Page 52 - Bank-Muamalat-Annual-Report-2021

50 BANK MUAMALAT MALAYSIA BERHAD
ABOUT US OUR LEADERSHIP OUR STRATEGY OUR PERFORMANCE

OUR VALUE CREATION

MODEL

Through the use of our robust capitals, prudent strategy and resource allocation,

the management of risk and strong corporate governance - our value creation model
continued to deliver values for our stakeholders.

OUR CAPITAL HOW WE CREATE VALUE

Our Businesses
INPUT
Retail Corporate Commercial
Financial Capital Intellectual Capital Banking Banking Banking
• Total Assets: RM27.57 billion • An established Islamic bank
• Shareholders’ equity: with more than 20 years of
RM2.75 billion sustainable growth as the
• Deposits and Investment 3rd full-fledged Islamic RISE24 Strategic Focus Areas
Accounts: RM23.33 billion institutions Overarched by Value Based Principles and
• Strategic partnership with Supported by Risk and Compliance Culture
organisations, institutions and
agencies
Manufacturing Capital 01 02
• Continuous effort in growing
• Dedicated 67 branches and 2 ESG-compliant products and Resetting Disciplined Balance
Sales centres services Target Market Sheet Management
• 236 self service terminals
nationwide
• Vast digital outreach which 03 04
are i-muamalat mobile apps, Social & Relationship Capital Digital Data
retail and corporate internet • More than 600,000 customers Transformation Monetisation
banking, • Embracing value-based
QR Payment for merchant financing to meet the VBIs
• Digital application platform as well as EES practices
that is friendly user: Muamalat 05 06
Application Platform (MAP) Enhance Continuous Process
and Online Deposit Account Natural Capital Infrastructure Improvement & Shariah
Application (ODA) Innovation
• Ar-Rahnu Online Auction • Our natural resource
consumption in supporting
our businesses 07
• Our continuous commitment
Human Capital towards climate change Develop Talent Management
• A diverse workforce of 2,139 • Our initiatives that promotes
employees positive environmental impact
• A differentiated culture that is
customers and service centred
values with strong governance, The value creation
risk and compliance culture process is driven by
• We spent more than RM2.3 EES practices and
million on training and skills anchored by the Bank’s
development programmes governance, risk & Care Respect
compliance

STRONG GOVERNANCE OVERSIGHT
Bank Muamalat is committed Our diverse and knowledgeable Board of Directors We ensure established and comprehensive internal and external
to the highest standards of ensures best practices are adopted while providing risk management processes, policies and frameworks are in place
governance, ethics and integrity oversight to the Management Committee in creating to continuously deliver and sustain the Bank’s value propositions
long-term shareholder and stakeholder value