UNLOCKING PROSPERITY - FINANCIAL DASHBOARD
By generating enhanced shareholder value and fostering financial resilience among our customers, we drive sustainable growth and stability.
|
Bank |
Group |
| For the year ended 31 December |
2024 LKR Mn |
2023 LKR Mn |
Change % |
2024 LKR Mn |
2023 LKR Mn |
Change % |
| Results for the Year (LKR Mn) |
| Gross Income |
99,383 |
132,326 |
(25) |
102,204 |
134,473 |
(24) |
| Operating profit before tax on financial services |
24,343 |
10,096 |
141 |
25,691 |
10,904 |
136 |
| Taxation |
15,313 |
4,725 |
224 |
15,799 |
5,046 |
213 |
| Profit for the year |
9,030 |
5,370 |
68 |
9,892 |
5,858 |
69 |
| Profit attributable to equity holders of the parent |
9,030 |
5,370 |
68 |
9,794 |
5,759 |
70 |
| Gross dividends for the year* |
- |
1,997 |
- |
- |
1,997 |
- |
|
| Assets and Liabilities (LKR Mn) |
| Deposits for customers |
631,683 |
615,644 |
3 |
631,081 |
615,232 |
3 |
| Gross loans and receivables |
509,777 |
496,068 |
3 |
509,850 |
496,148 |
3 |
| Total assets |
795,686 |
779,899 |
2 |
803,780 |
786,959 |
2 |
| Total equity (stated capital and reserves) |
77,665 |
70,148 |
11 |
82,743 |
74,471 |
11 |
|
| Profitability (%) |
| Net interest margin |
4.34 |
3.96 |
10 |
4.34 |
3.98 |
9 |
| Return on assets (before taxes) |
3.09 |
1.25 |
147 |
3.23 |
1.34 |
141 |
| Return on equity |
12.22 |
8.03 |
52 |
12.46 |
8.11 |
54 |
| Cost to income ratio |
36.91 |
30.41 |
21 |
38.04 |
32.01 |
19 |
|
| Asset Quality (%) |
| Impaired loans (stage 3) ratio |
5.18 |
8.58 |
(40) |
5.18 |
8.58 |
(40) |
| Impairment (stage 3) to stage 3 loans ratio |
54.48 |
41.11 |
33 |
54.48 |
41.11 |
33 |
| Total impairment allowance as a % of gross loans and advances |
9.63 |
8.75 |
14 |
9.99 |
8.75 |
14 |
|
| Investor Information (LKR) |
| Net asset value per share |
186.91 |
175.60 |
6 |
199.13 |
186.43 |
7 |
| Market value per share - as at 31 December |
113.25 |
64.90 |
74 |
N/A |
N/A |
- |
| Earnings per share - basic |
21.73 |
12.92 |
68 |
23.57 |
13.86 |
70 |
| Earnings per share - diluted |
21.66 |
12.92 |
68 |
23.50 |
13.86 |
70 |
| Price earnings (times) |
5.21 |
5.02 |
4 |
N/A |
N/A |
- |
| Dividend per share * |
- |
5.00 |
- |
N/A |
N/A |
- |
| Dividend cover (times) * |
- |
2.58 |
- |
N/A |
N/A |
- |
| Dividend yield (%) * |
- |
7.70 |
- |
N/A |
N/A |
- |
| Market capitalisation (LKR Mn) |
47,057 |
25,925 |
82 |
N/A |
N/A |
- |
| Total leverage (times) |
10.25 |
11.12 |
(8) |
9.55 |
10.37 |
(8) |
* The Board of Directors will consider a declaration of dividends for the year in due course. Therefore, the Dividend Cover and Dividend Yield for the year 2024 are not disclosed.
