Corporate Presentation to Us Based Fund Managers

8/10/2019 Corporate Presentation to Us Based Fund Managers

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CORPORATE STRATEGY 2014 & FINANCIALPERFORMANCE AS AT DEC 2013

By: Hizamuddin JamalluddinHead, Strategic Management &Managing Directors Office

Strictly Private & Confidential


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TABLE OF CONTENTS

Managing Directors Office Page 2

Corporate Profiles

Business Operations

Financial Highlights

Corporate Strategic Plan

Sec 1

Sec 2

Sec 3

Sec 4


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BANK ISLAM AT GLANCE


Malaysias 1st

Islamic bankIncorporated on 1 March1983

134 branchesnationwide with more than1,200 self-serviceterminals

Universal

licenceable to offer commercialand investment banking

activities all under one roof

>4,000 staffTop 50 Malaysias Most

Preferred Employers

Primarily a

retail bankwith more than 70%financing driven by

Consumer banking

Voted

Islamic Bank

of the Year byThe Banker in 2013


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CORPORATE VISION


Value-Based Organization

TO BE A GLOBAL LEADER IN ISLAMIC BANKING

Global Leader is defined as being the ultimateguidance and source of reference for innovativeShariah-based products and services


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MISSION STATEMENT


To continually develop and innovate universallyaccepted financial solutions in line with Shariahprinciples

To provide a reasonable and sustainable return toshareholders

To provide a conducive working environment andto become an Employer of Choice for top talentsin the market

To deliver comprehensive financial solutions ofglobal standards using state-of-the-art technology

To be a responsible and prudent corporate citizen

In carrying out this corporate mission, Bank Islam shallbe guided by its corporate brand values by being: ALeader, Dynamic, Professional, Caring and Trustworthy


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CORPORATE VALUES


Our Islamic products are the benchmark.Reputed as the pioneer in Islamicbanking. Built the Islamic bankingindustry in Malaysia

Leader

Progressive and innovative - constantlymoving ahead, technologicallyadvanced, with new products &

services

Dynamic

Fast, efficient and responsive service.Knowledgeable and equipped staff tohandle global business challenges

Professional

A supportive partner who is

approachable, ever ready to providesolutions to your financial problems

Caring

100% Shariah-based products, servicesand principles

Trustworthy


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54.4% 9.98%5.11% 5.05%

CORPORATE STRUCTURE @ MARCH 2014


100%

14.4%


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GOVERNANCE STRUCTURE



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BOARD OF DIRECTORS



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SHARIAH SUPERVISORY COUNCIL ("SSC")


Dr. Ahmad Shahbari

@ Sobri Salamon

Chairman Datuk Mohd Bakir Mansor

Assistant Professor Dr. Uzaimah Ibrahim

Professor Dr. Ahmad Hidayat Buang

Dr. Muhammad Syafii Antonio

Mohd Nazri ChikSecretary to SSC


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SHARIAH GOVERNANCE FRAMEWORK


SHARIAH AS OVERARCHING PRINCIPLE IN

BANK ISLAM

SHARIAH

SUPERVISORY COUNCIL (SSC)

Oversight accountability on Shariah related

matters.

BOARD OF

DIRECTORS

(Overall oversight onShariah 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


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ORGANIZATION STRUCTURE



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SENIOR MANAGEMENT



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SENIOR MANAGEMENT


Dato Sri Zukri Samat

Managing Director

Hizamuddin JamalluddinGeneral Manager /Head

Strategic Management &

Managing Directors Office

Maria Mat SaidGeneral Manager/Head

Legal & Secretarial

cum Company Secretary

Nik Azmir Nik Anis

Assistant General Manager/Head

Compliance

Mohd Nazri Chik

General Manager/Head

Shariah

Jeroen P.M.M. Thijs

Chief Risk Officer

Mohamed Iran Moriff Mohd Shariff

Chief Internal Audit


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SENIOR MANAGEMENT - BUSINESS


Khairul Kamarudin

Director

Business Development

Abdul Rashid Abdul Hamid


Commercial Banking

Mujibburrahman Abd Rashid


Consumer Banking

Norashikin Mohd Kassim

Director

Treasury

Mashitah Osman

Director

Corporate Investment Banking

Zaharin Mohd Ali

Assistant General Manager /Acting Head

Corporate Banking


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SENIOR MANAGEMENTOPERATION & SERVICES


Wahid Ali Mohd Khalil

Chief Operating OfficerBusiness Support

Dato Norasni Ayob

Chief Operating Officer

Operation

Ryan Liew Choon Ching

Chief Technology Officer

Malkit Singh Maan

Chief Financial Officer

Jamilah Abdul Sallam


Human Resource

Azmir Abdul Malik


Corporate Communication

Dato Wan Ismail Wan Yusoh


Strategic Relations &

Product Management

Mizan Masram


Recovery & Rehabilitation


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BUSINESSOPERATIONS


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BUSINESS ACTIVITIES



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SERVICE DELIVERY CHANNELS


BRANCH

NETWORKS

INTERNET BANKING

CONSUMER BANKING

CENTERS

AR RAHNU OUTLETS

CURRENCY EXCHANGE

SMS BANKING

CORPORATE DESKTOP

BANKING

ELECTRONIC BANKING

CENTERS


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BRANCH NETWORKS


Perlis - 1

Kedah - 11

Kelantan - 13

PulauPinang - 5

Perak - 9

Pahang - 9

Terengganu - 5

Selangor26Kuala Lumpur - 18

NegeriSembilan -6

Melaka - 4Johor - 15

Sarawak - 6

Sabah - 5Labuan- 1

Region Total

Central 44

Northern 26

Eastern 27

Southern 25

East Malaysia 12

Total @ 31 Dec 2013 134
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SELF SERVICE TERMINALS


