01 SETTING THE CONTEXT 02 DEVELOPING OUR STRATEGIC DIRECTION Operating Environment See page 43 Our value creation is shaped by factors such as economic conditions, regulations, and customer behaviour. Adapting to these elements is crucial for the Group to remain competitive and relevant. Stakeholder Engagement See page 38 We stay ahead of stakeholders’ evolving needs by adopting an integrated approach to decision making and management, which enables us to deliver long-term value and maintain our position as a top Islamic bank in Malaysia. IV EM CU GR LC Investors Employees Customers Government and Regulators Local Communities Key Risks & Mitigation See page 56 We proactively manage risks and capitalise on opportunities to grow our business and enhance longterm value, given the potential impact of these factors. CR MR LR OR Credit Risk Market Risk Liquidity Risk Operational Risk ITR SNC RCR CR Information Technology (IT) Risk Shariah NonCompliance (SNC) Risk Regulatory/ Compliance Risk ClimateRelated Risk Material Matters See page 48 To create sustainable value, we prioritise issues that significantly impact business and stakeholder value. We employ the materiality principle to guide our strategies and business decisions. SRF Sustainable and Responsible Finance CESF Community Empowerment and Social Finance CX Customer Experience SSC Sustainable Supply Chain TD Talent and Development CRO Climate Risks and Opportunities GGC Good Governance and Conduct EHS Employee Well-being, Health and Safety DPS Data Privacy and Security DI Diversity and Inclusion EEI Emissions and Environmental Impact Our Strategic Roadmap: LEAP25 See page 60 Our LEAP25 strategy is shaped based on market and stakeholder needs, thus reinforcing our status as a Value-based Intermediary (VBI). SP RE CC Sustainable Prosperity Real Economy Customer- centricity VBC CE D Values-based Culture Community Empowerment Digitalisation 30 Bank Islam Malaysia Berhad ◆ Integrated Annual Report 2023 Our Approach to Value Creation – How We Create Value
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