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STRICTLY PRIVATE & CONFIDENTIAL

“INNOVATION & CREATIVE IN MANAGEMENT: BANK ISLAM’s EXPERIENCE”

Dato’ Wan Yusoff Wan IsmailGeneral Manager, Strategic Relations

INTERNATIONAL MANAGEMENT SEMINAR, 17 APRIL 2011

International Management Seminar organized by

BANKING ON INNOVATIONBANKING ON INNOVATION

The Commercial banking sector is under increasing pressure. Competition is tough and margins are constantly squeezed with new market entrants threatening established providers. The banks which are successful are those that can continue to develop and deliver profitable new products and services and provide the right channels to market these products. Innovation will increasingly be the key to success.

Customers are becoming increasingly savvy and sophisticated. The internet has given access to vast amounts of comparative information.

The ease of price comparison and value added propositions, reinforced by intense competition, means both that brand loyalty is declining rapidly and that inertia is becoming a much less significant factor in customer retention.

The highly competitive nature of today’s business needs creative and innovative ideas for dominant success. Although good service is the essence of long term success in business, novel ideas are jumping advancements; thus, a company has no chance to win this competitive game in the absence of creativity and innovation.

“Innovation is the central issue in economic prosperity.”…Michael Porter, Harvard Business School


ISSUES FOR INNOVATION LEADERISSUES FOR INNOVATION LEADER

Do we have a clear focus on the role innovation can play and the contribution that it can make to our bank/organization ?

How does our business intend to deliver superior value to customers?

How well do we understand our marketplace and customers, and how well are we able to configure products and services to meet emerging needs?

Do we have a clear understanding of our core capabilities and those of our partners, and how well can we work together to deliver innovative products and services?

Are our processes for developing and launching new products and services simple and effective?

Does the roles, responsibilities and culture in the company all support innovation; do we have effective metrics to measure and reward successful innovation?

“ Organization create competitive advantage when they have the capability to bring innovation to well matched targeted customer needs and expectations to market both fast and

efficiently”… Kaplan & Norton (2004)


INNOVATION @ BANK ISLAM INNOVATION @ BANK ISLAM

“Bank Islam has been growing from strength to strength. Each genre contributes to its success, ofr which denotes higher levels of value creation and competitive

defensibility”

Management Innovation

Strategy InnovationSystem Innovation

Product Innovation

Operational InnovationTalent Innovation


ABOUT USABOUT US


ABOUT BANK ISLAMABOUT BANK ISLAM

Malaysia is synonymous with Islamic finance, and Bank Islam, as the pioneer of Islamic banking in the country, has been at the forefront in promoting the industry domestically and abroad. Bank Islam has become the symbol of Islamic banking in Malaysia.

Since its inception in 1983, Bank Islam has continued to contribute to the infrastructural and institutional development of an advanced Islamic financial system and helped build Malaysia’s strong global reputation for the Islamic financial services industry (“IFSI”). We have also produced numerous leaders and specialists in the industry. This has helped developed Bank Islam into a well‐established and universally recognized brand.

As the flag‐bearer of the country’s Islamic financial services industry, our vision is to be “The Global Leader in Islamic Banking”.

Today, Bank Islam boasts a comprehensive list of more than 50 innovative and sophisticated Islamic banking products and services, a vast growing network of 113 branches and more than 900 self‐service terminals nationwide.

The Bank has spiraled its growth, presence and repute upwards since its early years. From the seed capital of RM80 million initially, Bank Islam’s shareholder fund swelled to RM2.5 billion as at Dec 2010, a testament to its successful long‐run growth plan.


WHO WE ARE?WHO WE ARE?