ATM8 CDM4

CQM1 SP - 1

ATM36 CDM14

CQM7 SP -1

ATM30 CDM16

CQM7 SP -3

ATM 2 CDM1

CQM1 SP - 1

ATM58 CDM27

CQM14 SP -4

ATM 56 CDM31

CQM11 SP - 4

ATM32 CDM13

CQM3 SP - 1

ATM 39 CDM22

CQM7 SP - 2

ATM55 CDM20

CQM12 SP - 7

COIN - 1

ATM -158 CDM 57

CQM 28 SP - 10

ATM31 CDM14

CQM6 SP -2

ATM78 CDM - 36

CQM14 SP7

ATM 33 CDM16

CQM6 SP - 4

ATMAutomated Teller Machine

CDMCash Deposit Machine

CQMCheque Deposit Machine

SPStatement Printer

COINCoin Deposit Machine

ATM39 CDM17

CQM5 SP - 0

COIN - 1

ATM67 CDM36

CQM11 SP - 4

COIN - 1

Location type ATM CDM CQM SP Coin Total

Branches 291 211 116 43 3 664

IPTA/IPTS 119 19 4 4 0 146

Shopping Centres 92 9 1 2 0 104Corporate Offices 67 23 7 1 0 98

TH Branches 40 29 0 0 0 69

PetrolStations 34 2 0 0 0 36

Hospitals 21 0 1 0 0 22

Mosques 15 10 0 0 0 25

Others 43 21 4 1 0 69

Total 722 324 133 51 3 1,233
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23/117

NETWORK EXPANSION PLAN


Dec 11 Dec 12 Dec 13

Coin 0 0 3

SP 53 52 51

CQM 123 133 133

CDM 291 309 324

ATM 653 696 722

0

200

400

600

800

1,000

1,200

1,400

Unit Self Service Terminals

1,1201,190 1,233




SP Statement Printer

CoinCoin Deposit Machine

Since January 2011

New

branches

2011 10

Sri Gombak, Ayer Keroh, Bandar Botanic Klang, UiTM Shah Alam,

Aeromall Airport, IFSC Johor Bahru, Bandar Tasik Permaisuri, Rompin,Pasir Tumboh & Ara Damansara.

2012 5 Meru Raya, Cyberjaya, Bulit Jelutong, Bandar Kinrara & Sibu

2013 6Taman Bukit Indah, Bandar Baru Tunjung, Sungai Buloh, KL Sentral,

Senawang & Sungai Petani

Total branchesas at 31 Dec 2013 = 133

New Bureau

de Change

(BDC)

2012 1 KotaKinabalu International Airport

2013 3Penang International Airport, KL Sentral & Setiawalk, Pusat Bandar

Puchong

Total BDCs as at 31 Dec 2013 = 7

New

Ar-Rahnu

2011 1 Pasir Mas

2012 1 Tanah Merah

2013 2 Kubang Ker ian & Kuantan

Total Ar-Rahnu as at 31 Dec 2013 = 6

New set-ups target opening/completion by Dec 2014

New branches 8

Padang Garong, Kelantan (Launched)Wakaf Baru, KelantanChan Sow Lin, Kuala LumpurBandar Sri Damansara, SelangorBandar Enstek, SelangorSetia Walk Puchong, SelangorGong Badak, TrengganuAustin Heights, Johor

Branch Relocation 3 TH Langkawi, Kuala Pilah & TH Labuan

Ar Rahnu 3Kuala Terengganu, Sungai Petani & AlorSetar

Bureau de Change 8Swiss Inn Jalan Sultan, Kuala LumpurJalan Tunku Abdul Rahman, KL, etc


24/117

CONSUMER BANKING

https://www.google.com.my/url?q=http://keretaperodua.com/skim-graduan/&sa=U&ei=HFFeU_7pNcnArAeK5oHgDA&ved=0CEcQ9QEwDTj8Ag&usg=AFQjCNEN-8UUAEAXgXLQ2I_4TH9lU0p1Lw


25/117

AR RAHNU OUTLETS


Kota Bharu Outlet

Pasir Puteh Outlet

Pasir Mas Outlet

Tanah Merah Outlet

6 Ar Rahnu Outletsanother outlet in KualaTrengganu by end of Dec 2013

No. Location State Day 1

1 Kota Bahru KLN 10 Jun 2010

2 Pasir Puteh KLN 15 Jul 2010

3 Pasir Mas KLN 29 Jul 2011

4 Tanah Merah KLN 28 Jun 2012

5 Kubang Kerian KLN 11 Jul 2013

6 Kuantan PHG 24 Aug 2013

Kubang Kerian Outlet


26/117

CORPORATE INVESTMENT BANKING


RM5.311 billionIslamic SecuritiesProgramme

Turus Pesawat Sdn BhdJoint Lead Manager

RM8.0 billionGovernment GuaranteedIslamic CPs/MTNsProgramme

DANAINFRAN A S I O N A L

DanaInfra Nasional BerhadJoint Lead ManagerRunner

RM10.0 billionIslamic Medium TermNotes Programme

Aman Sukuk BerhadJoint Lead Manager &Shariah Adviser

RM5.0 billion**Islamic SecuritiesProgramme

Manjung Island EnergyBerhadJoint Principal Advisers,

Joint Lead Arrangers, JointLead Managers & JointShariah Advisers

RM1.66 billionSukuk Murabahah

BIMB Holdings BerhadLead Aranger

RM500.0 millionBank GuaranteedSukuk Ijarah

Aras Sejagat Sdn BhdJoint Lead Arranger &Joint Lead Manager

RM4.0 billionSukuk Musyarakah

Plus SPV BerhadJoint Book Runner

RM1.5 billionIslamic Medium TermNotes Programme

Malaysia Debt VenturesBerhadJoint Lead Manager
http://www.bimbholdings.com/http://www.malaysiaairlines.com.my/my/en.html


