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Annual meetings Annual General Meeting What's new Conversations with shareholders. Approach Our partners and community. Shared value innovations. Achievements Our climate action plan. IAG Research Centre. Australian Business Roundtable. In our journey to build a credible and profitable business, AmBank Group continues to champion community development and address various sustainability issues, as we grow from strength to strength. In everything that we do as a bank and as a responsible community leader, we not only recognise the role of our people, but we also continue to seek ways to add value to our community.
With the rise of economic uncertainties due to the global health crisis, we recognise the need to stay collectively strong, helping our customers and their businesses weather through the harsh conditions. We remain committed to supporting the needs of all customers in times like these. We recognise the current anxiety as we stabilise and pivot towards the new norm. Nevertheless, we would like to assure our stakeholders, customers and customers that we are here to help you by growing and winning together.
We continue to implement measures that protect the physical and financial health of our employees and customers. AmBank Group is offering automatic deferment of loans and financing repayments for all eligible individuals and SMEs for six months, effective 1 April This move is expected to ease the financial burden of our customers. We are also open to discussing the temporary deferment or restructuring of instalment repayments for other affected customers whose loans and financing do not fall under automatic deferment.
In line with our strong focus on supporting the SME sector, we have committed to offering a Special Relief Facility comprising collateral-free financing of up to RM1 million to aid SMEs under financial stress. A simplified process has been established to facilitate those applying for this facility, with approval provided within 24 hours and disbursement within five days of approval. On top of that, AmBank Group is lending a hand to the general public through funding and sponsorships.
As a small token of appreciation for their services and dedication, we also distributed over food packs to healthcare frontliners. Safeguarding our people will always be a foremost priority for AmBank. Amidst the pandemic, AmBankers have been encouraged to work from home, whenever possible, with increased utilisation of digital communications.
We are also frequently disinfecting and cleaning our premises while restricting movement between AmBank locations. Through Kelab AmBank Group KAG , we also distributed hand sanitisers and face masks to employees working at all corporate offices, to minimise their exposure to the virus. Nevertheless, the banking sector remained profitable as a result of the practical risks taken by local banks to cushion the cuts in the policy rate.
Capital buffers for banks also remained elevated, compounded by enhanced capital adequacy, liquidity and risk management standards. With these measures in place, the national financial system improved its resilience in The banking industry started with a strong total capital ratio of However, during the first quarter of , the world struggled with the unprecedented COVID pandemic that resulted in the disruption of businesses and supply chain, causing a significant contraction of the global and local economy.
In response, the Government announced stimulus packages aimed at reducing the economic impact of COVID, by providing financial support to households and businesses. Furthermore, the strong buffers of the Malaysian financial system are expected to absorb most of the shock, with the banking sector being able to mitigate the impact of credit quality deterioration.
Importantly, the banking sector is well-equipped to provide support in continued lending which is imperative for the economy to bounce back. We registered a 7. The Top 3 ranking also extends to the growth of both Total Loans and Total Deposits, which registered a 5. Our Loan-to-Deposit ratio stood at We saw an With this double-digit growth, we are placed in the first position within the industry in terms of PBP growth.
We also ranked first for our improvement in Cost-to-Income ratio, which improved from Through this strategy, we have focused our priorities on streamlining our internal operations and processes, realigning our diverse business segments, as well as strengthening our digital foundation. We are pleased to report tangible results which positively contributed towards achieving our Top 4 aspirations. Our customer base grew by We now also have a base of more than 85, Priority Banking customers.
In FY, we established dedicated taskforces to drive the performance of our target products. Rigorous execution and disciplined tracking have resulted in tremendous uplifts. Total Group deposit grew 5. CASA rose in tandem by a substantial For the SME segment, we currently have over , customers, including more than 7, customers under the Business Banking division in FY We also achieved strong growth in the Mid-Corp segment, with a 9.
This was largely the result of our assertive efforts in increasing the customer base, resulting in a 3. Total Group Deposit RM Corporate Finance recorded a strong As a result, we maintained our number four ranking YoY, with a Debt Capital Market posted a Moreover, we gained Throughout the financial year, we received a total of 16 awards recognising our work in the segment.
In FY, our efforts to create a conducive and engaging workplace was recognised via numerous awards in talent management. The consumer market, which is now dominated by Millennials and Gen-Y, are expecting smarter, faster and more accessible financial services. This bodes well for AmBank Group given our focus on delivering products and services that cater to the evolving needs of our customers, thus allowing us to remain competitive amidst this fast-changing era of globalisation.
