Page 30 - Bank-Muamalat-AR2020

28 BANK MUAMALAT MALAYSIA BERHAD About Us Our Leadership Our Strategy
ANNUAL REPORT FY2020

CHIEF EXECUTIVE OFFICER’S

STATEMENT

Talent Management
Internally, technology is our way
We continue to develop leaders and talent to support the forward in improving productivity
growth of the Bank.
through process automation,
simplified end-to end processes
What we did and centralised documentations.
• Strengthened employee’s performance and change in
behaviour towards driving a high performance culture in
the Bank.
Given the continued economic uncertainties as Malaysia
• Appointed Regional or Branch Managers as SME contact grapples with another wave of rising infections, the Bank
points. sees a better growth for the retail investment business in
FY2021 mainly in gold-related and Ar-Rahnu businesses.
• Ensured ample training programmes to upskill and reskill The low profit rate environment is seen as beneficial for
our employees.
retail consumers, and we foresee more growth in personal
financing, auto financing and mortgage financing business.
Achievements The plan is to accelerate business growth by focusing on
better-rated customers based on the income pyramid strategy,
• Provided online training programmes for employees that introducing new innovative products, and staying agile in
are accessible even outside of the office network. defending asset quality. This will be balanced with continued
growth on low cost fund deposits in the form of current and
• 16 online learning programmes were implemented in savings accounts (“CASA”) in view of the low profit rate
FY2020. environment and to fortify capital and liquidity conservation.

Technology and digital transformation continue to be key
Towards a Sustainable Future
and will be driven by providing an effective digital solution
The year ahead holds promise for a more sustainable that combats fraud, enhances customer experience and meets
future, though perils are still at play. However, the Bank is BNM’s regulations. On this front, continued collaborations
confident that the efforts made to steer towards Value Based will be actively sought and leveraged towards realising a
Intermediation and shape sustainability into every aspect of seamless digital channel and more digital solutions. Internally,
our operations, our culture and our mindset will stand us in technology is our way forward in improving productivity
good stead. through process automation, simplified end-to-end processes
and centralised documentations.
Moving ahead, the Bank will remain guided by the pillars
of RISE24 strategy in becoming more competitive whilst The Bank’s risk and compliance culture will be further
espousing sustainable values; towards building a Strong Risk strengthened by implementing an effective compliance
Culture, an ICT Driven Business, Shariah Innovations and management programme for robust enforcement of regulatory
staying steadfastly Earnings Oriented. Our seven (7) strategic requirements as well as managing legal and reputational risk
areas are aligned to the current situation and provides a through enhanced risk management processes.
robust milestone to work towards. The Bank’s priorities are
to maintain resilient growth in the midst of the challenging
economic landscape while still addressing the strategic focus
areas as outlined in the business plan.