27/117

CORPORATE INVESTMENT BANKINGCONT


RM1.0 billionIstisna

Projek UsahasamaTransit Aliran RinganJoint Arranger & ShariahAdviser

RM2.2 billionBaIDS

KL International AirportBerhadSole Lead Arranger

RM1.5 billionAl-Ijarah MuntahiyahBit-Tamlik

Kumpulan Guthrie Berhad

Structuring & ShariahAdviser

USD150.0 millionSukuk Al Ijarah

First Global Sukuk Inc

Sole Lead Arranger

USD600.0 millionSukuk Al Ijarah

Malaysia Global Sukuk IncCo-Arranger

RM1.28 billionBaIDS

SAJ Holdings Sdn BhdJoint Lead Arranger/LeadManager & ShariahAdviser

RM752.2 millionMudharabah Sukuk

Manfaat Tetap Sdn BhdShariah Adviser

RM200.0 million BBA CPsRM3.0 billion BBA MTNs

Syarikat Bekalan AirSelangor Sdn BhdJoint Lead Arranger &Shariah Adviser

RM4.0 billionIjarah Medium Term NotesProgramme

Syarikat Prasarana

Negara BerhadCo-Manager

RM200.0 millionBai Murabahah MediumTerm Notes Programme

TH Plantations Berhad

Joint Lead Arranger &Shariah Adviser


28/117

CORPORATE FINANCE


Listing of APFT Berhad

on the Main Market of

Bursa Malaysia

Securities Berhad

Main Adviser

APFT Berhad

Listing of Focus Lumber

Berhad on the Main

Market of Bursa Malaysia

Securities Berhad

Main Adviser

Focus Lumber Berhad

Listing of PESTECHInternational Berhad

on the Main Market of

Bursa Malaysia

Securities Berhad

Main Adviser

Exemption from the

obligation to undertake

Mandatory Take-over Offerarising from the acquisition of

Syarikat Sabaco Sdn Bhd

from TH Ladang (Sabah &

Sarawak) Sdn Bhd

Main Adviser

Lembaga Tabung Haji

Akarmas Sdn Bhd

Conditional Mandatory

Take-over Offer by Akarmas

Sdn Bhd to acquire all theremaining ordinary shares

of RM1.00 each in PKResources Berhad for a

cash consideration of

RM0.60 per share

Main Adviser

Acquisitions by BIMBHoldings Berhad of the

remaining 49% equity

interest in Bank Islam

Malaysia Berhad for a total

purchase consideration of

USD884.6 million

Main Adviser

TH Plantations Berhad

Acquisitions of Syarikat

Sabaco Sdn Bhd and Ladang

Bukit Belian Sdn Bhd from THLadang (Sabah & Sarawak)

Sdn Bhd for a total purchase

consideration of RM199 million

Bonus Issue

Employees Share Option

Scheme

Main Adviser

Renounceable rights Issue of

426,715,958 new ordinary

shares of RM1.00 each in BIMB

Holdings Berhad together with

426,715,958 free detachable

warrants to raise gross

proceeds of

RM1.814 billion

Main Adviser*


29/117

CORPORATE FINANCECONT


Boon Koon Group Berhad

Exemption from the


mandatory take-over offer

arising from a rights issue

Independent Adviser

GHL Systems Berhad

Exemption from the


mandatory take-over offer

arising from a rights issue

Independent Adviser

Astral Asia Berhad

Joint venture between related

parties to jointly develop apiece of leasehold land into

mixed property development

Independent Adviser

Y.S.P. Southeast Asia

Holding Berhad

Renounceable Two-Call Rights

Issue of 27.7 million ordinary

shares of RM1.00 each in

YSPSAH at an issue price of

RM1.00 per rights share

Main Adviser

Acquisition of the entire

equity interest in AsianCorporation Limited

Main Adviser

Kumpulan Jetson BerhadPESTECH International Berhad

Establishment of a

dividend reinvestment

plan and private

placement of up to 10% of

the issued and paid-up

share capital of PESTECH

Main Adviser

Coastal Contracts Bhd

Private placement of

48.4 million ordinary

shares of RM0.20 each in

Coastal Contracts Bhd at

an issue price of RM4.30

per placement share

Main Adviser

DUFU Technology Corp Berhad

Renounceable Two-Call Rights

Issue of up to 60.0 million new

ordinary shares of RM0.50

each in DUFU at an issue price

of RM0.50 per rights share

Main Adviser


30/117

BUREAU DE CHANGE


Kota Kinabalu International Airport

Contact Pier,Kuala Lumpur International Airport

KLIA - LCCT

Penang International Airport*

Bukit Bintang

BDC

No. Location State Day 1

1 LCCT, Sepang SGR 15 Dec 2008

2 Contact Pier International, KLIA SGR 01 Oct 2010

3 Bukit Bintang KL 03 Dec 2010

4 Kota Kinabalu International Airport SBH 26 Jul 2012

5 Penang International Airport PNG 1 Feb 2013

6 KL Sentral KL 13 Sep 2013

7 Setiawalk, Puchong SGR 21 Nov 2013

8 Swiss Inn, Kuala Lumpur KL 22 April 2014

KL Sentral
http://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svghttp://paradiseintheworld.com/wp-content/uploads/2012/05/KLIA.jpghttp://localhost/var/www/apps/conversion/tmp/scratch_4//upload.wikimedia.org/wikipedia/commons/d/dc/Blank_malaysia_map.svg


31/117

BEST ISLAMIC BANK



32/117


CORPORATESTRATEGIC PLAN


33/117

STRATEGIC MANAGEMENT PYRAMID


Vision, Mission & Corporate Values

3-year Corporate Plan

Annual Corporate/Business Plan -Resource Allocation

Divisional/Tactical Plan

Key Performance Indicators

FrameworkAccountability & ReportingRegime

Strategic management process - The full set of commitments, decisions, and actions required for a firm tocreate value and earn above-average returns


34/117

STRATEGY DOCUMENTATION

Page 34

Divisional Business Plan & Roadmap

Tactical PlanDivisional KPIs

FrameworkProduct Plan

Divisional Policy,Manuals & SOP

Annual Business Plan & Budget

Corporate PlanRisk Appetite

StatementBudget & Financial

ProjectionsCorporate KPIs

Corporate Master Plan

http://web/promo/events/100512-CDSCentral.htm


35/117

CORPORATE MASTER PLAN3 YEAR BUCKET EACH

Page 35

TURNAROUND

PLAN

SUSTAINABLE

GROWTH

PLAN

OCT 2006JUNE 2009 JULY 2009DEC 2012

in our pursuit to be a Global Leader in Islamic Banking

JAN 2013DEC 2015



36/117

TURNAROUND PLAN (OCT 2006- JUNE 2009)

Page 36

Recapitalization &Balance SheetRestructuring

TransformationProgramme

ITInfrastructure

Revamp

CostRationalization

Human CapitalDevelopment



37/117

BRAND POSITIONING


Banking for

MuslimsBanking for All

growing recognition that the inherent tenets of Islamic finance are aligned tosustainable dimensions of ethical banking and responsible financing.


