GCEO’S PRESENTATION

1 FINANCIAL YEAR 2021 IN REVIEW

2 PROGRESS OF 6 STRATEGIC PILLARS
3 SUSTAINABILITY PLAN
FY2021 IN REVIEW COMPLETION OF GROUP CORPORATE RESTRUCTURING EXERCISE

1 The completion of our restructuring exercise

which was concluded with the transfer of listing
status of BIMB Holdings Berhad, have paved the
way for Bank Islam becoming the only listed
pure-play full-fledged Islamic bank on the Main
Market of Bursa Malaysia on 8 October 2021.

2 The listing provides an advantageous position for

the Bank to capitalise on the growth in Islamic
finance and Islamic capital market and reinforce
our efforts to expand our customer base.

3
With a market capitalisation of RM6.2 billion, we
are well positioned to deliver our five-year
business strategy roadmap, LEAP25, which would
redefine our growth and enable us to work in
new ways to create stakeholder value.

3
FY2021 IN REVIEW OUR 2021 GROUP PERFORMANCE AND FINANCIAL POSITION
REMAIN STRONG AMIDST CHALLENGING ENVIRONMENT

PROFITABILITY GROWTH ASSET QUALITY LIQUIDITY CAPITAL

Total Revenue Steady Total Safeguarding CASATIA Ratio Total

RM3.2 Assets Growth Gross Impaired Capital Ratio
39.6%
billion 7.4% y-o-y Financing Ratio
Group: 18.6%
Dec 21: RM80.2b at 0.96% Industry: 32.4%
5.2% y-o-y Industry: Bank: 18.2%
RM3,118.7b(↑5.1%) Industry: 1.44%
Industry: 18.2%
PBZT Liquidity
Healthy Coverage Ratio
RM704.2 Financing Growth Ample
million Financing Loss 180.1%
6.4% y-o-y Coverage Ratio
3.3% y-o-y Industry: 153.7%
Dec 21: RM58.2b
Industry: 187.2%
Sustaining RM1,857.9b(↑4.1%) Industry:129.0%
ROE (PAT)
Total Deposits &
at 8.4% Investment Accounts
Growth
EPS 6.8% y-o-y Despite a dip in profitability, the Group remained resilient to sustain
21.87 sen Dec 21: RM67.8b commendable performance, supported by sound fundamentals
Industry:
RM2,275.6b (↑6.9%) Banking industry data @ Dec 2021
4
FY2021 IN REVIEW PROFITABILITY

1 FY2020 & FY2021 performance were affected by the weak 2 … yet the Group was able to maintain dividend pay
economic environment, modification loss due to out to reward our shareholders ...
moratorium and higher impairment provision.

Profit Before Zakat and Tax Dividends Paid

RM million RM million

810.3 843.5
767.1 728.2 704.2
282.3
262.5
229.3 225.9 226.9

FY2017 FY2018 FY2019 FY2020 FY2021 FY2017 FY2018 FY2019 FY2020 FY2021

5
FY2021 IN REVIEW HEALTHY FINANCING GROWTH ABOVE INDUSTRY AVERAGE

Outperforming the banking industry average with 6.4% YoY net financing growth, driven by Consumer segments …
10.5
Net 8.5 8.3 Gross +6.5%
7.5 59.2
Financing Financing by 55.6
YoY Growth 6.4 Segments 0.4
0.2 +76.9%
% RM billion 14.4
4.1 Industry Average 14.1
4.3 4.5 4.1 +2.4%
3.0

41.3 44.4
+7.5%
Financing
Outstanding ↑ 5-Year CAGR 8.2%
RM billion Dec 20 Dec 21
58.2
54.7 Consumer Corporate Commercial SME Banking
49.5
45.7
42.1

of which +7.5%
44.4
Consumer 41.3
Financing 1.5 -11.8%
RM billion 1.7
16.9 18.2 +7.7%

Dec 17 Dec 18 Dec 19 Dec 20 Dec 21 +9.0%

22.2 24.2

Dec 20 Dec 21
HFA PF VF CC Ar Rahnu

Banking industry data @ Dec 2021

6
FY2021 IN REVIEW SIGNIFICANT GROWTH IN CASATIA FURTHER IMPROVE LIQUIDITY
POSITION AND SUSTAIN NET INCOME MARGIN ABOVE THE INDUSTRY

Healthy assets growth supported by ample funding growth from deposits and investment accounts.
Total Deposits & Investment Accounts grew 6.8% y-o-y.