|
2024 |
2023 |
Change
in
ppts ** |
2024 |
2023 |
Change
in
ppts ** |
| Regulatory ratios (%) |
Statutory liquid Assets Ratio:
Capital Adequacy Ratios (under Basel III Standards) |
|
|
|
|
|
|
| Common Equity Tier 1 Capital Ratio (Minimum Requirement - 7%) |
13.68 |
11.67 |
2.01 |
14.24 |
12.22 |
2.02 |
| Tier 1 Capital Ratio (Minimum Requirement - 8.5%) |
13.68 |
11.67 |
2.01 |
14.24 |
12.22 |
2.02 |
| Total Capital Ratio (Minimum Requirement - 12.5%) |
19.09 |
15.90 |
3.19 |
19.50 |
16.35 |
3.15 |
| Leverage Ratio (Minimum requirement - 3%) |
7.46 |
6.74 |
0.72 |
7.89 |
7.15 |
0.74 |
| Liquidity Ratios (under Basel III Liquidity Standards): |
|
|
|
|
|
|
| Liquidity Coverage Ratio (%) - Rupee (Minimum Requirement - 100%) |
358.12 |
309.61 |
48.51 |
N/A |
N/A |
|
| Liquidity Coverage Ratio (%) - All Currency (Minimum Requirement - 100%) |
308.26 |
228.58 |
79.68 |
N/A |
N/A |
|
| Net Stable Funding Ratio % (Minimum Requirement - 100%) |
152.43 |
142.26 |
10.17 |
N/A |
N/A |
|
|
Goals |
Achievements |
| Financial Achievements & Goals |
2024 |
2023 |
2022 |
2021 |
2020 |
| Financial Indicators - Bank |
| Return on assets (before taxes) (%) |
Over 1.5% |
3.09 |
1.25 |
0.26 |
1.55 |
1.59 |
| Return on equity (%) |
Over 12% |
12.22 |
8.03 |
4.75 |
12.27 |
13.13 |
| Growth in total operating income (%) |
Over 20% |
1.37 |
5.11 |
37.75 |
22.06 |
7.43 |
| Cost to income ratio |
Below 40% |
36.91 |
30.41 |
26.65 |
33.65 |
37.00 |
| Growth in profit after tax (%) |
Over 20% |
68.15 |
84.61 |
(54.28) |
15.04 |
8.19 |
| Growth in total assets (%) |
Over 15% |
2.02 |
(6.35) |
18.14 |
12.13 |
18.36 |
|
| Capital Adequacy Ratios - Bank |
| Common Equity Tier 1 Capital Ratio - (Minimum requirement - 7.0% in 2024) |
Over 9% |
13.68 |
11.67 |
9.34 |
10.01 |
9.17 |
| Total Tier 1 Capital Ratio - (Minimum requirement - 8.5% in 2024) |
Over 9% |
13.68 |
11.67 |
9.34 |
10.01 |
9.17 |
| Total Capital Ratio - (Minimum requirement - 12.5% in 2024) |
Over 13% |
19.09 |
15.90 |
13.35 |
15.42 |
14.32 |
UNLOCKING PROSPERITY - ENVIRONMENT SUSTAINABILITY DASHBOARD
As a financial institution, although the direct environmental impact from our operation is limited, we understand that there are significant environmental implications stemming from the value chain, extending from upstream activities to downstream impacts arising from our lending projects. Therefore, the Group actively advocates for sustainable environmental practices and environment positive decisions from within and outside the organisation.