38/117

HUMAN CAPITAL


EmployeesEmployees

Breakdown by Region

Employees Age

RangeGender

Total Spent:RM1.5 bilTotal Spent:

RM1.5 bilGraduate Training SchemeTalent Pool

0.3% 0.3% 0.3% 0.4% 0.4%1.0% 1.1% 1.1% 1.2% 1.2%2.6% 3.1% 3.2% 3.2% 3.5%

45.1% 47.8% 49.5% 51.3% 52.0%

10.8% 10.1% 9.5%

9.0% 8.7%

40.2% 37.6% 36.5% 35.0% 34.3%

Dec-09 Dec-10 Dec-11 Dec-12 Dec-13

GM & Above AGM SM Asst Mgr - Mgr Executive/Officers Non-Officers

Upward Mobility Scheme

AGM & Above 3Promoted

SM 36Promoted

AM - M 207Promoted

Exec Officers 38Promoted

Young LeadersProgramme - YLP(2012- 2013)

Financial SectorTalentEnrichmentProgramme -FSTEP (up to2013)

12

68


39/117


40/117

BUSINESS INNOVATION


2009 2010 2011 2012 2013
https://www.google.com.my/url?q=https://ms-my.facebook.com/BankIslamFB&sa=U&ei=YFBeU5frIMz7rAe494HIBg&ved=0CC8Q9QEwATjcAQ&usg=AFQjCNFcVxnI9hZw3nKAdOwMjcPXp-krQwhttps://www.google.com.my/url?q=http://www.bankislam.com.my/en/pages/Al-AwfarMillionRinggitCampaign.aspx%3Ftabs%3D1&sa=U&ei=WU9eU5-dGoflrAeKkoDwBQ&ved=0CD8Q9QEwCTg8&usg=AFQjCNFI9Krc2Jsahn0rQSla2rnElmwWEw


41/117


42/117

RISK APPETITE


Financing Mix- Consumer : Business at

70: 30

Gross Impaired Financing: Less than 2%

Net Impaired Financing :Less than 0%

Financing Loss Reserves :>100%

Liquidity Coverage Ratio >

60%

Financing to Deposits

Ratio : 70%

CASA to Total Deposits

Ratio > 35%

Individual Deposits to Total

Deposits Ratio > 15%

CASA Growth of RM3 bil

Economic Value of Equity< 10% PV01 < RM5 mil

Marketable SecuritiesComposition

- 2/3 in strong rated Sukuk(AAA & Government

Instruments)

Portfolio Duration Limit< 5 years

Liquid Assets to TotalAssets

- 1 week bucket > 3%

- 1 month bucket > 5%

Capital Adequacy Ratio

- Risk Weighted CapitalRatio : >12.5%

- Core Capital Ratio :>10%

Balance Sheet Composition

- Fixed vs Floating Rate :30:70

- Growth of SecuredFinancing by 15%

(excluding Corporateportfolio)


43/117

CAPITAL MANAGEMENT


In a normal business environment, the Bank will maintain a minimum Risk Weighted

Capital Adequacy Ratio (RWCR) of 12.5% and a minimum Core Capital Ratio of 10%.Notwithstanding the above, the Bank has established the following trigger levels in orderto proactively manage its capital:

RWCRAbove

13%

RWCRBelow12.5%

RWCRBelow9%

Stress ScenarioBelow 8%

Stress Scenario

Above 9%

Business As Usual

Normal dividend distribution

Dividend PolicyPayout up

to 50% of PATMaximise Quick Wins

Activate Dividend Re-investment Plan

Dividend PolicyPayout upto 30% of PAT

Initiate Capital Raising Plan

Raise Tier 1 Capital

Stop dividend

Disposal of Assets, if required


44/117

FRANCHISE DEVELOPMENTS


2010 2011 2012 2013
http://web.bankislam.com.my/promo/events/261113-GIFAAwards.htmhttp://web.bankislam.com.my/promo/events/050313-IFNAwards-GrandHyatt.htmhttp://web/promo/events/280513-ReaderDigest2013.htmhttp://web/promo/events/260412-The9thRAMLeagueAwards.htmhttp://web/promo/events/080512-TheBrandLaureateAwards.htmhttp://web/promo/events/290512-readerdigest.htmhttp://web/promo/events/041212-AnugerahZakat2012.htm


45/117


46/117

HIJRAH TO EXCELLENCE PLANH2E (2013 TO 2015)

Page 46

RobustOrganicGrowth

ServiceExcellence

Shariah-ledInnovation

ResourceOptimisation

Employerof Choice

Regional-isation



47/117

KEY COMPONENTS OF H2E

Page 47

Robust OrganicGrowth

Asset Growth of15% p.a.

Financing Growthbetween 20% to25% p.a.

Financing-to-Deposit Ratio of75% by 2015

Non-fund BaseIncome of 15% by2015

Gross ProfitGrowth of 15%p.a.

ServiceExcellence

Customer CentricClient DrivenModel

ServiceTransformationService Culture

OperationalExcellence

Product

Attractiveness &Competitiveness

Technology asKey Enabler

Shariah-ledInnovation

Shariah Centre ofExcellence

Aspire Pioneering

World Class ShariahProduct/Contracts

Innovation-basedIncentivesIdea

Bank

Cost EffectiveProduct Structure

ResourceOptimisation

Harnessing Shareof WalletCross

Selling & UpSelling

ProcessImprovement &

Optimization

Shared Services

Cost Efficiency &High Productivity

Re-energiseBrand Equity

Employer ofChoice

InspiredEmployeesMindset ofExcellence

PassionateLeadership

PeopleEngagement &Shared Values

High Performance& Knowledge -

based Workplace

Work-life BalanceCommunityConnection

Regionalisation

Close to HomeASEAN region

Fit Our Franchise

Right LocalPartner

BusinessSynergistics

Strong DomesticPresence &

Delivery Networks



48/117

OPTIMISING OPPORTUNITIESSTRATEGIC PRIORITIES


Optimising Returns Accelerating CASA Growth

Delivering SuperiorBanking Experience Optimising Resources

Cross Marketingfor Fee-Based

Income

(FOREX, CashMgmt, etc)

Financing-to-Deposit Ratio of

70%

Sustaining Net

Income Margin

Focus on RetailCASA

(Salary a/c)

Individual Deposit-15% of Total

Deposit

First-timeResolution at

Contact Centre

ExpandingFootprint &

Optimising CrossMarketing at

Branches

Refinement ofTurnaround

Time&CustomerServiceCharter

Seamless customer serviceacross all customer touch points

(Greetings/Welcomingenvironment, Interaction with

customers, Service level, Productknowledge, etc)

Service/Channel Differentiation (i.e. BulkOpening accounts at site for universities,

factories, etc)

ChannelProductivity &

Efficiency

ReinforcingPerformance

Culture

ProactiveCapital

Management

Rightsizing of OperatingEnvironment &

Redeployment of HumanCapital


49/117

RISK MANAGEMENT INITIATIVES


Build on Risk Culture

andStrengthen 1stLine Of

Defence

Risk isEveryonesResponsibility.

