Maybank

Our Strategy

2015 Strategic Objectives

Vision

To Be A Regional Financial Services Leader

Mision

Humanising Financial Services Across Asia

• 1st Undisputed No. 1 Retail Financial Services provider in Malaysia by 2015
• 2nd Leading ASEAN wholesale bank, eventually expanding further into the MiddleEast, China and India
• 3rd Undisputed Insurance & Takaful leader in Malaysia & emerging regional player
• 4th Truly regional organisation, with ~40% of pre-tax profit derived from international operations by 2015
• 5th Global leader in Islamic Finance

"We have the benefit of a clear strategy for transformation and growth to support our vision of becoming a leading regional financial services Group by 2015. As we continue to drive growth, create new capabilities and build new franchises, our motto of enabling and encouraging a people-owned transformation will help ensure sustainability."

Michael Fong
Chief Strategy and Transformation Officer

Creating Truly Competitive Differentiators From Our Peer Group: Humanising Financial Services Acros Asia

Following the delivery of record-breaking results in 2011, the Group's transformation programme capitalised on the strong momentum it had gained and delivered its promise to go further, bringing transformational change to the next level. The year 2012 saw all sectors executing high impact initiatives with a direct link to the bank's profits, propelling us even closer to our strategic goals. Several sectors exceeded stretched targets and reached milestones with very evident results.

The year saw Global Banking, Information Technology and Group Human Capital making huge strides in Southeast Asia and creating new milestones in delivering innovation and creativity to customers. Group Credit Risk Management, Islamic Banking, Cost Management and PT Bank Internasional Indonesia (BII) were added to the programme and made significant progress in their first year, further embedding transformation across the region.

Maintaining constant communications and developing project management and team leadership skills within the sectors facilitated the successful outcomes of the transformation programme.

Community Financial Services

Stepping-up transformational initiatives to boost long-term sustainability

• First wave of transformation initiatives and quick wins implemented
• Transformation initiatives exceeded target by 28%

Major transformational initiatives implemented by CFS during the year include:

• Reengineering and centralising the retail credit functions through the Centralised Processing Centre - Originator Processor (CPC-OP) to improve efficiency and turnaround time
• Rolling out a new concept of branchless banking – the MaybankOne kiosks
• Implementing a new Retail SME business model, a transformational change that allows CFS to accelerate growth and better serve SME customers in a more cost effective way

CFS also embarked on various service transformation initiatives to further enhance service standards at the branches and continued to focus on a customer centric model.

Achievements

Centralisation of the retail credit functions has resulted in faster mortgage loan approval Turnaround Time (TAT) with the majority of loans approved within three days. The Maybank One and Retail SME initiatives have enabled Maybank to serve the mass market customer segment as well as our SME customers more cost effectively. As a result of the service transformation initiatives, service standards at the branches have improved and Average Waiting Time (AWT) has been reduced.

The customer centric model boosted the HNW and Affluent segment TFA growth by 19%. By providing differentiated products and consistently high customer service quality, the HNW and Affluent business achieved healthy revenue growth and boosted profit per customer.

Global Banking

Expanding and integrating our business capabilities to build leadership presence across ASEAN

• Deployed the Global Treasury Risk Management System to major countries and key Treasury Centres
• Rolled-out the Regional Trade Finance Platform front-end (TradeConnex) to 10 countries in Asia
• Operationalised the Regional Cash Management Platform in 2 countries in ASEAN

Having implemented various transformation initiatives in key areas to support regional growth, Global Banking (GB) delivered exceptional results in 2012. With regional growth a key priority, business platforms were put in place, providing seamless facilities for cash management and trade finance for our corporate clients.

Achievements

Global Markets rolled out our Global Treasury Risk Management System to 9 countries – comprising major cities and Treasury Centres (Malaysia, Singapore, Indonesia, Philippines, Hong Kong, Shanghai, Labuan, London and New York) to manage Group risk across all subsidiaries and overseas units. The system enables better global risk management and greater cross-border synergy.

The Regional Trade Finance Platform (RTFP) was put in place by Transaction Banking to facilitate more efficient trade processing across the region. The platform which offers real-time trade processing, enables clients to make electronic submissions and enquiries. The platform is supported by a centralised trade operations centre, allowing our overseas units to focus on growing the business. The RTFP front-end (Tradeconnex) to date has been rolled out to 10 countries in Asia: Vietnam, Brunei, Philippines, Cambodia, Singapore, Indonesia, Hong Kong, Shanghai, Singapore and Malaysia (including Labuan).

