Bank Islam Integrated Annual Report 2020

Key Message About Our Repor t Over v iew of Bank I s lam RECOVERY IS IMPORTANT, BUT GROWTH IS ESSENTIAL Bank Islam is working hard to support not just our own, but the recovery efforts of our critical stakeholders by seeking opportunities to actively participate and contribute. The immediate priority is to realign our systems, processes, people and plans, which will ensure that all of us (including our stakeholders) can ƹɁʍȶƺlj ƹƃƺȟ ɽɁ Ɂʍɨ ɥɨljӸ:ÝřŽA ɽɨƃȚljƺɽɁɨʰ of steady growth. Ślj ȃƃʤlj ɰljljȶ ƃ ǁɨƃɰɽȈƺ ɰȃȈǹɽ Ȉȶ ɽȃlj trends and demands, which will pave ɽȃlj ʥƃʰ ǹɁɨ ƹʍɰȈȶljɰɰljɰ Ȉȶ ɽȃlj ɥɁɰɽӸ:ÝřŽA era. Some of the focus areas could be e-commerce and its enabling solutions such as contactless payment and deliver y methods ; r ise in the gig economy; reskilling and upskilling of talent and workforce; remote and virtual meet ings and solut ions etc . The expectation for businesses from this point is to remain agile and responsive to these growing trends, and promote resilient growth by contributing to positive social and environmental impact. In short, we cannot lose sight of the future – where we want to be, the kind of business we want to evolve to, and the greater purpose that we wish to fulfil for our organisation, our people as ʥljȢȢ ƃɰ Ɂʍɨ ɥȢƃȶljɽӝ Žȶ ѵѳѵѳӗ ʥlj ǁȈǁ ȶɁɽ miss the mark on our deliberations in relation to the reorganisation of Bank Islam to take over BIMB Holdings Berhad as a listed entity, enabling us to perform better as a more focused banking and ǹȈȶƃȶƺȈƃȢ ȈȶɰɽȈɽʍɽȈɁȶӝ Ślj ƃȢɰɁ ƺɁȶɽȈȶʍljǁ ɽɁ ɽȈlj ȢɁɁɰlj ljȶǁɰ ɽɁ ɨɁȢȢӸɁʍɽ ¸K ĀѵѸӗ Ɂʍɨ five-year strategic roadmap, which was formally unveiled towards the end of ѵѳѵѳӝ ěȃȈɰ ȴȈǁӸɽljɨȴ ƹʍɰȈȶljɰɰ ɥȢƃȶ ʥȈȢȢ propel Bank Islam as the leading provider of end-to-end Islamic financial solutions that are fully Shariah and ESG- compliant, and to emerge as one of the ɽɁɥ Ѵѳ ɰɽɨɁȶǼljɰɽ ŽɰȢƃȴȈƺ ƹƃȶȟɰ Ȉȶ ɽȃlj world. yɁɨ ѵѳѵѴӗ ʥlj ȃƃʤlj ȈǁljȶɽȈǹȈljǁ ɰɥljƺȈǹȈƺ ȈȶȈɽȈƃɽȈʤljɰ ʍȶǁljɨ Ɂʍɨ ɰljʤljȶ ƹʍȈȢǁȈȶǼ ƹȢɁƺȟɰ Ɂǹ ¸K ĀѵѸӗ ȶƃȴljȢʰӗ Propel Real Economy; Persevere with Green Economy; Implement Integrated Wealth Management Business Model; Deploy Digital Bank; Advance Digitalisation; Uplift Social Finance Nurturing; and Enforce Cost Management Initiatives for OPEX and CAPEX. Ślj ƃɨlj ƺɁȶǹȈǁljȶɽ ɽȃƃɽ by leveraging on our strengths as a group to deliver our diversified and innovative offerings, we will be able to meet our year-on-year targets and SMART KPIs ( S pecific, M easurable, A ttainable, R elevant and T imely) set over ɽȃlj ȶljʯɽ ǹȈʤlj ӯѸӰ ʰljƃɨɰӝ Čʍɨɥƃɰɰ ĄÃѴѳѳ ƹȈȢȢȈɁȶ ƃɰɰljɽ ɰȈ˃lj through organic growth and expansion into the digital banking space Ąljǁʍƺlj :ɁɰɽӸɽɁӸŽȶƺɁȴlj ɽɁ ԿѸѳՐ via automation, optimisation and cost management as well as enhancement in income Nurture & retain a high-performing pool of talents with employee engagement score at par with Malaysia’s Best Employer’s norm AɁʍƹȢlj KČ{Ӹɨƃɽljǁ ǹȈȶƃȶƺȈȶǼ ƃɰɰljɽɰ to deliver sustainable long-term performance, ensuring no negative external impact Žȶƺɨljƃɰlj ÇɁȶӸǹʍȶǁ ƹƃɰljǁ ȈȶƺɁȴlj ӯÇy9ŽӰ ƺɁȶɽɨȈƹʍɽȈɁȶ to ensure earning diversification Create positive social impact through social f inance initiatives particularly in nurturing bankable customers ČʍɰɽƃȈȶ ɰʍɥljɨȈɁɨ Ȉȶǁʍɰɽɨʰ ĄÝK ԾѴѸՐ to reward shareholders for their commitment and support LEAPING FORWARD: PLOTTING OUR PROGRESS 9K:ÝÎÇ{ ě‰K :‰ ÃĀŽÝÇ ŽÇ ȉ ĄŽ ‰ӳKČ{ ěÝě ¸ yŽÇ Ç:Ž ¸ SOLUTION ŚŽě‰ ¸K AKĄČ‰ŽĀ ŽÇ AŽ{Žě ¸ 9 ǶŽÇ{ ÇA ČÝ:Ž ¸ yŽÇ Ç:K CHARTING OUR FUTURE THROUGH 18 MESSAGE FROM THE CHIEF EXECUTIVE OFFICER