Further Enhance RiskRecognition Skills

Accurate Risk Recognition;

Conscious Decision Making;and

No Surprises.

Enhance Risk Based Pricing

Models, RAROC

Calculations & Monitoring

and Capital Allocations toBusiness Units

Further Develop Risk SystemInfrastructure

Validation and fine tuningof existing risk systems.

Enhance Risk ManagementReports

Forward Looking

Retention and Hiring of RiskTalent

Proactive allocation ofcapital via ICAAP


50/117


BUSINESSMODALITY


51/117

ASSETS & REVENUE COMPOSITION AS AT DEC 2013


42.6%

7.5%6.1%

40.7%

0.4%

2.7%

Consumer

Commercial

Corporate

Treasury

BILOB

Others*

Asset Composition Revenue Composition Revenue Mix

53.8%

7.8%6.1%

31.2%

0.3%

0.7%

Consumer

Commercial

Corporate

Treasury

BILOB

Others 87.4%

12.6%

Fund-

based

Income

Non-fund

based

Income

primarily a retail bank


52/117

CONSUMER BANKINGTARGET MARKET


Product Target Market MinimumSalary

Debt Service Ratio Others

HouseFinancing

Owner-occupied Ticket size >RM250K for Klang Valley & State Capital Matured locations/ Well establishedrefinancing market

reputable development/ developer Existing customer base with good credit record Shorten Financing tenure up to 35 years Focus on preferred customer Package customer

>5k Outside Klang ValleyIncome 3k & below - 60%Income RM3001- RM7k - 70%Income RM7,001 and above - 75%Klang ValleyIncome 5k & below - 60%Income RM5001- RM7k - 70%Income RM7,001 and above - 75%

-MOF 80%

PersonalFinancing

Package employers (salary deduction from source) Secured financing (Gold, TH savings, GIA, SIA)

Shorten financing up to 10 years Larger ticket items >RM50k Special programme financing to:(i) Mass affluent professionals(ii) Medical practitioners(i ii) Engineers(iv) Accountants

-PackageRM2,000

-NonPackageRM3,000

Outside Klang ValleyIncome 3k & below - 60%

Income RM3001- RM7k - 70%Income RM7,001 and above - 75%Klang ValleyIncome 5k & below - 60%Income RM5001- RM7k - 70%Income RM7,001 and above - 75%

-Fin amountcapped at 30x

salary-Ticket size >50k-Fin >10 yrs withmin incomeRM3,000 p.m.-Fin >RM150k minincome RM120kp.a.

VehicleFinancing

Package Customers New Nationall Gradhitz Package

Risk Based Pricing for VF Murabahah Purchase Orderer (MPO) product for VF Motorbikes financing initiatives for selected customers

Min RM1,500pm

Subject toloan amt &DSR

With house 70%Without house 50%Net Take Home Pay:

Klang Valley RM1,000Outside Klang Valley RM750

-Tenure notexceed 9 years

B.I Card Senior management & owner of reputable Corp/Commcustomers (i.e.GLCs & MNCs)

Packaged employers Government Servant Mass affluent and middle income earners Loyalty Program Balance Transfer Increase POS Terminal

RM2,000 70%

Net Take Home PayKlang Valley RM1,000Outside Klang Valley RM750

-New customerwith BalanceTransfer


53/117

KEY CUSTOMERSPACKAGE EMPLOYERS



54/117

KEY CUSTOMERSNON GOVERNMENT AGENCIES


salary deduction from source/Employers


55/117

NEW TARGET SEGMENTS



56/117

EXPOSURE TO ETP PROJECTS


Oil, Gas & Energy

Education

Palm Oil

Healthcare

Greater Kuala Lumpur

About RM360 million About RM4.7 billion

About RM4.7 billion

About RM515 million

..out of RM219.3 billion worth of committed ETP projects, only RM20.5 billion were realised by end-Sept 2013. The balance will flow through from 2014 onwards


57/117

GAME CHANGING INITIATIVES


TotalSpent:

RM1.5 bil

Total

Spent:RM1.5 bil

1. ENABLING E-PAYMENT SERVICES FOR SMEs AND MICRO ENTERPRISES

Agenda: Promoting Electronic Banking Transactions Introduced the countrys first low-cost Mobile Point of Sales (MPOS) to allow small business entrepreneurs

and petty traders to benefit from electronic payment Facilitate usage of online banking via eBanker and internet banking by SMEsachieved 39.4% growth

from April 2013 to March 2014 Deployed self-service Internet (SSI) kiosks at branches - 48 SSIs were deployed in 2013

Deployment of POS Terminals and Acceptance of Payment Cards at Government Agencies Internet Banking Fund Transfer and Interbank Giro for SME at Internet Banking and Ebanker National Bill Payment System ProjectePayment standardisation

eDebit card and EDCPOSfor retail driven by Credit Card business (BICC)

2. MOBILE BANKING

Agenda: Attaining Excellence in Service Delivery to Customers Launched the first mobile banking service without internet access known as TAP Mobile Banking-i, where

account owners can perform banking transactions anywhere and anytime In partnership with Amanah Ikhtiar Malaysia (AIM) to facilitate collection of micro financing via mobile

banking Gained 447K subscribers within three years, mainly from Generation X and Y. To cater for the younger segment of the demographics that appreciate the value of technology and

hassle-free transactions

DigitalMalaysia

Programme

DigitalMalaysia

Programme

RuralTransformation

Programme


58/117

GAME CHANGING INITIATIVESCONT


TotalSpent:RM1.5 bil

TotalSpent:RM1.5 bil

3. AR RAHNU (ISLAMIC PAWN-BROKING)

Agenda: Promoting Financial Inclusion and Microfinancing

Pawn broking services, providing access to capital to the underserved community hence facilitating socialuplift5 Ar Rahnu Outlets in Kelantan1 Ar Rahnu Outlet in Kuantan, PahangTotal Financing outstanding of RM85m as at Q1 2014No of customers grew by 34% from 10,896 in 2012 to 14,597 as at Mar 2014.