Total Deposits & Investment Accounts

of which
RM billion
Total CASATIA 17.5 17.7 18.9 22.9 26.8
RM billion

↑ 5-Year CAGR 6.4% ↑ 5-Year CAGR 11.4%

67.8 6.7
63.4 5.1
Transactional IA 2.0 2.6 3.2
55.1 57.6 20.1
15.1 15.7 17.8
50.5 CASA
15.5

Dec 17 Dec 18 Dec 19 Dec 20 Dec 21

Highest CASATIA ratio recorded

CASATIA Ratio
% 39.6
Dec 17 Dec 18 Dec 19 Dec 20 Dec 21 34.6 36.1

32.1 32.8

Dec 17 Dec 18 Dec 19 Dec 20 Dec 21

7
FY2021 IN REVIEW HIGH QUALITY FINANCING PORTFOLIO
WITH PRUDENT PROVISIONING & STRONG CAPITAL
40.0%

Gross 17.8% 18.7% 19.8% 18.6%

Impaired 1.53 1.52 1.57 Banking Capital
35.0%

16.4% TCR
1.45 1.44
Financing Industry Adequacy
30.0%

Ratio Ratio
25.0%

% %
20.0%

0.93 0.92 0.86 0.96 15.0%

CET-1
0.67
14.2% 14.7%
10.0%

5.0%
12.7% 13.3% 13.2%
0.0%

Gross 398 433 568 Dec 17 Dec 18 Dec 19 Dec 20 Dec 21

426 373 Total GIF
Impaired
Financing 5 SME Banking
(GIF) by Capitalisation
10,000

8,741 Total Capital

Segment RM million 9,000

8,353
RM Million Corporate & 8,000

7,288
390 Commercial 6,955
220 199 7,000

6,272
182
182
CET-1 Capital
6,000

6,181 6,207
5,000

5,552
216 206 234 Consumer 5,214
191 173 4,000 4,858
3,000

Dec 17 Dec 18 Dec 19 Dec 20 Dec 21 2,000

1,000

Financing 248.6 0

Loss 187.8 179.3 187.2

Coverage 160.0 Dec 17 Dec 18 Dec 19 Dec 20 Dec 21
%
Banking
107.5 129.0
82.9 97.9 89.4 Industry

Dec 17 Dec 18 Dec 19 Dec 20 Dec 21

8
Banking industry data @ Dec 2021
INTRODUCTION Let’s recap on the Bank’s Vision, Mission & Strategic Objectives

Bank Islam’s 6 Strategic Objectives

Our VISION SUSTAINABLE PROSPERITY:

THE BANK THAT ADVANCES PROSPERITY FOR ALL 1 ▪ Responsibly create value to shareholders and other
stakeholders in ensuring sustainable strength
▪ Diversify revenue streams and sustain growth momentum
Bank yang mendahulukan kemakmuran untuk semua

VALUES-BASED CULTURE:
Our MISSION
2 ▪ Principles of VBI (but not limited to only these) adopted in
business strategies
TO PROVIDE SOLUTIONS THAT DELIVER VALUE
Untuk menyediakan penyelesaian yang menghasilkan nilai COMMUNITY EMPOWERMENT:
3 ▪ Islamic retail financial service provider of choice to the
community
Our PROMISE
CUSTOMER CENTRICITY:
ASSURING TRUST. DELIVERING VALUE 4 ▪ Actualise the principles of competency, honesty and
transparency in service delivery
Amanah terjamin. Nilai terhasil
REAL ECONOMY:

Our CORE VALUES 5 ▪ Grow wealth in the economy, enlarge sustenance and
share of the economic pie, together

T Think
Customer A Act with
Integrity A Advance
Beyond T Take
Charge
6
DIGITALISATION:
▪ The Digital Islamic bank of choice through development of
Mengutamakan Bertindak Melangkaui Bertanggung Halal digital community and solutions
Pelanggan dengan Integriti Sempadan Jawab

Strategic Planning Source: Corporate Overview, Bank Islam, Strategic Objectives Dashboard, Strategic Planning
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 SUSTAINABLE We persevere amidst the prolonged challenges by sustaining traction on
PROSPERITY sound financial standing

✓ Despite a dip in profitability, the Enforce Cost Management, Increase fee-based business activities to
Bank remained resilient to sustain Optimisation improve profitability metrics
commendable performance, & Savings Initiatives
supported by sound fundamentals Persevere Green Economy
Key Focus Areas
(page 4 to 8) • Sustain portfolio size despite economic challenges
Waste elimination & go green (Total green financing as at Dec 2021: >RM2 billion)
namely attributable to Renewable Energy & Green
Revisit HR process & coverage Building
Review & negotiate contracts • The bank has embarked on a journey on the
integration of ESG framework into credit assessment
Revisit all authorised but not contracted • We will continue to pursue green financing focusing
project on mini hydro and solar farm
Process re-engineering

Implement Integrated Wealth Management Business Model

• Aims to transform from product-centric to Key Focus Areas
holistic financial advisory which results in
higher revenue and bigger customer Establishment of new platform targeting HNWIs
base.
Strengthen Group/divisional synergy & collaboration
• We are embarking on a journey to
establish big data & customer Digitalisation enabling goals via digital blueprint
segmentation and to strengthen Synergy
to better cross-sell for the Group Strengthen/build resources capacity & capability

Wholesale Banking
• Higher financing asset growth for non-retail (Corp + Commercial) by RM380.3 mil, 2.76% and net
income of RM415.6 million, +6.5% y-o-y
• Ongoing initiatives on the convergence of BEST app, BISOnline & GO mobile

10
Strategic Planning Source: Monthly Financial Report Dec 2021, Strategic Objectives Dashboard Dec 2021
 VALUE BASED We acknowledge the importance of adopting the right culture and
CULTURE governance in our practices

Agility &
new ways of working
1 Change management to
increase adoption &
effectiveness of flexible working
hours (FWA) to reduce cost,
improve productivity culture
2 Expansion to
Live Well
Physical, Spiritual & Wellness to
improve engagement
reduction unproductive time
due to health/well being.
16 Live Well initiatives
successfully carried out. 2000
BITIZENs participated
Strengthening talent &
leadership bench strength
1 Performance management
system
Embedment of HR process
review & alignment. Phase 2
Went live on 13/8/2021
2 in-house digital
Implementation
of new HR system –
SAP SuccessFactors,
to bring its human capital
management (HCM) efforts to
the next level and improving
employee productivity in the
'new norm
Strengthening risk &
compliance culture
1
1 Workforce readiness on digital
– learning & development
opportunities
Digital upskilling programmes
& Employment Terms
course for all staff
2 Awareness & education drive –
joint effort between HR,
Compliance, Risk, Integrity
Organisation construct
to deliver 2021
Set-up the basics through
organisation design policies &
guidelines
• Harmonisation of Policies &
• Group Reporting Structure
• Embedment of TAAT values
Group-wide

