations policy and a close and constantdialogue with staff at all levels. Through the staffsuggestion scheme, team members are givenample opportunities to contribute to decisionmaking process and innovations in the Bank. Infact, very productive staff suggestions received in2010 have paved the way for the implementationof a number of new projects aimed at processsimplification and centralization.The two employees’ unions in our Bank havecontinued to interact and build a spirit of cooperationand commonality of purpose.Minimum Period of Notice to Employees (LA 5)The Bank does not have a policy at present on theminimum period of notice for operational changes.Hence, operational changes are usually made in
176Seylan Bank PLC Annual Report 2010line with norms prevailing in the industry, andafter consultative meetings with those affected.All staff members are informed of such changesthrough internal circulars that are also posted onthe intranet. In addition, training and awarenesssessions are conducted to educate those affected.Occupational Health and SafetyHealth and Safety Awareness (LA6)Creating a safe and secure work environment isstrictly addressed, despite a lack of formalisedmanagement-employee committees. The primaryfocus is on providing a high level of internal securitythrough a dedicated controller (intelligence andsecurity), adopting clean housekeeping practices,providing training on the proper use of appliances andequipment etc. while adopting applicable industrynorms for facilities such as lighting and ventilation.The Bank adopts an inclusive approach by welcomingsuggestions and comments from employees andrelated parties regarding these aspects.Illness and Accidents (LA7)There were no work related accidents or incidenceof occupational disease reported during the yearunder review.CategoryDisease Control Programmes (LA8)The Bank does not have formalised programmesfor the prevention of serious diseases. However, acomprehensive medical screening of employees iscarried out at entry level.Health and Safety and Trade Unions (LA 9)The Bank has a comprehensive surgical andhospitalisation insurance package and a medicalscheme, which have been implemented for severalyears with changes made from time to time based onsuggestions and recommendations from employeesand trade unions.Training and EducationTraining Hours by Employee Category(LA10 and LA11)The Bank looks at training as an investment, notonly to enhance productivity but also to motivatestaff through job enrichment and better careerprospects. Given below are the key measures ofour training efforts during the year under review.NumberEmployedNumberTrained*AverageMan-Hours ofTraining perCategoryCorporate Management 40 69 15.42Chief/Senior and other Managers 393 725 14.25Executives 932 1,442 15.68Banking Assistants/Banking Trainees 1,984 3,888 16.90Others 273 906 11.22* Exceeds number employed due to a staff member participating in more than 1 programme.The table below summarises the topics covered by these training programmes.ProgrammeNo. ofProgrammesNo. ofParticipantsMan-HoursGeneral Banking Practices 70 2,626 20,090Professional Developments 08 264 2,376Communication and Negotiation Skills 04 258 3,000Marketing and Marketing Communications 18 235 1,876HR Management and Staff Development 10 83 1,022Project Management 1 6 48Compliance and Specialised Areas 73 1,247 9,995General and Personal Development 57 2,311 19,022Total 241 7,030 57,429
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SUSTAINABILITY REPORT - Seylan Bank

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