4. UNIDEBIT CARD

Agenda: Promoting Cashless Ecosystem to the University Community

Providing infrastructure and enabler to social uplift, in support of Rural Transformation Programme andDigital Malaysia Programme

Corporate Card and University student COMBO card with total active UniDebit Cards of more than 6,500in UMK, UMP and UPSI and more than RM1.5m in terms of total transaction amounts.

DigitalMalaysia

Programme

DigitalMalaysia

Programme

RuralTransformation

Programme

RuralTransformation

Programme


59/117


60/117

ROBUST ORGANIC GROWTH


+13.8%PBZT Growth

+14.4%Total Assets

Growth

+21.7%Financing Growth

65%Financing-to-deposits

ratio

1.2%Gross Impaired Ratio

236.7308.3

233.1342.5

493.0

600.3

683.0

Jun 07 Jun 08 Jun 09 Dec 10 Dec 11 Dec 12 Dec 13

19,091.223,559.4

27,497.530,397.9 32,226.5

37,450.842,836.5

June 07 June 08 June 09 Dec 10 Dec 11 Dec 12 Dec 13

8,472.1 9,061.39,661.9

11,857.114,160.3

19,508.7

23,740.9

June 07 June 08 June 09 Dec 10 Dec 11 Dec 12 Dec 13-0.9% Net Impaired Ratio


61/117

KEY FINANCIAL INDICATORS


Actual12 mths

Dec 10^

AuditedFY

Dec 11 ^

AuditedFY

Dec 12

AuditedFY

Dec 13

IslamicBanking

System

Banking

System

PROFITABILITY

Return on equity (%)based on PBT 14.4% 18.5% 20.4% 21.2% 17.3% * 15.9% *

Return on assets (%)based on PBT 1.2% 1.6% 1.7% 1.7% 1.2% * 1.5% *

Cost Income Ratio (%) 55.4% 53.8% 51.4% 54.1% 47.4% * 45.6% *

Non-Fund Based Income Ratio (%) 10.0% 13.8% 13.5% 12.6% 8.1% * 19.2% *

ASSET QUALITY commendable asset quality trend post 2006

Gross impaired financing ratio (%) 4.5% 2.6% 1.6% 1.2% 1.3% # 1.9 % #

Net impaired financing ratio- less IA & CA (%)

1.1% -0.2% -0.7% -0.9% -0.3% # 0.0% #

Financing loss coverage ratio (%) 77.2% 106.2% 142.6% 175.8% 121.2% # 100.2% #

EFFICIENCY ...financing to deposits ratio inching closer to optimum level

Financing to Deposits (%) 45.7% 51.5% 61.2% 65.0% 81.4% # 80.2% #

CAPITALISATION

RWCR (%) 16.7% b 16.6% b 13.9% b 14.0% a 14.6% a # 14.4% a #

* Bank Negara Malaysia Annual Report 2013

# Bank Negara Malaysia Monthly Statistical Bulletin @ Dec 2013

^ Restated arising from adoption of MFRSa Based on Basel III computation effective 1 January 2013b Based on Basel II computation


62/117

INCOME STATEMENT


FYE

Dec 13

FYE

Dec 12

Variance

RM million Amount %

Total income 2,244.3 1,987.4 256.9 12.9%

Profit to depositors (780.3) (593.4) (186.9) -31.5%

Net income 1,464.0 1,394.0 70.0 5.0%

Total overheads (792.3) (716.8) (75.5) -10.5%

Profit before allowance for impairment 671.7 677.2 (5.5) -0.8%Allowance for impairment on financing and advances 15.0 (66.1) 81.1 -122.7%

Allowance for impairment on investments (9.2) 0.6 (9.8) -1,696.4%

Reversal on allowance for impairment on other assets 5.5 3.4 2.1 63.2%

Provision for contingent liability - (14.8) 14.8 -100.0%

Profit before zakat and tax 683.0 600.3 82.7 13.8%

Zakat (12.6) (9.2) (3.4) -35.9%

Tax (178.8) (160.3) (18.5) -11.6%

Profit for the period 491.6 430.8 60.8 14.1%


63/117

RETURN ON EQUITYDEC 2013 VS DEC 2012



64/117

RETURN ON ASSETSDEC 2012 VS DEC 2013



65/117

NET INCOME SPREAD



66/117

NETWORK & WORKFORCE


2011 2012 2013

Cost income ratio (%) 53.8% 51.4% 54.1%

Number of employees 3,882 4,082 4,253

additional during the year 173 200 171

Number of branches 122 127 133 additional during the year 10 5 6

Number of Bureau De Change 5 4 7

additional during the year - 1 3

Number of Ar Rahnu 3 4 6


Number of Self Service Terminal 1,120 1,190 1,233



67/117

NETWORK & WORKFORCECONT


Dec 11 Dec 12 Dec 13

Coin 0 0 3

SP 53 52 51

CQM 123 133 133

CDM 291 309 324

ATM 653 696 722

0

200

400

600

800

1,000

1,200

1,400

Unit Self Service Terminals

1,1201,190 1,233




SP Statement Printer

CoinCoin Deposit Machine

Since January 2011

New

branches

2011 10

Sri Gombak, Ayer Keroh, Bandar Botanic Klang, UiTM Shah Alam,

Aeromall Airport, IFSC Johor Bahru, Bandar Tasik Permaisuri, Rompin,

Pasir Tumboh & Ara Damansara.