““To be the Global Leader in Islamic To be the Global Leader in Islamic BankingBanking””

““Global LeaderGlobal Leader”” is defined as being the ultimate guidance is defined as being the ultimate guidance and source of reference for innovative Shariahand source of reference for innovative Shariah--based based

products & servicesproducts & services

VISION STATEMENTVISION STATEMENT


To continually develop and innovate To continually develop and innovate globally globally accepted financial solutions in line accepted financial solutions in line with Shariah Principleswith Shariah Principles

To provide a reasonable and sustainable return to shareholdersTo provide a reasonable and sustainable return to shareholders

To To provide provide a a conducive conducive working environment and to become an Employer of working environment and to become an Employer of Choice for top talents in the marketChoice for top talents in the market

To deliver To deliver comprehensive comprehensive financial solutions of global standards using statefinancial solutions of global standards using state--ofof--thethe--art technologyart technology

To be a responsible and prudent corporate citizenTo be a responsible and prudent corporate citizen

In the performance of this corporate mission, In the performance of this corporate mission, Bank Islam shall be guided by its corporate brand values of beinBank Islam shall be guided by its corporate brand values of being: g:

A Leader, Dynamic, Professional, Caring and TrustworthyA Leader, Dynamic, Professional, Caring and Trustworthy

MISSION STATEMENTMISSION STATEMENT


CORPORATE CORE VALUESCORPORATE CORE VALUES

LEADERLEADEROur Islamic products are the Our Islamic products are the industryindustry’’s benchmarks benchmark. Reputed as the pioneer in Islamic . Reputed as the pioneer in Islamic

banking. Built the Islamic banking marketbanking. Built the Islamic banking market

DYNAMICDYNAMICProgressive and innovative Progressive and innovative ‐‐ constantly moving ahead, technologically advanced, with constantly moving ahead, technologically advanced, with

new products & servicesnew products & services

PROFESSIONALPROFESSIONALFast, efficient, responsive service. Knowledgeable and equipped Fast, efficient, responsive service. Knowledgeable and equipped to handle global to handle global

business challengesbusiness challenges

CARINGCARINGA supportive partner who is approachable, A supportive partner who is approachable, meets your business needsmeets your business needs

TRUSTWORTHYTRUSTWORTHY100% Shariah compliant products, services and principles100% Shariah compliant products, services and principles


1

10

5

8

19

165

3

12

8

105

5

5

WP Labuan

1

LOCATION BY REGION TOTAL

Central 35

Northern 24

Southern 20

Eastern 23

East Malaysia 11

Total 113

BRANCH NETWORK @ DEC 2010BRANCH NETWORK @ DEC 2010


WP Labuan

SELFSELF‐‐SERVICE TERMINALS NETWORK @ DEC 2010SERVICE TERMINALS NETWORK @ DEC 2010

Loc Type ATM CDM CQM SP Total

Branch 235 173 89 46 543

Shopping Centers 73 14 6 1 94

Academic Buildings 100 16 5 5 126

Corporate Offices 64 35 10 3 112

Others 60 7 3 0 70

Total 532 245 113 55 945

ATM – 8 CDM – 4

CQM – 1 SP - 1

ATM – 40 CDM –25

CQM – 9 SP - 4

ATM – 28 CDM – 14

CQM – 8 SP - 5

ATM – 41 CDM – 15

CQM – 7 SP - 7

ATM – 49 CDM – 26

CQM – 10 SP - 4

ATM – 34 CDM – 15

CQM – 7 SP - 1

ATM -120 CDM – 46

CQM – 21 SP - 10

ATM – 51 CDM- 24

CQM – 14 SP - 8

ATM – 21 CDM – 9

CQM – 2 SP - 1

ATM – 20 CDM – 9

CQM – 4 SP -2

ATM – 47 CDM – 21

CQM – 11 SP -5

ATM – 25 CDM – 13

CQM – 5 SP - 2ATM – 25 CDM – 10

CQM – 6 SP -1

ATM – 21 CDM – 13

CQM – 6 SP -3

ATM – 2 CDM – 1

CQM – 1 SP - 1

ATM – Automated Teller MachineCDM – Cash Deposit MachineCQM – Cheque Deposit MachineSP – Statement Printer


