Page 49 - Bank-Muamalat-AR2020

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Governance
Our Performance Sustainability Statement Our Governance Our Numbers Other Information

Through the use of our robust capitals, prudent strategy and resource allocation, the management of risk and strong corporate governance - the Bank’s business model continues to deliver value for its stakeholders.

Social & Relationship
Financial Capital Manufactured Capital Human Capital Intellectual Capital Natural Capital
Capital
• Boost deposits for various target • Continuous • Continued focus on • Continuous • Financial planning • Completed
markets especially on low cost or improvement in mobile employee engagement strategic advisory for selective replacement of LED
sticky deposits apps and internet programmes partnership with local communities bulbs for HQ
• Sustained long term business growth banking to increase • Certification programmes local Islamic • Regular engagements • VBI consideration
and profitability focusing on new customer experience to enhance employees’ state councils in with suppliers and is included in credit
strategic focus areas while using our standards of excellence as managing Wakaf vendors decision making
Value • Continue to focus on financing banking services well as business mastery to Muamalat • Introduced Jariah especially for the
Creation growth using the key areas targeted • Launched Muamalat enhance business acumen • Continuous Fund, a social welfare non-retail segment
engagement with
Application Platform
approach
Process • Improve asset quality with close (“MAP”) in October • Continuous knowledge digital platform crowdfunding
sharing, engagement,
platform to generate a
monitoring of potential new 2020 that allows mentoring and talent players sustainable impact on
customers to apply for
impaired financing financing online development • Continuous the economy
marketing on social
• Drive productivity as well • Introduce web and mobile media to ensure
as efficiency through digital supported e-training & wider outreach
transformation and operational e-learning
excellence • Revision of flexible working
hours to ensure employee
well-being

• RM426.1 million profit paid to • Mobile apps subscriber • Diversity of workforce – • MoU with Wahed • RM1.4 billion financing • Financing for
depositors increased by 32.3% Employee: Investment for asset through preserving natural
• Profit before tax was RM175.0 million • Penetration rates of Male: 1,001 (49.2%); digital investment pembiayaan pengurusan environment was
Female: 1,033 (50.8%)
kewangan
• Common Equity Tier I at 15.49% digital based platform • Average training hours per channels • Achieved 91% RM228 million for
FY2020
has seen a rise in the
• CASA grew by 31.6% y-o-y number of active employee: 58.4 hours complaints resolution
• CASA to total deposits ratio was customers: within 2 working days
FY2020 36.1% i. Retail Internet • Customer satisfaction
Outcomes • Return on Equity at 6.84% banking - increased to 84% as
FY2020: 56.4%
compared to 81% in
• Lowest gross impairment ratio of (FY2019: 48.3%) the preceding financial
1.07%
ii. Mobile banking - year
FY2020: 21.4% • RM6.81 billion
(FY2019: 13.8%) financing outstanding
• More than 500 accounts that positively impacts
that applied through the economy, society
MAP have been and environment
approved • Jariah Fund collected
RM40,415.00 for a total
of 11 on-going projects
• A clear trade-off for this capital can • Our investment • Investment in the form • An essential amount • The Bank supports • As part of our effort
be seen through our commitment in in digital banking of Financial capital was of investment has the local community to promote VBI
our long-term investment to ensure platforms as well expended on programmes been expended through Financial, compliant practices
the Bank’s sustainable growth as physical services and trainings for functional, on intellectual Human and and optimise our
though this is somehow moderated are essential to social and leadership capital through Manufactured capital. resources to ensure
with our cost optimisation especially us as we believe development. our financial and The Bank views marginal impact to
for our investments in digitalisation building continuous human capital to this as an essential the environment,
Trade-Offs and process improvement. relationships with the drive productivity trade-off as the investment in the
form of financial
resources used will
and efficiency.
customers and making
their transactions easier lead to wider reach, capital has been
will help us grow and better networking, expended to ensure
sustain our business improved brand more efficient
thus improving all our awareness and technologies and
capitals in the long opportunities to serve environmental
term. a diverse community. awareness in our
operations.
THE VALUE CREATION PROCESS IS DRIVEN BY EES PRACTICES AND ANCHORED BY THE BANK’S GOVERNANCE, RISK & COMPLIANCE
INTEGRITY INNOVATIVE SERVICE ORIENTED