GROWTH OPPORTUNITIES Opportunities Our Approach 1. Customers’ growing expectations for a faster account opening process 2. Demand for improvement via digitalisation for merchants and vendors 1. Development of Virtual Account Opening (VAO) processes, including collaboration with eChannels to promote a faster on-boarding process for new accounts 2. Promoting GO Biz by BIMB app & Terminal to achieve high subscription growth and reduce paper wastage OUTLOOK AND STRATEGIC PLANS Under the new Deposits & Cards structure, DCM is taking a prudent and sustainable approach to overall deposit growth. In the short term, we are focused on strengthening our product standing in the market through a key product rebranding initiative that will commence in 2023. We are also exploring opportunities to enhance our products continuously by leveraging the Bank's digitisation and ESG-related agenda. This is crucial for product differentiation and meeting the growing demand for seamless banking products and services from both individual and non-individual segments. To achieve our deposit targets while fostering stronger relationships between our customers and sales team, the Bank will collaborate extensively with relevant agencies and corporate interests to enable bulk deposit holding within DCM while creating deposit-taking opportunities for our sales team. Looking ahead, we anticipate further advancements in banking technology, particularly those involving Artificial Intelligence, over the next five years. These developments will support the industry's efforts to create a more socially and environmentally responsible banking environment. At BIMB, we are committed to re-engineering our platform for Deposits & Cards products to deliver entirely seamless banking solutions that are customer-centric and aligned with our ESG agenda. We believe this approach will enable us to provide more value to our customers and contribute to a sustainable future for all. KEY RISKS AND CHALLENGES Risks & Challenges Mitigation Strategies 1. eBanker Pro launch delayed by technical disruptions 2. Price war among industry players intensified Dedicated teams were formed to address these challenges: 1. Customer Enquiries – set up an end-to-end resolution service 2. System Error & Testing – collaborated with IT and vendor to deliver solutions DCM initiated time-bound campaigns incorporating revisions on profit rates (MaxCash 5.7% and TDT 4.4%) offered to attract more customers Management Discussion & Analysis Bank Islam Malaysia Berhad 79 01 05 03 07 02 06 09 04 08
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