INNOVATION TRACK RECORDINNOVATION TRACK RECORD

Pioneering Change / Innovation Year

The first Islamic Bank 1983

Lead Arranger for Shell MDS Sdn Bhd, Malaysia’s first ringgit dominated Islamic corporate bond issuance 1990

The first Islamic Bank to be listed on local bourse 1992

The first bank in Malaysia to introduce chip‐based ATM card (Smart Card) 1992

Developed a Total Islamic Banking Solutions 1997

Lead Arranger for First Global Sukuk Inc, the world’s first Islamic global corporate Sukuk 2001

First Bank in Asia‐ Pacific region to introduce EMV compliant credit cards with chip‐based system 2002

Co‐Manager for Malaysia Global Sukuk Inc, the world’s first Islamic sovereign Sukuk 2002

First bank to offer zakat (tithe) payment facilities via ATM and credit card 2003

First bank in Malaysia to offer SMS banking services using any mobile operators 2004

First bank in South East Asia to introduce an Islamic Platinum MasterCard 2006

Introduced Wiqa’ Forward Rate Agreement, a Shariah based financial hedging tool 2006

First Islamic cross‐currency swap agreement 2007

Launched first Islamic structured and capital protected funds, An Najah NID‐i , the first Shariah based structured product with health care as the investment theme

2008

First Islamic‐based bureau de change 2008


INNOVATION TRACK RECORDINNOVATION TRACK RECORD

Pioneering Change / Innovation Year

Launched “Commodity Undertaking‐i“ an Islamic option based product 2008

Launched Al Awfar, a first‐of‐its‐kind savings –i and investment‐ i which offers cash prize 2008

The first Commercial Bank as Adviser for equity‐linked transactions 2009

Manager for the Terengganu Investment Authority RM5 billion IMTN Program guaranteed by the Government of Malaysia, a landmark 30‐yeqr issue, being the longest tenured bond issued in Malaysia, for both Sukuk and conventional bond markets

2009

First Bank to join effort with LTH in launching the Uniteller Service which enables performance of LTH transactions and Hajj registration at any Bank Islam branches nationwide.

2009

Launched Waheed‐i, the first of its kind in Malaysia, a fixed term deposit product based on the Shariah contract of Wakalah.

2010

Launched the Islamic pawn‐broking, Ar Rahnu 2010

Launched Malaysia’s first truly mobile banking service, without internet access 2010


OUR ACHIEVEMENTSOUR ACHIEVEMENTS


SUSTAINABLE PERFORMANCESUSTAINABLE PERFORMANCE

‐

200.0

400.0

600.0

800.0

1,000.0

1,200.0

1,400.0

1,600.0

June‐05June‐06

June‐07June‐08

June‐09June‐10

Dec‐10 (18 mths)

885.0 949.5 1,010.5

1,152.0 1,267.1

1,358.6

1,529.6

RM m

illion

‐

100.0

200.0

300.0

400.0

500.0

600.0

700.0

800.0

900.0

June‐05June‐06

June‐07June‐08

June‐09June‐10

Dec‐10 (18 mths)

337.5 365.4 366.7

447.3

473.7

556.9

867.1

RM m

illion

Revenue : Commendable growth in both fund based income and non‐fund based income. Consumer segment continues to be the major contributor to revenue and profits of Bank Islam.

Prudent Operating Overheads: Higher operating expenses in 2010 were incidental to business expansion and growing financing base.

Personnel costs remain the main operating cost due to larger workforce and continue investment in our talent.Higher Establishment costs due to the business expansion and investment in new IT infrastructure


COMMENDABLE PERFORMANCECOMMENDABLE PERFORMANCE

(1,400.0)(1,200.0)(1,000.0)(800.0)

(600.0)

(400.0)

(200.0)

0.0

200.0

400.0

600.0

June‐05 June‐06 June‐07 June‐08 June‐09Dec ‐ 10 (18 months)

(479.8)

(1,288.3)

236.7 308.3 233.1

503.4 RM

million

‐92

‐177

16 229 11 21

121

‐33

5976 88

104 112

June 05 June 06 June 07 June 08 June 09 June 10 Dec 10 (18 mths)

Earnings Per Share (EPS) & Net Tangible Assets Per Share (NTA/S)

(Sen) NTA/S

EPS

The improved performance underscores the continuous improvement in the Bank’s core operating franchise, sustaining a diversified revenue stream, better cost management and sound asset quality.