| |
Unit |
2024 |
2023 |
2022 |
Renewable energy
NDB is a lender to renewable energy (RE) projects in Sri Lanka |
|
|
|
|
| Disbursements for RE projects (to date including Equity Finance) |
LKR Bn |
22.9 |
22.9 |
24.3 |
| Capacity funded |
MW |
347 |
347 |
337 |
| GHG emissions and other harmful gases avoided |
tCO2e |
739,264 |
739,264 |
739,264 |
Reducing carbon emissions
The Bank computed and verified its GHG emissions inventory in partnership with the Sri Lanka Climate Fund as a first step to formulating its action plan for achieving net zero |
|
|
|
|
| Carbon footprint |
tCO2e |
5,067 |
5,510 |
5,365 |
| Carbon intensity (Based on Gross Income) |
tCO2e/LKR Mn |
0.05 |
0.04 |
0.05 |
| Climate positive projects |
|
|
|
|
| Trees planted (Let’s Grow reforestation project at Himbiliyakada Matale). The planting of these trees were concluded in 2022 and were nurtured to maturity till 2024 |
No. |
3,000 |
3,000 |
3,000 |
Environmental literacy programmes
The Bank conducts awareness sessions to address contemporary environmental issues |
|
|
|
|
| Sessions conducted (both physical and virtual) |
No. |
25 |
N/A |
66 |
| Beneficiaries |
No. |
>4,360 |
N/A |
>7,000 |
UNLOCKING PROSPERITY - SOCIAL DASHBOARD
Built on the power of collaboration and connections, we’re creating a shared space that uplifts the lives of those around us. We’re nurturing an inclusive environment that enables us to foster longstanding relationships with diverse communities and support them on their onward journey towards fulfilment.
| |
Unit |
2024 |
2023 |
2022 |
Diversity and inclusivity
The Bank has obtained and continues to comply with the EDGE Certification for gender equality at the workplace |
|
|
|
|
| Female representation at senior management levels |
% |
28 |
24 |
31 |
Women empowerment
Through the Banking on Women initiative and Sri Lanka Vanithabhimana initiative the Bank drives women’s socio-economic empowerment |
|
|
|
|
| Participants from across the country |
No. |
-* |
>2,700 |
>2,700 |
| Cumulative high performing females recognised at the grand finale |
No. |
92 |
69 |
45 |
Financial inclusion
The Bank drives socio-economic empowerment through lending to unbanked/underprivileged sections |
|
|
|
|
| First time mortgage customers |
No. |
513 |
130 |
200 |
| Lending to first time mortgages |
LKR Mn |
3,493 |
977 |
2,018 |
| Lending to small-business owners |
LKR Mn |
2,044 |
2,095 |
3,654 |
| Community engagement |
|
|
|
|
| Investment in Corporate sustainability initiatives |
LKR Mn |
6.3 |
8.6 |
8.0 |
UNLOCKING PROSPERITY - ETHICAL GOVERNANCE DASHBOARD
The Bank is founded on strong ethics and governance. This has enabled to forge ahead even in the most tumultuous conditions with perseverance and resilience.
| |
Unit |
2024 |
2023 |
2022 |
Responsible lending practices
The Bank has implemented a comprehensive ESMS system to embed social and environmental consciousness to lending decisions. |
|
|
|
|
| No. of loans screened |
% |
100 |
100 |
100 |
| Employees trained on ESMS |
No. |
985 |
453 |
650 |
| Employee training hours |
Hours |
534.5 |
1,043 |
786 |
| Risk management |
|
|
|
|
| Instances of non-compliance |
No. |
None |
None |
None |
UNLOCKING PROSPERITY - HUMAN CAPITAL DASHBOARD
Our employees play a pivotal role in driving business operations, facilitating superior customer experiences and ultimately ensuring the successful delivery of the NDB brand promise. As such, we remain steadfast in our commitment to supporting and nurturing them, through a holistic value proposition.