Launched SAP SuccessFactors in 3 Group Harmonisation Steering

3 Enhancing Employer March 2021. ’. Phase 2 went live Committee
Branding initiatives in Sept’21:
• Performance Management & The Bank established a committee
• Employee Goal Management (PMGM) to facilitate harmonisation of the
Experience Award • Recruitment Module “newly formed” Bank Islam Group
by HR Online.net – Obtained
from business & operational
Bronze for the Most Inspiring
3 Communication & perspectives
Leader category
engagement
• Graduan Choice
Award – 4th Place Conducted leadership
in the Banking category programmes & workshops for
and 5th place in the management & the staff
investment Bank category
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Strategic Planning Source: Monthly Financial Report Dec 2021, Strategic Objectives Dashboard Dec 2021
 COMMUNITY We continue to be purposeful in empowering the
EMPOWERMENT communities & to ensure inclusive economic growth

iTEKAD Impact through iTEKAD microfinancing programme

Diversify & magnify the channels of Sadaqa House to • As of Dec’21, the Bank disbursed more than RM2.0 million to 106 accounts.
big impact community • 81 participants attended training conducted by SME Corp Malaysia since
• First launched in 2018 implementation in June 2020.
• Total Sadaqa House’s collections for FYE Dec 21 has reached RM3.3 million. • Financial Inclusion Division has organized 4 onboarding training session
• Total disbursement during 2021 was more than RM2 million, benefitting 4,765 involving 28 participants.
beneficiaries. Success stories from - iTEKAD participants:
Enterprise A / Food business / RM20,000
Previous I-TEKAD
Impact through BANGKIT microfinancing programme • Able to run her business over premise at
• Manage offline booth
PPR Raya Permai
• As of Dec 21, the Bank disbursed almost RM1.6 million to 140 accounts. at several places in
• Manage to enhance additional tools for
• Conducted training since March 2020 by changemakers to 112 participants. Kuala Lumpur
bakery
• Aims to own a store
• Aside than cover her premise renovation
• Agent based
cost, she also able to hire 1 staff
practices
Increase strategic alignment and impact of CSR as well as • Register her business in Foodpanda
collaborations with social organisations / organisations that Restoran B / Food & Baverages / RM20,000
further positive social impacts via AMAL Initiatives Previous I-TEKAD

• Contribution of school equipment and basic food supplies to orphans. • Varies the menu offered
• Average sales of
• Improve the packaging and promotion
• Affordable Home projects: "Baiti Jannati," a collaboration project DBKL to hand over RM6k to RM7k
• Register her business in FoodPanda and
11 selected asnaf their housing key, along with renovation, basic furniture, and • Aims to expand her
GrabFood
business to pay the
Aidilfitri care package. school fee and her
• Bought a freezer, old loan paid, better and
• “AMAL Hydrophonic Project” – promoting urban farming. comfort life
husband treatment
• Hired 1 staff
cost.
• Average sales of RM10k to RM12k
AIBIM MyWakaf: Wakaf Perumahan Enterprise C / Bakery & bakery supplier / RM30,000
– Pulau Pinang Previous I-TEKAD

Launched in March 2021, to purchase distressed properties • Move business to better strategic place
• Loss of business
• Hired part time workers
from distressed customers/owners which are then transferred because of non-
• Daily weekday sales around RM600 while
to Wakaf Pulau Pinang to be administered for rental/sale. strategic places
weekend reached RM1k to RM2k
• Alternatives platform: Shopee & Foodpanda

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Strategic Planning Source: Monthly Financial Report Dec 2021, Strategic Objectives Dashboard Dec 2021
 CUSTOMER We uphold the principles of competency, honesty and transparency in our
CENTRICITY service delivery

Proactive service culture

Customer service benchmark indicators are well within target:
✓ Service Turnaround Time ✓ Over-the-Counter Transaction
▪ AST well within target of <5 minutes ▪ Serving Time: 99% number of branches achieved >90% of SLA
▪ AWT well within target of <10 minutes ▪ Waiting Time: 85% number of branches achieved >85% of SLA
✓ Complaint Management TAT of 100% ✓ SST Uptime >95%

Superior customer experience

Convergence of BEST app, BISOnline, GO Mobile:
BIMB Investment & BIMB Securities Target for 2022:
• To cross-sell BIMB Investment products through our channels
Explore to offer total wealth creating solution towards upward mobility of wealth
hierarchy for retail customers
• Ongoing HNWI tagging to • Client segmentation post • Unit Trust e-submission via Internet Banking –
relationship manager – data cleansing exercise – ongoing review
assessing system readiness ongoing intiative

