DFCC Bank at 70: Empowering People, Elevating Purpose
July 15, 2025
By Paduma Subasinghe, Senior Vice President – Chief Human Resources Officer
Building a Workforce for the Nation’s Next Chapter
Seventy years of supporting the building of a nation begins with building its people. In 2025, as DFCC Bank marks its seventh decade, it stands on a foundation laid not just with capital and policy, but with conviction – that human potential is the most enduring form of progress. Established in 1955 amid the momentum of a newly independent Sri Lanka, the Bank became a proving ground for leadership, a training ground for talent, and a quiet engine of inclusion. That legacy now enters a new chapter – one defined by adaptability, values in practice, and the belief that culture is not a backdrop, but the work itself.
Investing in Talent to Power Transformation
In 2024, DFCC Bank significantly scaled up its investment in learning and development, delivering over 100,000 hours of structured training across digital, technical, behavioural, and leadership areas. These efforts form part of a wider shift toward institutional agility and sustainable growth.
The DFCC Learning Academy, launched in the same year, has become the Bank’s internal centre of excellence. With role-based learning paths, digital certifications, and curated content, the Academy is designed to build adaptability in a rapidly evolving banking landscape. In 2025, the platform continues to expand with new modules on sustainability, customer centricity, and leadership. Integration of AI and machine learning tools has helped personalise the learning experience at scale.
Culture as a Competitive Advantage
To commemorate its 70th anniversary, DFCC Bank introduced PACCE in 2025 – a formal value framework anchored in Passion, Authenticity, Courage, Collaboration, and Excellence. PACCE now guides recruitment, employee recognition, leadership evaluation, and service delivery.
One of the Bank’s key cultural shifts has been the advancement of a performance- and values-driven ethos. A reward-for-performance framework has been embedded into career development and progression processes. Employees are assessed not only on results but also on how closely their actions align with the organisation’s values and service principles.
This evolution builds on a long-standing tradition of career mobility. In 2024, 371 internal promotions were recorded, supported by manager-led talent reviews and role-specific development planning. In 2025, PACCE-aligned leadership development is being rolled out Bank-wide.
DFCC Bank is also actively strengthening its succession pipeline. A structured development plan has been introduced to ensure consistent growth and readiness of future leaders. Individualised coaching programmes target specific strengths and areas for improvement, fostering both professional and personal development. The Bank is also building robust talent pools for critical roles, enabling early identification and support of high-potential employees. This multi-tiered approach is designed to secure long-term leadership continuity and institutional resilience.
Strengthening Workforce Diversity and Youth Engagement
In 2024, 807 new recruits joined DFCC Bank, 75% of whom were under the age of 30. Graduate Trainee and Trainee Banking Assistant programmes remain key entry points for early-career professionals, combining structured learning with mentorship and exposure to real-time operations.
Gender equity also remains a central focus. In 2024, 48.5% of all new hires were women, with women comprising 46% of the total workforce and receiving 42.5% of all promotions. The Bank maintained a 94% return-to-work rate after maternity leave.
In 2025, these efforts are being reinforced through DEI audits, inclusive leadership development, and succession planning for women. A structured reverse mentoring model is now in place, enabling younger employees to share insights with senior leaders – particularly around digital fluency and emerging customer behaviours.
Creating a Workplace Where People Thrive
DFCC Bank’s workforce of over 2,400 employees across 138 branches reflects its national footprint. In 2024, wellness initiatives included mental health sessions, ergonomic training, cycle days, and medical checks for field teams. The Bank also introduced access to in-house psychological support through a clinical psychologist, strengthening its commitment to psychological safety.
Over 1,250 employees and family members attended the Bank’s annual Christmas celebration. Sports Day saw participation from more than 1,200 staff members. These events continue in 2025 through a structured calendar and refreshed engagement platform.
The AI-powered HR Bot launched in 2024 supports policy access, leave requests, and HR services. In 2025, it is being upgraded with learning recommendations, data dashboards, and a feedback interface.
To build a transparent and inclusive workplace culture, DFCC Bank introduced the “Listening Wall” – a confidential channel where employees can speak directly to the Chairman, CEO, or CHRO about concerns, ideas, or development opportunities. This is complemented by employee engagement forums such as “Open Day” and “Breakfast with the CEO”, which foster dialogue and reinforce a speak-up culture that values integrity and trust.
People as Drivers of Customer Experience
In 2024, DFCC Bank introduced the Universal Banker Model across its branch network. Employees were trained to serve across multiple functions, improving agility and streamlining the customer journey.
In 2025, the model is being scaled further, accompanied by refreshed service protocols, cross-functional training, and PACCE-aligned service evaluation metrics. Employees are now assessed not only on speed of service, but also on empathy, problem ownership, and value creation.
The people strategy is closely tied to the Bank’s ambition of becoming the most customer-centric and agile financial institution in the country.
Embedding ESG into People Strategy
Over 1,300 employees were trained in 2024 on ESG frameworks, Sri Lanka’s Green Finance Taxonomy, and sustainability-linked lending. These sessions have been scaled to include mid-level management, credit officers, and policy developers in 2025.
ESG awareness is now being embedded into job descriptions, KPIs, and leadership scorecards. Structured flexibility, generational integration, and sustainability awareness form the pillars of DFCC Bank’s future-facing workplace model.
DFCC Bank’s status as a women-friendly, multi-generational workplace is further reinforced through policies designed for equity, flexibility, and inclusive leadership.
Recognition That Reflects Impact
In 2024, DFCC Bank’s human capital strategy was recognised internationally. The Bank was named:
- Best Bank for Sustainable Development – Sri Lanka
- Fastest Growing Retail Bank – Sri Lanka
- Banking Brand of the Year – Sri Lanka
All three honours were awarded by the Global Banking & Finance Awards and reflect DFCC Bank’s alignment of systems, culture, and strategic outcomes.
Forward with Purpose – A People Agenda for the Next Decade
DFCC Bank’s 2025 Human Capital Roadmap is built around three priorities: developing a future-ready workforce, fostering innovation-led leadership, and sustaining a performance- and values-based culture.
The Bank is also strengthening international exposure pathways for its people. New partnerships with international exchange houses are not only expanding remittance support for Sri Lankans working abroad but also opening up opportunities for overseas placements and regional secondments – offering employees the chance to gain cross-border experience, broaden their professional outlook, and contribute to DFCC Bank’s internationalisation efforts.
These priorities reflect a broader shift from operational HR to strategic talent leadership. As DFCC Bank enters its eighth decade, it remains guided by the belief that people are not just part of the strategy – they are the strategy.
At DFCC Bank, people are not a resource. They are the institution.