TEAM NDB
| Employees by Gender and Region |
Female |
Male |
Grand Total |
| Western |
1,040 |
1,205 |
2,245 |
| Southern |
53 |
73 |
126 |
| North Western |
50 |
91 |
141 |
| Central |
46 |
81 |
127 |
| Sabaragamuwa |
25 |
55 |
80 |
| Northern |
27 |
48 |
75 |
| Eastern |
19 |
39 |
58 |
| North Central |
12 |
30 |
42 |
| Uva |
9 |
17 |
26 |
| Total |
1,281 |
1,639 |
2,920 |
| Employees by Contract and Region |
Permanent |
Contract |
Trainee |
Total |
| Western |
1,869 |
319 |
57 |
2,245 |
| Southern |
107 |
12 |
7 |
126 |
| North Western |
122 |
17 |
2 |
141 |
| Central |
107 |
14 |
6 |
127 |
| Sabaragamuwa |
66 |
9 |
5 |
80 |
| Northern |
65 |
6 |
4 |
75 |
| Eastern |
55 |
|
3 |
58 |
| North Central |
36 |
2 |
4 |
42 |
| Uva |
25 |
|
1 |
26 |
| Total |
2,452 |
379 |
89 |
2,920 |
| Employees by Contract and Gender |
Male |
Female |
| Permanent |
1,380 |
1,072 |
| Contract |
224 |
155 |
| Trainee |
35 |
54 |
| Total |
1,639 |
1,281 |
| Employees by Staff Category and Gender |
Male |
Female |
| Senior Management & above |
28 |
11 |
| Executive |
807 |
490 |
| Non-Executive |
804 |
780 |
| Total |
1,639 |
1,281 |
| Employee by Age and Gender |
Male |
Female |
| 18-30 years |
670 |
735 |
| 31-55 years |
946 |
536 |
| Over 55 years |
23 |
10 |
| Total |
1,639 |
1,281 |
| Employees by Staff Categories and Age |
18-30 years |
31-55 years |
55 years and above |
| Senior Management & above |
0% |
72% |
28% |
| Executive |
10% |
88% |
2% |
| Non-Executive |
80% |
20% |
0% |
TALENT ATTRACTION, RETENTION AND TURNOVER
| Recruitment by Region |
Number |
Percentage |
| Central |
24 |
3.2% |
| Eastern |
14 |
1.8% |
| North Central |
11 |
1.5% |
| North Western |
26 |
3.4% |
| Northern |
34 |
4.5% |
| Sabaragamuwa |
18 |
2.4% |
| Southern |
31 |
4.1% |
| Uva |
2 |
0.3% |
| Western |
598 |
78.9% |
| Turnover by Region |
Number |
Percentage |
| Central |
15 |
4.9% |
| Eastern |
6 |
1.9% |
| North Central |
5 |
1.6% |
| North Western |
9 |
2.9% |
| Northern |
12 |
3.9% |
| Sabaragamuwa |
14 |
4.5% |
| Southern |
7 |
2.3% |
| Uva |
0 |
0.0% |
| Western |
240 |
77.9% |
| Recruitment by Age |
Number |
Percentage |
| 18-30 years |
609 |
80% |
| 31-55 years |
147 |
19% |
| Over 55 years |
2 |
1% |
| Recruitment by Gender |
Number |
Percentage |
| Male |
416 |
55% |
| Female |
342 |
45% |
| Turnover by Age |
Number |
Percentage |
| 18-30 years |
121 |
39% |
| 31-55 years |
183 |
59% |
| Over 55 years |
4 |
2% |
| Turnover by Gender |
Number |
Percentage |
| Male |
130 |
42% |
| Female |
178 |
58% |
PERFORMANCE MANAGEMENT
| Percentage of Staff Receiving Regular Performance Appraisals |
Male |
Female |
| Senior Management |
73% |
27% |
| Management |
70% |
30% |
| Executive |
60% |
40% |
| Non-Executive |
47% |
53% |
| Specialised Sales Force |
95% |
5% |
GROWING OUR EMPLOYEE CAPABILITIES
| Average Training Hours per Category |
Number of hours |
| Senior Management & above |
5.5 |
| Executive |
7.1 |
| Non-Executive |
7.5 |
| Investment in Training |
LKR Mn |
| 2020 |
18.67 |
| 2021 |
19.63 |
| 2022 |
17.00 |
| 2023 |
39.26 |
| 2024 |
64.42 |
| Training Delivery in 2024 |
|
|
|
|
| Learning Platform Used |
No. of Hours |
No. of Staff |
No. of Hours (%) |
No of Staff (%) |
| E-learning |
48,243 |
13,905 |
13.9 |
46.4 |
| Physical |
296,266.5 |
15,788 |
85.6 |
52.7 |
| Virtual |
1,550.5 |
285 |
0.4 |
1.0 |
