Page 70 - Bank-Muamalat-Annual-Report-2021

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

CORPORATE

BANKING

CORPORATE BANKING
Bank Muamalat’s As at end of 2021, CBD managed in excess of RM5.5 billion in financing
assets with 30% of the financing assets granted to the Financial and
Corporate Banking
Insurance/Takaful sector; 20% to Real Estate sector; 15% to Manufacturing
Division (“CBD”) sectors and 13% to Wholesale & Retail Trade sector.
manages the Bank’s Performance Review

corporate profile
For the past four years, the Bank’s Corporate Banking Division (CBD) has
customers, looking into recorded an average growth of 4% (approximately RM190 million). The drop
in CBD assets of RM415 million compared to FY2020 was mainly due to the
their financing needs
impact of the recalibration exercise which involved the bulk of financing assets
and monitoring the being transferred to the Commercial Banking Division. The drop in assets reflect
lower trade transactions when businesses categorised under non-essential
end-to-end process
goods or services were temporarily closed during the MCO.
of providing business
Another challenge encountered by Bank Muamalat during FY2021, was the
financing to the procurement of optimum manpower. This was mitigated through the timely
customers. CBD focuses recruitment and sourcing of talents, an improved remuneration package to
retain identified performing staff, and a coaching programme with module
on good quality assets endorsed by HCD and CBD.
with good payment Faced with competition in securing working capital facilities (ie Trade, MRF and
capability in order MCash facilities) utilisation from customers for year-end assets, the Division
embarked on aggressive marketing on low utilisation rate customers to
to maintain low Non- boost assets. Competitive pricing was offered to secure utilisation from these
Performing Assets while customers.

growing the division’s Additionally, there was also the issue of a high scheduled payment of RM403
profit. million in FY2021, which was partly mitigated by steps such as:
• Quick response to customer’s complaints and requirements to ensure a
consistent relationship, thus, minimising competition from other financial
institutions in terms of product offering, rates and services.

• Improved turnaround time and timely approval, especially on special
packages.