2012 5 Meru Raya, Cyberjaya, Bulit Jelutong, Bandar Kinrara & Sibu

2013 6Taman Bukit Indah, Bandar Baru Tunjung, Sungai Buloh, KL Sentral,

Senawang & Sungai Petani

Total branchesas at 31 Dec 2013 = 133

New Bureau

de Change

(BDC)

2012 1 KotaKinabalu International Airport

2013 3Penang International Airport, KL Sentral & Setiawalk, Pusat Bandar

Puchong

Total BDCs as at 31 Dec 2013 = 7

New

Ar-Rahnu

2011 1 Pasir Mas

2012 1 Tanah Merah

2013 2 Kubang Ker ian & Kuantan

Total Ar-Rahnu as at 31 Dec 2013 = 6

New set-ups target opening/completion by Dec 2014

New branches 8

Padang Garong, Kelantan (Launched)Wakaf Baru, KelantanChan Sow Lin, Kuala LumpurBandar Sri Damansara, Selangor

Bandar Enstek, SelangorSetia Walk Puchong, SelangorGong Badak, TrengganuAustin Heights, Johor

Branch Relocation 3 TH Langkawi, Kuala Pilah & TH Labuan

Ar Rahnu 3Kuala Terengganu, Sungai Petani & AlorSetar

Bureau de Change 8Swiss Inn Jalan Sultan, Kuala LumpurJalan Tunku Abdul Rahman, KL, etc


68/117

KEY BALANCE SHEET ITEMS


RM million ActualDec 13

ActualDec 12

Growth

Amount %

Total assets 42,836.5 37,450.8 5,385.7 14.4%

Net financing, advances and others 23,740.9 19,508.7 4,232.2 21.7%

Gross impaired financing 285.3 308.7 (23.4) -7.6%

Net impaired financing (216.3) (131.6) (84.7) 64.3%

Deposits from customers 37,272.4 32,583.2 4,689.2 14.4%

Equity 3,329.4 3,099.6 229.8 7.4%


69/117

TOTAL ASSETS & MARKET SHARE TRENDS



70/117

TOTAL ASSET



71/117

GROSS FINANCING & MARKET SHARE TRENDS



72/117

GROSS FINANCING BY BUSINESS UNITS


% growthDec 13 vs

Dec 12

Business units mix (%) Dec 10 Dec 11 Dec 12 Dec 13

Consumer 75.9% 75.5% 73.7% 75.2%

Commercial 12.2% 12.5% 12.3% 13.2%

Corporate 9.9% 10.3% 13.1% 10.9%

BILOB 2.0% 1.7% 0.9% 0.7%


73/117

CONSUMER FINANCING PORTFOLIO



74/117

NET FINANCING AS AT DEC 2013



75/117

CUSTOMER DEPOSITS


Growth

14.4%

Financing to

Deposits %45.7% 51.5% 61.2% 65.0%


76/117

CUSTOMER DEPOSITS & MARKET SHARE TREND



77/117

DEPOSIT MARKET SHARE



78/117

CASA MARKET SHARE



79/117

CREDIT QUALITY TREND



80/117

ASSET QUALITY



81/117

COLLECTIVE IMPAIRMENT PROVISION



82/117

COLLECTIVE IMPAIRMENT PROVISION FOR ISLAMIC BANKS



83/117

IMPAIRED FINANCING RATIOBANKING INDUSTRY



84/117

CAPITAL ADEQUACY



85/117

DIVIDEND PAID IN 2013


Dividend

type

Sen

per share

Total

amount

RM000 Date of payment

Final 2012 ordinary Franked dividend 3.00 50,974 12 April 2013

First interim 2013 ordinary Franked dividend 3.50 59,469 31 December 2013Second interim 2013 ordinary Franked dividend 4.99 84,803 31 December 2013

Second interim 2013 ordinary Single tier 0.01 153 31 December 2013

Sub-total for 2013 144,425

Dividend paid in 2013 195,399


86/117

ZAKAT


FiguresinRM0

00

4,885

8,934

11,575

8,081

9,251

12,584

FY2008 FY2009 FY2010* FY2011 FY2012 FY2013

* Amount for 2010 is for a period of 18 months due to change of ourfinancial year from 30 June to 31 December


87/117


ISLAMIC BANKING

LANDSCAPE


88/117

MALAYSIAN ISLAMIC FINANCE LANDSCAPE


Assets^ 25% of total banking system

Total Islamic banking asset :

RM556.5billion

Financing^

Market share27.5%

Total financing: RM370.7billion

Liabilities /Deposits^

Market share26.6%

Total deposits : RM436.3 billion

Islamic financing is expected to accountfor 40 per cent of total financing in 2020


89/117

KEY STATISTICS OF ISLAMIC BANKING


Source: BNM

Chart 1: % of total banking system

19.6

20.7

22.4

23.8

25.0

21.6

22.7

24.3

25.8

27.5

20.7

22.6

24.425.6

26.6

15.0

17.0

19.0

21.0

23.0

25.0

27.0

29.0

2009 2010 2011 2012 2013

Total assets

Total financing

Total deposits 2.2

2.1

1.6

1.2

1.0

1.31.3

1.0

1.3

1.2

0.8

1.0

1.2

1.4

1.6

1.8

2.0

2.2

2.4

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

2009 2010 2011 2012 2013

Net impaired

financing ratio (RHS)

Return on asset

Chart 2: ROA vs. net impaired ratio


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KEY STATISTICS OF ISLAMIC BANKINGCONT


Chart 3: Income composition in 2013 Chart 4: Return on Equity

Fund-based

income

89.3%

Fee-based

income

10.7%

0

2

4

6

8

10

12

14

16

18

20

2009 2010 2011 2012 2013

5-yr average @ 15.7


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KEY STATISTICS OF ISLAMIC BANKINGCONT


Source: BNM

Chart 5: Cost-to-income ratio Chart 6: # of Employee vs. Office Network

45.3%

46.7%

47.4%

50.9%

50.2%

44.0%

45.0%

46.0%

47.0%

48.0%

49.0%

50.0%

51.0%

52.0%

2009 2010 2011 2012 2013

7,829

8,515

9,214

9,751

10,205

0

500

1,000

1,500

2,000

2,500

7,500

8,000

8,500

9,000

9,500

10,000

10,500

2009 2010 2011 2012 2013

Number of employee

Office network (RHS)


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GLOBAL SUKUK MARKET SHARE AS AT END OF DECEMBER 2012


About 58.8% of theglobal outstanding

Sukukor RM512 billion or

USD160 bil wereoriginated from

Malaysia

Total global outstandingSukuk was worth about

US$272.1 bil

continues to be the world largest Sukuk market


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DEPOSIT

TRANSITION PLAN


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ISLAMIC BANKING BUSINESS REFLECTIVE OF SHARIAH CONTRACTS


Wider options for Islamic banks in terms of its business model

Regulatory treatment aligned with distinct features of Shariah contracts

Business conduct and product offerings to be aligned with distinct features of Shariah contracts

Liability Asset

Accepting Islamic deposit

AND / OR

Accepting money under an investment account

Provision of finance clarity of scope

based on Shariah contracts

Principal guaranteed Shariah

contracts

ISLAMIC DEPOSIT

(Priority of payment

accorded upon winding up)