Cost‐to‐income ratio dropped to 54.3% from 56.7% as at June 2009 despite the Bank’s continued investments in people, technology, delivery channels and network infrastructure.


BUMPY JOURNEY IN 2005 & 2006BUMPY JOURNEY IN 2005 & 2006

Bank Islam in November 2005, for the first time in its history, reported a loss of RM480 million, largely due to high non‐performing financings from its Labuan offshore unit. It closed its financial year with a total provision of RM774 million, and total non‐performing loans of RM2.2 billion.

The problem rose due to the bank's poor credit evaluation, and insufficient depth and breadth in processing its financing compounded with the bank's risk management framework not properly established.

For final year ended June 2006, the bank had further reported a loss before zakat and tax of RM1.2bil.

Other contributing factors to the losses were the bank’s weak IT system infrastructure, non‐existence of high‐performance reward culture, absence in structured training program, inefficient business operations, undifferentiated products & services.


TOTAL ASSETS AND CUSTOMER DEPOSITSTOTAL ASSETS AND CUSTOMER DEPOSITS

15.8 14.6

19.1

23.6

27.5 30.3 30.4

13.5 14.4

17.6

20.8

25.2 26.7 26.9

‐

5.0

10.0

15.0

20.0

25.0

30.0

35.0

June‐05 June‐06 June‐07 June‐08 June‐09 June‐10 Dec‐10 (18 mths)

RM billion

Total Assets Deposits from Customers

Robust Financial PositionAssets expansion driven by strong core deposit growth.

Total customer deposits expanded by RM1.7 billion or 6.7% to RM26.9 billion as at 31 December 2010 vs. RM25.2 billion as at end‐June 2009.

Deposit growth of 6.7%, supported by the stronger core customer deposit growth of RM1.6 billion in line with the Bank’s strategy to grow its retail deposit base.

CASA was the major growth driver for deposits, accounting for more than 95% of the RM1.7 billion increase

CASA contributed 39.7% of the Bank’s deposits as compared to the banking industry average of 25%

10,664.0

2,434.0

7,875.3

2,449.6

2,968.7 312.5

105.3 78.9

DEPOSIT BY PRODUCTS (RM mil)

CASA NIDC SIA GIA


ROBUST FINANCING GROWTHROBUST FINANCING GROWTH

0

2,000

4,000

6,000

8,000

10,000

June 06June 07

June 08

June 09

Dec 10 (18 mths)

8,64

3

8,47

2

9,06

1

9,66

2

11,859

9,239.9

1,501.2

1,212.2 245.9

Consumer

Commercial

Corporate

BILOB

Net Financing (RM mil)Gross Financing Mix (RM mil)

During the 18 months under review, total net financing surged by 22.8% (or 15.2% on an annualized basis) to RM11.86 billion vs. RM9.66 billion as at end‐June 2009. The Bank’s financing growth mainly came from financing extended to the household sector which expanded by more than 30%.


CONTINUOUS IMPROVEMENT IN ASSET QUALITY CONTINUOUS IMPROVEMENT IN ASSET QUALITY

780 98

1

722

663

371

128

9.20%

11.35%

7.82%

6.74%

3.24%

1.08%

0.00%

4.00%

8.00%

12.00%

0

400

800

1,200

Jun 06 Jun 07 Jun 08 Jun 09 Jun 10 Dec 10

Net NPF Net NPF Ratio

RM’M

illio

n

Despite more stringent criteria on classification of impaired financing due to the adoption of FRS139 with effect from 2010, the net impaired financing ratio remained low at 1.1% with financing loss reserve of 76.8%

Improving Financing Loss Allowance: The total financing allowances in 2010 has decreased as compared to 2009 despite strong financing growth of 22.8% during the period under review, indicating strengthened asset quality.