Small and medium-sized enterprises SMEs are not only an important customer segment to AmBank Group, but also embody the backbone of the Malaysian economy. During the financial year, we recorded a significant step forward in digital solutions to better serve our customers.
We introduced the Wealth feature on AmOnline, our flagship online and mobile banking platform. The new feature is designed to make investments simpler and more accessible to budding investors. Furthermore, we launched AmAccess Biz and AmAccess Corporate to provide an easier and faster way for non-retail and corporate segments to manage their day-to-day business banking. The platform includes innovative features such as digital tokens, DuitNow payments and foreign remittance.
To this end, we are also working towards incorporating new features in AmAccess Biz, such as FPX and Payroll functions, which will be introduced to customers in phases. This includes leadership, understanding their business health, HR readiness, and business culture. The series was organised in an effort to provide the participating SMEs with an understanding of these crucial topics. On top of that, the conferences also served as a networking platform for the SME community, bringing together business owners, subject matter experts and pioneers from a wide range of industries.
Established as a platform where SMEs can connect and showcase their business ideas, we sponsored the top five finalists for a learning field trip to China, providing them with an opportunity to network and exchange insights with major industry players, including Alibaba Group, Food Vending China, Zendai Group and many more.
The inaugural event saw participation from high-potential customers who were guided on the benefits of embarking on an IPO; the potential risks and upsides to consider; and the requirements needed to take their company public. The Group also has various channels in place to ease the financial burden of business owners who are facing difficulties during these unprecedented times.
We strive to provide the provision of additional value for their operating account, payroll and transactional services as well as quick access to working capital financing, amongst others. As such, we focus on building cross-industry partnerships with both banking and nonbanking players.
During the financial year, we partnered with Maxis to expand our support for SMEs in Malaysia; leveraging and harnessing the power of technology and datadriven insights to provide personalised offers to SMEs. We are also working with our partners Shell and Parkson, as shareholders of BonusLink, to transform BonusLink loyalty and rewards to a more strategic play by expanding into currency and wallet payment solution.
They also operate an exchange between traditional currencies and cryptocurrencies. As the primary banker appointed by LUNO to support the operations of its exchange, AmBank Group is the first conventional bank in Malaysia to offer such banking services. This includes the U Collection, a global privilege programme that brings together hotels, shopping and specially-curated dining offers for its premium cardholders.
Under the AmBank BizM. During the year, AmBank Islamic also entered into a collaboration with Amanah Raya Berhad to offer legacy planning solutions. This enables our customers to seek will writing services at AmBank Group branches, including at AmBank Signature Priority Banking centres nationwide, thus providing an additional revenue stream to the Group.
AmBank Group has long been committed to positive environmental and social impact as we strive to continuously improve our sustainability journey. This is aligned with Shariah principles of responsible behaviour towards the community and the environment. In FY, we continued to participate in inclusive and responsible financing programmes.
Guided by our Environmental Policy, we ensure that all facets of our operations consistently adhere to environmental laws and regulations. Beyond compliance, we also actively identify and implement green initiatives that minimise our potential environmental impact. We also invested in hybrid cars, which are more fuel-efficient and generate fewer carbon emissions.
For energy efficiency, we replaced conventional lights with an LED lighting system for 17 AmBank Group branches, with an aim to complete installation at the remaining branches by FY The Group also contributes to the socio-economic empowerment of communities.
We actively organise and participate in programmes that enable social mobility and inclusive development across all levels of society. In FY, we invested RM1. We view the current turbulent times as an opportunity to create new value propositions for customers while simultaneously charting new growth for the Group. Our new strategy for the upcoming year is based on a holistic approach to market trends, regulatory changes, customer behaviour, and most importantly, the post-pandemic financial landscape.
On behalf of the senior management team, I would like to take this opportunity to thank Tan Sri Azman Hashim, AmBank Group Chairman, and the Board of Directors who have been instrumental in providing support and advice to the management team, steering our continuous efforts, focus and dedication to driving the transformation journey and delivering the results that we see today.
I would also like to express my deepest gratitude to each and every AmBanker. Helmed by a strong management team and handpicked to collectively spearhead this journey together, each AmBanker has, in one way or another, contributed to our joint success. We value your continued commitment and hard work as we move to greater heights as we face our next frontier. Last but not least, our deepest gratitude to all AmBank Group stakeholders — customers, shareholders, business partners and regulators — for their continuous trust and loyalty.