Principal non-guaranteed

Shariah contracts

INVESTMENT ACCOUNT

(Assets ring-fenced to meet

liabilities-account upon

winding up)

Any other activities as may be

specified by the Bank

Legal recognition of distinctive features of Shariah contracts


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RECLASSIFYING OF FUNDS


30 June 2013 - IFSA is effective, distinguishing Islamic deposit and Islamic investment accounts as

follows:

The new IA guideline was released take effect from 14 March 2013 while the transition policy for IAwill take effect commencing from1 June 2015

Existing customers who hold Mudarabah and Wakalah based demand deposit and investment

products are effected by transition plan

Islamic Deposit

Sum of money paid or accepted in

accordance with Shariah

Principal is Guaranteed

With or without any consideration

Repayment on demand or at a certain

time

Investment Account (IA)

Money paid or accepted for purposes

of investment in accordance with

Shariah

Principal Non-Guaranteed

With any consideration

Repayment at certain time


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OVERVIEW OF DEPOSIT ACCOUNTS


Deposit Account

Wadiah/Qard

Tawarruq

Bai Inah

Wadiah/Qard

No returns

Marketing on services/features

i.e.: debit-card facility, access to

TH account, TAP mobile banking,

MEPS IBFT, etc

Tawarruq Similar to fixed/term deposit

Returns are fixed upfront as part

of murabaha structure

Brokerage fees to be borne by

the Bank
http://www.google.com.my/url?q=https://ms-my.facebook.com/TabungHaji?filter=1&sa=U&ei=rRY0U5XjN4vArAfY4YDwDA&ved=0CEMQ9QEwCzigAQ&usg=AFQjCNHepdzt3N5B3LKLs1ot9zw8QRqBHAhttp://www.google.com.my/url?q=https://www.bankislam.biz/&sa=U&ei=6RU0U_2KGYjArAexgoDACA&ved=0CDEQ9QEwAg&usg=AFQjCNFgoK9Np_eSvdKho6oXtKEgL2vp8w


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OVERVIEW OF INVESTMENT ACCOUNTS (IA)


InvestorsBank

As Agent (Wakalah); or

As Entrepreneur (Mudarabah); or

As Business Partner (Musharakah)

Venture

1stLeg 2ndLeg

Contract under IA :

Wakalah

Mudarabah

Musharakah

Contract between Bank and business

owner

Equity financing (Musharakah,

Mudarabah)

Lease-based financing (Ijarah)

Sale-based (Murabahah, Istisna,

Inah)

Fee based (Wakalah , Ujra))

Guarantee (Kafalah)

Principal non-guaranteed Shariah

contracts

INVESTMENT ACCOUNT

(Assets ring-fenced to meet liabilities-

account upon winding up)
https://www.google.com.my/url?q=http://android-developers.blogspot.com/2012/01/android-developers-on-google.html&sa=U&ei=sScsU6XFHYbnrAeamoCICQ&ved=0CDoQ9QEwBw&usg=AFQjCNGtiZJbVzepFrm7lww2INukqOXSVAhttp://www.google.com.my/url?q=http://www.gomercatus.com/tag/project/&sa=U&ei=zX8zU-ysHIaCrge-7YD4DA&ved=0CC0Q9QEwAA&usg=AFQjCNESZPWIi8dDHGzswHMefG8cUjlK4A


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IA RELATIONS


Islamic Banking Institutions

(IBIs)

IBIs to play significant role in structuring RIA to

match investors & ventures

KEEN INVESTORS GOOD VENTURES

Retail Investors

Institutional Investors

Small Business

Established Business

Source : Bank Negara Malaysia


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TYPE OF SHARIAH CONTRACTS FOR INVESTMENT ACCOUNTS

Page 99

Shariah Contract Definitions

Mudarabah

Mudarabah, means a contract between capital provider (rabbul mal) and an

entrepreneur (mudarib) under which the rabbul mal provides capital to be

managed by the mudarib based on any profit generated from the capital is

shared between the rabbul mal and the mudarib according to mutually agreed

profit sharing ratio (PSR) whilst financial losses are borne by the rabbul mal

provided that such losses are not due to the mudaribsmisconduct (taadi),

negligence (taqsir) or breach of specified terms (mukhafalah al-shurut).

Musharakah

Musharakah, means a partnership between two or more parties which may

take effect through contractual relationship (aqd) or by operation of Islamic

law, whereby all contracting parties will share the profit and bear loss from

partnership.

Wakalah

Wakalah, means a contract in which a party (muwakkil) authorizes another

party as his agent (wakil) to perform a particular task, in matters that may be

delegated, either voluntarily or with imposition of fee.



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ILLUSTRATION OF INVESTMENT ACCOUNTS




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ILLUSTRATION ON APPLICATION OF IA




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IMPACT OF INVESTMENT ACCOUNTS


Bank

Benefits:

Cost savings from capital management - Credit and market risk

weighted assets funded by investment account (URIA or RIA) shall be

excluded from the calculation of capital adequacy ratio. Zero capital

charges.

All investment accounts are excluded from Eligible Liabilities (EL)base

for the purposes of statutory reserve requirement (SRR) computation

Cost avoidance - Zero takaful premium for Deposit Insurance Scheme -

PIDM

Drawbacks:

Expected higher cost of funding

Incur incidental administrative/prudential cost


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IMPACT TO EXISTING CUSTOMERS

Customers whose Islamic deposit account are structured based on Shariah contract with non-principal

guaranteed feature (i.e. Mudharabah Savings Account or Wakalah Deposit) will be dully informed of thealternative products and provided with sufficient information/ transparency to make an informed

decision.

Customers would have a choice to either maintain their funds with Islamic deposit or change to

investment account product depending on the customers risk appetite.

Customers will be accorded sufficient time to inform the Islamic banks of their decision by June 2014.

During the transition period, all the Islamic deposits based on Shariah contract with non-principal

guarantee feature will remain status quo and continue to be eligible for PIDM protection (up to

RM250K) until the completion of the transition plan.

Page 103Managing Directors Office


104/117

ACCOUNTING TREATMENT


Bank

Investors

BNM is currently f

Corporate Presentation to Us Based Fund Managers

Documents

Transcript of Corporate Presentation to Us Based Fund Managers