Note: Figures stated prior to June 2009 are based on 6 months classification


KEY FINANCIAL INDICATORSKEY FINANCIAL INDICATORS

@ Audited accounts for FYE Dec 2010 is based on the new Financial Reporting Standard (FRS) i.e. FRS 139^ Annualized* Bank Negara Malaysia Annual Report 2010# Bank Negara Malaysia Monthly Statistical Bulletin @ Dec’2010For Audited FY June 2006 to FY June 2008, Net NPF ratio is based on 6 months classification. For Financing to deposit ratio , financing is based on net of income in suspense

Audited FY June 2005


AuditedFY June 2007

AuditedFY June 2008


Audited Dec 2010 (18 mths)

IslamicBanking System

PROFITABILITY

Return on Equity N/A N/A 23.3% 26.5% 16.5% 16.5% ^ 14.5% *

Return on Assets N/A N/A 1.4% 1.5% 0.9% 1.2% ^ 1.2% *

Cost Income Ratio 63.3% 65.4% 68.2% 60.8% 56.7% 54.3% 44.9% *

Non‐Fund Based Income Ratio 12.3% 9.4% 9.0% 7.8% 10.3% 10.8% 8.6% *

Net NPF/Impaired Financing Ratio (

12.6% 9.2% 11.4% 7.8% 6.7% 1.1% @ ‐ #

Financing Loss Coverage Ratio ) 55.3% 74.8% 67.7% 75.8% 80.8% 76.8% @ 88.6% #

Financing to Deposit 74.5% 71.3% 55.9% 50.4% 42.5% 45.7% 74.5% #

RWCR / CAFIB 9.1% (3.0%) 12.0% 12.9% 13.6% 16.5% 14.4% #


INDUSTRY & BRAND RECOGNITIONSINDUSTRY & BRAND RECOGNITIONS


REINVENTING BANK ISLAMREINVENTING BANK ISLAM


MANAGEMENT INNOVATIONMANAGEMENT INNOVATION

Management Re‐organization

“Broadening the Gene Pool”

Participative Management ‐ Collective wisdom in decision‐making process

Revamp oversight function and governance framework

Crafted a new vision, mission statement, business direction & action plan. Innovation is one of its key pillars to success, clearly defined in Bank Islam’s Mission Statement (Slides 9)

“Open Communication” – Democratizing Management

Flat Organization Structure

Divisional Outing & Teambuilding

Online Opinion

Leadership

“Walk the Talk”

Drive for Excellence

Passion

Promote “Sense of Ownership”


ENHANCED SHARIAH GOVERNANCEENHANCED SHARIAH GOVERNANCE

SHARIAH AS OVERARCHING PRINCIPLE IN BANK ISLAM

SHARIAH SUPERVISORY COUNCIL (SSC)

•Oversight accountability on Shariah matters.

BOARD OFDIRECTORS

(Overall oversight on Shariah governance structure & Shariah

compliance) BOARD RISK COMMITTEE

AUDIT & EXAMINATION

COMMITTEE (AEC)

MANAGEMENT•Ensure execution of business & operations are in accordance with Shariah principles.• Provide necessary resources, infrastructure, enablers to the SSC.

Shariah Risk Management Control Function:Identify, measure, monitor, report & control Shariah non‐compliance risk

Shariah Review Function:Review business operation on regular basis to ensure Shariah compliance.

Shariah Research Function:(under Product Development)Conduct in‐depth Shariah research prior to submission to Shariah Committee.