Transaction Banking also deployed its Regional Cash Management Platform (RCMS) to Singapore and Malaysia as well as standardised its regional operating model to enable consistent service offerings to tap into Asia's fast-growing cash management market. Clients will benefit in having a costeffective and efficient cash management system as well as real-time view of their liquidity positions in multiple languages and multiple currencies. The RCMS comes with security features that meet the most stringent requirements of central banks in the region, including a two-factor authentication for login and transaction authorisation. Data transmission across the internet is fully encrypted. RCMS will continue to be extended to other countries in the region in 2013.

Maybank Kim Eng

Becoming a regional financial powerhouse

• Ranked Top 5 in Stockbroking Market Share 2012 - Thailand, Malaysia, Philippines, Vietnam and Singapore

With the goal of becoming a regional financial powerhouse by 2015, a post-merger integration programme was launched to streamline business and operations as well as to bridge cultural differences. The programme successfully implemented 30 quick-win initiatives across the region with tangible results. 2012 also saw the launch of new Maybank Kim Eng products for debt offerings, futures broking and regional online trading.

Achievements

Maybank Kim Eng has been recognised as a major player in the equities business, earning the rank of top 5 in terms of market share in Thailand, Malaysia, Philippines, Vietnam and Singapore. We were also able to play key roles in two of the top five largest IPOs across the globe in 2012 - Felda Global Ventures Holdings (USD3.1 billion) and IHH Healthcare (RM6.3 billion). In M&A, we topped Bloomberg's M&A League Table in 2012 for Malaysia, while ranking third, fourth and ninth respectively for Thailand, Philippines and Singapore. All these are clear indicators that we are well on our way to building a successful investment banking business in the region.

Insurance & Takaful

Strengthening leadership in fire, bancassurance and agency business

• Bancassurance: 30% financial uplift from 2011

To strengthen its No. 1 market position in Malaysia, Etiqa continued to build its multi-channel distribution network, with a special focus on growing its fire and bancassurance business and enhancing agency distribution. It also launched several new products for specific target markets.

Achievements

Leveraging on Maybank's wide distribution network and strong customer portfolio, bancassurance achieved marked progress. The channel's 30% financial uplift was derived mainly from a host of new single premium investment products, especially Dragon 9, Golden Retirement and AUSpicious 10. Regular premium insurance bought through this channel added some 10% to its growth.

To strengthen the agency channel, plans have been drawn up to revamp the structure of the agency operating model and lay the necessary foundations to increase productivity and up-skill agents to tackle the increasingly competitive market.

Islamic Banking

Driving our Islamic First strategy and building the Islamic brand

• Profit before tax surpassed RM1.0 billion

Maybank Islamic remains the leading Islamic bank in ASEAN, and in 2012 surpassed its PBT of RM1.0 billion. In line with the strategy that began in 2010, the sector maintained domestic leadership in financing and deposits, and boosted its brand by leveraging on the highly successful brand refresh exercise undertaken by the Group in 2011.

Achievements

Our banking approach, which incorporates both Islamic and conventional products, is helping expand our Islamic footprint across Malaysia. To accelerate the sale of Islamic products, we have developed a comprehensive engagement strategy that comprises a dedicated helpdesk as well as training and performance tracking. In 2012, revenues derived from sales campaigns improved by 8%, retaining our share of the market. Meanwhile, to increase visibility and brand presence, Maybank Islamic signages have been installed on the fronts of Maybank branches in key locations.

The sector has also begun to make inroads into key regional markets.

Service Quality

Improving internal and external customer service

• 98% improvement in the way we resolve customer complaints

The transformation of Service Quality has resulted in measurable enhancements in various areas, as reflected in the Internal and External Customer Engagement Surveys. Our top priority is to continue improving services across our branch network. Initiatives have been rolled out to cut average waiting times and upgrade our frontliners' product knowledge and complaint management capabilities.

Achievements

To enhance the customers' overall experience at the branch, greeters have been placed to help walk-in customers select the right forms and join the right queues. Front desk officers work in teams to ensure maximum availability during peak hours. In addition, all front liners have increased their product knowledge so as to boost efficiency in serving customers. As a result, waiting times at all branches have improved so that 86% of customers now wait no more than two minutes for a single transaction, and 56% wait no more than five minutes for multiple transactions.

Another notable improvement in our service quality is in the area of complaint management. By better managing complaints from end-to-end, and by constantly keeping customers updated, we have improved our complaint resolution score tremendously, to 98%.

IT Transformation Programme

Enriching the customer experience

• 2,672 new accounts were opened using Regional Branch Solution System
• Regional Cash Management System went live in Singapore and Malaysia and is available on mobile devices, ahead of other competitors

The IT Transformation team collaborates with all areas of the business to enable multi-channel sales and services, integrated customer analysis and agile product manufacturing. The year saw a host of initiatives to support the Group's domestic and regional operations.