Develop operational excellence & analytics capability

✓ Recalibration of ✓ Financial Solutions e.g. GO BiZ Merchant ✓ Embark upon ✓ Data Analytics CoE (DAC)
retail scorecards Apps, New eBanker system, Enhancement Financing Origination to support business via
and non-retail risk of Virtual Account Opening (VAO): System (FOS) organisation, customer
rating framework • GO BiZ: Live on 27th Jul 2021. As at Dec enhancement & segmentation, customer
- Backtesting 21, 3,842 merchants on boarded. replacement – experience & propensity
completed • New eBanker System: Ongoing - UAT ongoing initiative model. Phase 3 had
has been completed. started in 2021. Business successfully Go Live on 12
• Enhancement of VAO: Ongoing Process Review November 2021
Workshop completed. 13
Strategic Planning Source: Monthly Financial Report Dec 2021, Strategic Objectives Dashboard Dec 2021
 REAL
We remain steadfast in supporting Real Economy towards economic recovery
ECONOMY

Ongoing promotion of
Enhance growth enablers
programmes & collaborations

1) Expansion of SME Banking Reach & Touch Points (sales force,

• Petroleum Arrangement Contractors (PAC) Vendor Financing
Programme
• Leverage on SJPP/CGC Guarantee Scheme to grow SME segment
• Embarking on new processes which include SME’s scorecard and
• As at Dec’21, total gross financing of SME at > RM350 mil; >100%
y-o-y growth
hubs, digital marketing & platform) – opening of 5 SMEs Hubs:
SME Hub Batu Pahat – Closed; Opened SME Hub in Georgetown,
Sri Petaling, Sg. Petani (2 workstations), Kuching (3 workstations) &
Kota Kinabalu
simplified, and fast approval process financing programme
based on criteria-based financing & program financing

Grow financing portfolio in Marketing platform for lead generation by

providing business insight/economy
halal economy
context info related to SMEs/training

• Focus on new and existing customers involved in sector/activity

• 2021 SME webinar series
related to Halal Industry such as Food & Beverages, Trading, • Jelajah Halal Malaysia 2021 Terengganu by HDC
Agro-Based, Healthcare & Pharmaceutical related • Webminar Session with appointed Travel Agents
• Collaboration with business associations and agencies – HDC, for Haj by TH
SME Corp, MATRADE, CELCOM, MIDA, TH (THRIVE) • Webinar session with SME Corp Kelantan
• Approved > RM150m • Webinar session with CTOS subscribers
• SME Customer App (SMEXpert)
• Gone live on Google Playstore, Huawei Appgallery
& Appstore

14
Strategic Planning Source: Monthly Financial Report Dec 2021, Strategic Objectives Dashboard Dec 2021
 DIGITALISATION We endeavour to work towards a future-ready Bank Islam

Active digitalisation through various

Strengthen core
programmes encompassing
enabler/infrastructure
channel, data governance & • Execution of IT Blueprint Phase 1
business growth • Development of IT Blueprint Phase 2
• Ongoing Branch Digital initiatives
• Robotic Process Automation (RPA) Digital Banking Superstore
• Vendor Financing
• Leads Management System
premised on GO as Super App
• Data Governance GO Mobile & Internet Banking (IB) key milestones
• SME Digitalisation achievement
• Financial transaction volume:
• GO Mobile: >47 mil (2020: >RM13 mil)
• IB: >147 mil (2020: >RM97 mil)
• Sustain Number of active users:
New digital bank proposition – • GO Mobile: >840k (2020: >400k)
Centre of Digital Excellence • IB: >1.5 mil (2020: >1.2mil)