Shariah Audit Function:Provide independent assessment & objective assurance designed to value add & improve Bank Islam adherence to Shariah


RECOVERY MODERECOVERY MODEMoving out of crisis & return to the black

PHASE 1PHASE 12006 2006 ‐‐ 20072007

STABLE MODESTABLE MODEBuilding solid foundation for a sustainable

growth

PHASE 2PHASE 22008 2008 ‐‐ 20092009

HIGH GROWTH MODEHIGH GROWTH MODEOperational excellence &

market leader

PHASE 3PHASE 32010 2010 ‐‐ 20122012

STRATEGIC BLUEPRINTSTRATEGIC BLUEPRINT

TURNAROUND PLAN (JUNE 2006 – JUNE 09)

SUSTAINABLE GROWTH PLAN

1st pillar : Recapitalization & Balance Sheet Restructuring2nd pillar : IT Infrastructure Revamp3rd pillar : Transformation Program4th pillar : Cost Rationalization5th pillar : Human Capital Development

1st pillar: Business innovation2nd pillar: Robust risk management3rd pillar: Strengthening enabling

infrastructure4th pillar : Building capability &

capacity5th pillar: Franchise development6th pillar: Inorganic growth and

corporate expansion


STRATEGY INNOVATIONSTRATEGY INNOVATION

TURNAROUND PLAN

SUSTAINABLE GROWTH PLAN


STRATEGY INNOVATIONSTRATEGY INNOVATION……contcont

Since the introduction of the Turnaround Plan in October 2006, Bank Islam has consistently delivered commendable earnings growth, attributable to its focus on a profitable product range and well diversified customer base.

Building on the successes of the Turnaround Plan which was concluded in June 2009, the Bank launched Sustainable Growth Plan (“SGP”), a new three‐year blueprint to guide its pursuit of a quantum leap in financing and deposit taking, accompanied by growing contribution of non‐fund based income, all for the purpose of continuously strengthening its key performance indicators (“KPIs”).

Malaysia remains at the forefront of Islamic finance, recording an average growth of 20% in the past five years as it continues to take bold steps to transform itself into an international Islamic financial centre. As the nation’s pioneer Islamic bank, Bank Islam is resolute in paving the way forward for the industry through continued innovation, expansion of delivery channels, enhancement of service standards and a multitude of customer care initiatives, in line with its philosophy that “the customer is king”.


TURNAROUND PLANTURNAROUND PLAN


The Turnaround Plan comprises 5 components:‐

1st Component – Recapitalization & Balance Sheet Restructuring

2nd Component ‐ IT Infrastructure Revamp

3rd Component ‐ Transformation Programme

4th Component – Cost Rationalization Exercise

5th Component – Human Capital Development

TURNAROUND PLANTURNAROUND PLAN


TODAYTODAY’’s KEY FOCUS s KEY FOCUS ‐‐ TRANSFORMATION TRANSFORMATION PROGRAMPROGRAM

The Transformation Program consist of the following initiatives:

TransformationProgram

Board Re‐organization

Board Re‐organization

Branch Re‐modeling

Branch Re‐modeling

OrganizationalRestructuring OrganizationalRestructuring

Branch Rationalization

Branch Rationalization

Business ProcessRe‐engineeringBusiness ProcessRe‐engineering

Culture Transformation

Culture Transformation

Corporate RebrandingCorporate Rebranding


OPERATIONAL INNOVATIONOPERATIONAL INNOVATION

Corporate Rebranding To rejuvenate Bank Islam brand

Develops new core brand values

To enhance corporate image

To deliver few key messages:‐

“True Blue Islamic Bank”

“Trusted Brand”

“Bank for All”

Branch Re‐modelingTo provide convenience to customers and being more customer centric

To enhance customer experience – “New look & feel”

To upgrade the branches on layout uniformity and concept standardization

Business Process Re‐engineeringCentralized Processing

Automated Credit Scoring

Simplified documentations

Data Imaging Technology

Culture Transformation – “Change in Mindset”


NEW & REMODELLED BRANCHESNEW & REMODELLED BRANCHES

Putra Heights, SelangorKota Damansara, Selangor Alor Setar II, KedahPutra Square, Pahang


CULTURE CULTURE TRANSFORMATION TRANSFORMATION –– ““CHANGE IN MINDSETCHANGE IN MINDSET””


SUSTAINABLE GROWTH PLAN (SGP)SUSTAINABLE GROWTH PLAN (SGP)


SUSTAINABLE GROWTH PLAN SUSTAINABLE GROWTH PLAN

Key Strategy Objective Actions

Business Innovation

To continuously develop new financial solutions and product offerings that suit the ever‐evolving customer needs and benchmarked to international standards.