Achievements

In 2012, a Regional Branch Solution (RBS) was rolled out to pilot branches, designed to benefit customers with a seamless banking experience without home branch restrictions. RBS's technology advancement benefited customers through service consistency, increased processing efficiency, ease of mobility and standardisation of teller platforms throughout the region.

The team also rolled out a Regional Cash Management System (RCMS) in Singapore and Malaysia. The system, which is on par with the best global systems, offers corporate clients real-time views and better control of their liquidity as well as a complete spectrum of trade finance capabilities to better manage their businesses.

Group Credit Risk Management

Enhancing risk management and optimising risk-return capabilities

• Optimising our Risk Weighted Assets by RM9.1 billion

The transformation of Risk Management is aimed at enhancing our overall risk management process, increasing our ability to manage risks wherever we operate, improving our business responsiveness, and optimising our risk-return capabilities.

Achievements

To further boost governance globally, the Group continued to enhance the effectiveness of its Embedded Risk Units (ERUs) across business sectors, overseas units and subsidiaries. Dedicated resources now facilitate the Group's risk management functions and support its regional growth.

The year also saw us implementing a number of initiatives for our Risk Weighted Assets to enhance our capital management and utilisation. Efforts have been made to review and develop new models, manage stale ratings, ensure appropriate classification of assets and enhance collateral management information for the home, growth, and opportunistic markets.

Operations

Economies of scale through consolidation and centralisation

• RM2.3 million in total savings through consolidation of functions

Working with business units, Operations looked at consolidating functions, improving processes and optimising our costs. Various areas have been identified for excellence, using alternative and proven processes to accelerate long-term benefits to customers. 2012 focused on payments and credit administration to improve overall efficiency.

Achievements

Having re-engineered our current processes and incorporated elements of risk, compliance and customer service, payment turnaround time for Islamic transactions has reduced by 80%. Other areas have shown equally remarkable results, improving efficiency by at least 40%. With these capabilities, the unit has begun to explore the idea of setting up a regional payments centre.

To tap economies of scale, the unit has also begun to centralise credit administration. By simplifying processes and eliminating redundancies, the unit will reduce error rates and increase straight-through processing capabilities. Security documents will be centralised in Klang Valley to improve efficiency.

Strategic Cost Management Programme

Managing costs and building a cost-conscious culture

• RM2.3 million in total savings through consolidation of functions

2012 saw a fundamental change in the way Maybank manages its costs. A rigorous cost management programme was implemented across all sectors to prevent wasteful expenditure and overspending and to nurture a cost-conscious culture.

Achievements

The programme looked into key areas of the business to drive substantial and immediate savings. With support from all sectors, it quickly gained momentum. Continuous Groupwide communications have instilled a return-on-investment mindset that recognises the need both to eliminate unnecessary spending and to invest in areas that have business potential. The programme has successfully reduced the bank's cost-toincome ratio to below 49%.

Group Human Capital

Developing our people for a high performance culture

• Driving a high performance culture through the right climate, enablers and levers

As we nurture a high performance culture, we are pleased to watch our efforts coming to fruition. It is our people who are responsible for the success of the Bank's transformation, and over the past year both staff and stakeholders have been delighted by the changes.

Achievements

Our success hinges on our robust and structured talent management system, holistic reward and recognition strategy, disciplined performance management system, strong learning and development interventions, focused leadership development programmes and impactful engagement with our staff.

Internally, we operate a comprehensive set of People Dashboard performance indicators and we are also audited by independent external bodies. These, plus the recognition we have won from external parties, validate our achievements and motivate our people to do even better.

In pursuing regionalisation we focus on supporting business needs and developing talent. Talent reviews, international open days, and internal advertising of vacancies all help us to build our database of internal talents, enhance the supply of skilled people resources, and identify cross-border opportunities.

Year-on-year, employee engagement remains high. In 2012, our 85% employee engagement level was on par with Towers Watson Global High Performance Companies Norm.

The dynamic and challenging work environment that our transformation has created reflects our "GO Ahead" Employer Value Proposition, enabling us to "GO Ahead Create, GO Ahead Grow, GO Ahead Lead and GO Ahead Fly."

Bank Internasional Indonesia (BII)

Becoming the leading relationship bank in Indonesia

• Over 100% increase in sales performance at pilot branches

BII began its transformation programme "IMPACT" in July 2012, establishing 28 initiatives across business and support units. It aims to spur BII to become the leading relationship bank in Indonesia by truly being in the community, providing customised products and solutions, and delivering high quality service.

The programme has three strategic aims:

• To continue growing profitably
• To build capabilities and address fundamentals
• To develop talents

Achievements

BII executed high impact initiatives resulting in quick wins and 21 initiatives were launched in FY2012.