• Deploying digital bank, CDX Winner of Malaysian e-Payments Excellence

Awards (MEEA) 2021 in the following categories:
aspires to adopt new gen
• Best Bank Award – Best FPX Bank
technology, new business models • Best e-Payments Acceptance Growth Award –
premised on “business as a Best JomPAY (Acquirer)
service” (BaaS) to mitigate • Best e-Payments Growth Award – Best FPX
obsolescence, Branchless Banking (Acquirer – Bank)
(e-KYC, digital core & platform), Ongoing engagement with
Soft launch: GO Biz by Bank Islam, A mobile
Growing microfinancing & total Fintechs, exploring partnerships & banking app offered by Bank Islam to Bank Islam
deposits
• Initiatives are ongoing collaboration individual and businesses that is targeted to
A fintech due diligence process has been SME/MSME customers. It allows merchants/sellers
developed to provide guidance to the business to manage their day-to-day business quickly and
in assessing the risk & credibility of a fintech securely from their mobile devices
company before embarking on any partnership.
15
Strategic Planning Source: Monthly Financial Report Dec 2021, Strategic Objectives Dashboard Dec 2021
 The sustainability plan is derived from ESG tactics embedded in 6 strategic objectives
– How they impact the sustainability priorities and how we commit ourselves to the
greater good.
BIMB Sustainability
Our Identity 6 Strategic Objectives Sustainability Sustainability Commitments
Priorities
Plan
Commitment 1:
SUSTAINABLE PROSPERITY: Mitigate Exposure to High Sustainability Risk Sectors
▪ Responsibly create value to by FY2030 e.g. identification & measurement of high risk
1 shareholders and other stakeholders
in ensuring sustainable strength Product &
sector, temperature score by portfolio
VISION ▪ Diversify revenue streams and Doing
sustain growth momentum Services Commitment 2: Well and
VALUES-BASED CULTURE:
Double Shariah-ESG assets to RM4 billion by Doing
THE BANK THAT
FY2025
ADVANCES
PROSPERITY TO ALL
2 ▪ Principles of VBI (but not limited to
only these) adopted in business
Good
Bank yang
strategies Commitment 3:
mendahulukan Achieve a carbon neutral position in
COMMUNITY EMPOWERMENT:
kemakmuran untuk
semua 3 ▪ Islamic retail financial service Stakeholders operational conduct by 2030 via three-pronged
provider of choice to the community – customers, strategy:
regulators & • reduce consumption
CUSTOMER CENTRICITY: • transition to renewable energy
MISSION communities • offset carbon footprint – tree planting, oceanic/
4 ▪ Actualise the principles of
competency, honesty and maritime activities via CSR
transparency in service delivery
TO PROVIDE
Commitment 4:
SOLUTIONS THAT REAL ECONOMY:
Advocate real economy & nurture community Communi
DELIVER VALUE
Untuk menyediakan 5 ▪ Grow wealth in the economy, enlarge
sustenance and share of the upward mobility through entrepreneurship, ties
penyelesaian yang economic pie, together ecosystem play and social finance: Thriving
menghasilkan nilai • From 3,000 to 10,000 enterprises With Us
DIGITALISATION: Our people, • From 200 to 3000 social finance beneficiaries
Assuring Trust.
Delivering Value. 6 ▪ The Digital Islamic bank of choice
through development of Halal digital
our conduct
Commitment 5:
Amanah Terjamin. community and solutions
Embody Value-based Culture in our People
Nilai Terhasil Shariah goals and principles for Excellence (Ihsan),
• Doing the
beyond Shariah Compliance
Right
• Principles of VBI adopted in business strategies and
customer centricity, enabled by digitalisation Thing
• People-related policy enhancement (Board,
Management and People)