We strive to create value for each one of you, despite the challenges ahead. Together, we will prevail, win and grow with all Malaysians — Growing Trust and Connecting People, as we weave banking into everyday life and business. Unresolved trade tensions between China and the US resulted in a slowdown of manufacturing, investments and trade activities.
The automotive industry was severely affected by supply disruptions, while the technology cycle was on a downturn. Increasingly, trade dispute caused multinational corporations to reassess their global production strategies, prompting a reconfiguration of global value chains.
Underpinned by global headwinds and domestic challenges, the Malaysian economy grew at a credible pace of 4. Growth was supported by the resilient private sector and household spending. Private consumption remained firm in , supported by continued income and employment growth. Lower-income households also benefitted from key Government measures, such as an increase in the minimum wage and cash transfers e.
Bantuan Sara Hidup. Meanwhile, volatility in the global financial market heightened, primarily dominated by risk aversion during the year. Uncertainties remained elevated, with subdued investor sentiments and geopolitical uncertainties. Increased global risk aversion led to sustained demand for safe-haven assets e.
During the year, both the global economy and trade, which grew by 2. Global Economy Trade 3. Domestic demand in major economies was supported by resilient private consumption, underpinned by favourable labour market conditions with stable wage growth and lower unemployment rates.
Expansionary fiscal policies in the US and most emerging market economies, such as China and developing nations in Asia, also cushioned the economic challenges and contributed to global growth. Investments by the public sector were particularly weak due to lower capital spending by public corporations, as well as from the review and delays of large-scale projects.
Nevertheless, the weakening of investment activities was mitigated by several factors. Second, the resumption of several rail transport projects, mainly in the second half of , provided some lift to investment growth. Third, broadly stable global oil prices in supported further capital outlay by companies in the mining sector. In the second half of , the economy was affected by supply disruptions in the commodities sector.
Growth in the agriculture sector contracted as the lagged impact of dry weather conditions and a cutback in fertiliser application in early affected oil palm yields. Similarly, growth in the mining sector also declined as facility closures and maintenance work affected both crude oil and natural gas output.
In tandem with the decline in exports, imports for further processing and re-export activities subdued in The lower investment activity also reduced demand for capital imports, particularly machinery and transport equipment. The initial outlook for the local economy was a modest recovery on the back of an expected stabilised global economy. In response to the outbreak, national authorities across the world have taken unprecedented measures to contain the virus.
These include lockdown and movement control orders, inbound and outbound travel restrictions, bans on large social gatherings, shutdown of non-essential services, enforced business closures and, most restrictively, blanket quarantine orders on all segments of the population.
This led to heightened turbulence in global financial markets, which was further amplified by uncertainty in the global oil market. Hence, governments and central banks have introduced significant fiscal and monetary intervention measures to cushion the impact of economic contraction, as well as preserving income and employment as much as possible.
Spillovers from the pandemic and the implementation of the Movement Control Order MCO to contain the outbreak will result in large output losses for the economy in The Government and the central bank have responded swiftly through a combination of monetary, financial and fiscal measures that support household income and safeguard jobs, while also averting large-scale business failures to prevent the transitory economic disruption in becoming permanent.
The baseline growth for the economy in is within However, the growth outlook remains uncertain as it depends on the development of the virus, external headwinds, and domestic challenges. Nevertheless, the fundamentals of the economy remain resilient.
Diversified sources of growth and external trade structure should help mitigate the economic impact of domestic and external developments. Current account surplus, healthy levels of international reserves, and a flexible exchange rate are expected to provide some buffer against external shocks. The financial sector remains a source of strength, giving assurance that financial intermediation will carry on uninterrupted.
The Capital Ratio at the end of was well in excess of the regulatory minimum, underpinned by continued profitability and sound asset quality. The common equity tier-1 capital ratio stood at a robust Capital Ratio These liquid assets are available for banks to draw upon during periods of stress. Pre-tax profits experienced solid annual growth due to a strong rise in non-interest income. The growth in fee and commission income was consistent with recent strides by banks to diversify revenue sources through the cross-selling of wealth management and insurance products.
Overall, the banking system loans grew by 3. This was driven mainly by household and servicerelated sectors such as transport, storage and communication, as well as the wholesale, retail, hotel and restaurant, real estate, and manufacturing sectors.