Research & Development for product innovation ‐ Mudharabah & Musharakah‐based financing‐ Wakaf development‐ Ar Rahn business

Innovative product packaging (Competitive pricing with value added proposition)

Robust Risk Management

To build a solid foundation for sustainable revenue generation and high quality asset portfolio as well as efficient capital allocation

Acquiring the right customer at the point of origination

Inculcating credit risk culture – “Know Your Customer”

Addressing operational risk related issues

Strengthening Enabling Infrastructure

To provide an infrastructure that would improve operational efficiency, increase productivity and reduce transactional costs.

Enhancing capability and capacity (core banking system, network infrastructure & Data Center)

Upgrading and simplifying Internet banking

Technology Refresh


PRODUCT INNOVATION & CREATIVE IN MARKETINGPRODUCT INNOVATION & CREATIVE IN MARKETING


PRODUCT INOVATIONPRODUCT INOVATION


SUSTAINABLE GROWTH PLAN SUSTAINABLE GROWTH PLAN

Key Strategy Objective Actions

Building Capability & Capacity

To attract, retain and build future human capital capabilities, to capture and retain best talents in Islamic finance as well as to ensure that employees are fully equipped with the right knowledge, capability and skills to excel and steer the Bank.

Structured Talent Development Program –“Invest in People”

Leadership Development & Succession Planning

“Employer of Choice”

Franchise Development

To establish an extensive network of branches in strategic growth locations, to expand electronic delivery channels that would enhance Bank Islam’s reach to customers as well as brand positioning that would drive business growth and sustain its competitive edges.

115 branches by 2011

“Most Trusted Brand” & “Premier Islamic Bank”– a Global Brand

Enhancing customer experience at all our touch points – Service Excellence

Inorganic Growth & Corporate Expansion

To strengthen Bank Islam’s market presence and stay ahead in an environment of heightened competition; to tap vast opportunities in the South East Asian region as well as countries with high growth potential

Strategic stake & management control

“Close to Home”

Maximize synergistic – remittance business

Knowledge sharing


BUILDING CAPABILITY BUILDING CAPABILITY –– INNOVATION COMPETENCIESINNOVATION COMPETENCIES

Bank Islam recognizes the contribution of employees, our most valuable asset. Our employees play a crucial role in gaining and enhancing our competitive edge while strengthening our operational efficiency. Our employees are vital to achieving organizational success as well as raising our corporate and shareholder’s value. Our employees play major role in our sustainable growth and is vital for Bank to remain resilient in a competitive operating environment.

We are building a workplace that promotes innovation:‐

Continuous Learning Environment

Develops and demonstrates quest for knowledge

Leads and supports the development of subordinates

Displays intellectual curiosity

Empowered teams to drive idea progression.

Looks for novel, untried and untested opportunities – “Thinking Outside the Box”

Leads and champion change


““GROWING OUR OWN TIMBERGROWING OUR OWN TIMBER””


A BIT OF MARKETINGA BIT OF MARKETING

One of the highlights of our innovation trail was the introduction of Transact at Palm (“TAP”) Mobile Banking‐i – the first truly mobile banking without Internet requirement, not only in Malaysia but also in the Southeast Asian region. This innovation will support the nation’s financial inclusion agenda.


Q & A SESSIONQ & A SESSION


“Bank Islam wishes to register its appreciation to all its stakeholders especially regulators, shareholders and customers for their unwavering commitment and continuous support especially in

transforming Bank Islam into a viable, sound, adequately capitalized and competitive banking institution, in line with its

vision to become a “global leader in Islamic banking”.

Bank Islam seeks the recognition as an integrated financial solutions provider with a panoply of innovative Shariah-based

financial products & services that respond to customer needs andrequirements.”

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