Strategic Planning Source: Bank Islam Sustainability Plan

16
Key Sustainability Messages – Our Commitments are aligned to our Strategic Pillars,
anchored on Sustainability

Commitment 1: Where we are now: Commitment 3: Achieve a carbon neutral position in operational conduct by 2030
Mitigate Exposure
to High ▪ Green financing portfolio Where we ▪ Yet to embark on greenhouse gas (GHG) emission data gathering/ reporting
covering renewable energy & are now: ▪ All vendors are to submit a vendor declaration form that:
Sustainability Risk green building of RM2.29 bil a. Allows the Bank to conduct market and trade checking of the vendors
Sectors Coal by ▪ BIMB Invest’s accomplishment b. Confirms vendor policy to not offer gratuity, commission or other inducements be it
FY2030 in Shariah-ESG space: financial and non-financial in exchange for any work referred to by/ given by the Bank
▪ Shariah ESG fund >RM800 c. Will immediately and unconditionally notify the Bank of any conduct in item (b) above.
Commitment 2: mil
▪ Global equity shariah ESG
Double Shariah- fund >RM650 mil
ESG assets to RM4 ▪ Global sukuk shariah ESG
Commitment 5: Where we are now:
billion by FY2025 fund about RM150 mil Embody Value-
▪ Best Roboadvisory/ Robo based Culture in ▪ Workforce readiness on digital to develop digital upskilling opportunities
▪ Group Harmonisation/ Synergy upon finalisation of restructuring exercise –
Intelligence in Malaysia: our People
Ethical Investing & Shariah business & independent/ support policies
• Shariah goals and
Compliant ▪ Implementation of new HR system – SAP SuccessFactors, to bring its human
principles for
capital management (HCM) efforts to the next level and improve employee
Excellence,
productivity in the 'new norm'.
Commitment 4: beyond Shariah
Where we are now: ▪ Change management to increase adoption & effectiveness of flexible working
Compliance
Advocate real hours (FWA) to reduce cost, improve productivity culture
• Principles of VBI
economy and ▪ Sadaqa House’s number of adopted in
▪ Expansion to Live Well Physical, Spiritual & Wellness to improve engagement
nurture community reduction unproductive time due to health/well being
beneficiaries has reached business
▪ Customer service benchmark indicators are well within target.
upward mobility beyond >4,000 strategies and
▪ GO Mobile & Internet Banking (IB) Financial transaction volume as of March
through ▪ Disbursed more than RM3 mil customer
2022: GO Mobile: >16 mil (2021: >RM47 mil); IB: >25mil (2021: >RM147 mil)
to more than 150 accounts centricity, enabled
entrepreneurship, under i-TEKAD
▪ Winner of Malaysian e-Payments Excellence Awards (MEEA) 2021 in the following
by digitalisation
ecosystem play and microfinancing programme • People-related
categories: Best Bank Award – Best FPX Bank; Best e-Payments Acceptance
social finance Growth Award – Best JomPAY (Acquirer); Best e-Payments Growth Award – Best
▪ Disbursed more than RM2 mil policy
FPX (Acquirer – Bank)
• From 3,000 to 10,000 to almost 200 accounts enhancement
▪ Data Analytics CoE (DAC) is developing solutions to support business via
enterprises under BangKit (Board,
organisation, customer segmentation, customer experience & propensity model
• From 200 to 3000 microfinancing programme Management and
▪ Development of and traction on integrated wealth management client segment
social finance People)
beneficiaries

Strategic Planning Source: Monthly Financial Report March 2022, Bank Islam Sustainability Plan
17
DISCLAIMER
Throughout this presentation, we have used forward-looking statements that relate to the plans, objectives, goals, strategies, future operations and performance of our Group. Such
statements usually contain words like ‘anticipates’, ‘believes’, ‘estimates’, ‘expects’, ‘intends’, ‘may’, ‘plans’, ‘projects’, ‘should’, ‘would’ and ‘will’, amongst others. We do not intend for
these statements to be guarantees of future operating, financial or other results, as they involve risks, uncertainties and assumptions in their representation of various possible scenarios. As
such, actual results and outcomes could differ significantly from those expressed or implied. Our Group makes no express or implied representation or warranty that the results anticipated by
these forward-looking statements will be achieved. We are under no obligation to update either these forward-looking statements or the historical information presented in this presentation.