Impairments remained low across most credit portfolios, with a stable share of total banking system loans at 1. However, there was some deterioration in loan performance in specific segments of the household and business sectors, but the potential losses remained within the financial buffers of banks. Additionally, banks continue to keep a firm lid on operational costs with sustained efforts to streamline and automate business processes, as well as optimise their physical branch presence.
On aggregate, the operating costto-income ratio remained stable at Pre-Tax Profits Growth However, banks are well-positioned to absorb its potential impact on profitability, given the prudent provisioning of buffers built up over the years. Total provisions, including regulatory reserves held by banks against credit losses, currently stands at RM Active monitoring and recovery efforts are expected to help banks keep the impairments from accelerating.
For , banks are expecting weaker credit growth compared to , which remains significantly dependent on the duration of the COVID pandemic. While the impact of COVID on the economy is likely to be significant in the short-term, banks are entering this period from a position of strength, with significant capital and liquidity buffers.
Banks have strong capital positions As such, we actively engage and interact with various stakeholder groups to better understand and serve their changing expectations. Through both internal and external platforms, we hold meaningful discussions that shape the direction of our business strategy, allowing us to deliver solutions that enrich the lives of stakeholders far into the future.
External headwinds and uncertainties weaken domestic business sentiments, equity markets and commodity prices, impacting our overall growth and performance. More than ever, there is a need for cross-industry convergence and digital empowerment, both internally and externally, to future-proof our organisation.
Cyber security breaches due to an increase in online services may lead to loss of stakeholder confidence and financial penalties. It is essential to create new, holistic and innovative sources of value for customers. Therefore, banks must remain resilient to regulatory changes by responding swiftly and effectively. A lack of internal policies and frameworks to effectively navigate regulatory standards exposes the Group to financial and nonfinancial losses associated with regulatory non-compliance.
As business dynamics and demands change, creating a digital-ready and agile workforce is imperative to ensure they are resilient and equipped for work of the future. A gap in relevant skills and capabilities within the workforce prevents the Group from meeting its strategic objectives in the long-term.
The negative environmental and social impact that arises from unsustainable practices may lead to regulatory non-compliance and stop-work orders. Road to IPO for businesses looking to scale up. IR Our Strategy on pages 47 to 59 IR Sustainability Report on pages to The close monitoring of industry and regulatory developments allow the Group to remain resilient against the evolving regulatory landscape. IR Sustainability Report on pages to Effective training and development programmes create a strong talent pool of future leaders and a high-performing workforce.
We deploy appropriate mitigation strategies that allow us to effectively stay ahead of uncertainties. CREDIT RISK Stakeholders Affected: Description Mitigation Strategies Factors such as weakening GDP growth and residential property market; higher household debt, unemployment and inflation rates; and unprecedented situations such as the global health crisis, continue to affect the repayment capacity of SMEs and retail customers which impacts our overall performance.
This sets forth the formulation of policies and procedures with regard to managing operational risks. The aim of the strategy was to put us on track to build a stronger, more competitive and more resilient bank as a whole.
To sustain Top 4 in Ultimately, our goal was to ensure that the Bank is operated on a foundation of strength and is well-positioned to deliver sustainable returns to our shareholders. This includes firing new growth engines targeting underbanked segments; attaining market leadership in key products; solidifying our operational, governance, and digital core; and optimising our current areas of strengths. These initiatives aimed to stabilise the Bank and streamline our people, processes and technology, while also laying the foundation for our digital transformation.
The strategy adopted a groupwide approach that ensured these initiatives were tracked holistically and centrally. This included establishing a clear performance framework across group and individual levels to drive and measure progress, which was benchmarked against leading industry players. Since embarking on our transformation journey, we have improved profitability and strengthened our market position due to the intense execution of our strategy, which was reinforced by disciplined tracking.
Significant progress has been made in the past four years with regard to strategy execution surrounding segment realignment, such as shifting focus to higher-return businesses, diversifying our revenue sources, and implementing cost discipline and business efficiency. Our loan and deposit growth performance over the years indicate the effectiveness of the strategy in driving positive growth for the Group.
Crossed RM Billion in September FY Also, our Priority Banking customer base has since doubled from 43, to 85, in FY This is largely the outcome of our concerted efforts in contributing to the development of SMEs through value-added services e. As part of the collaboration, SME-in-a-Box. Card receivables, another key growth product, grew substantially to RM2.
We continued to record strong deposit momentum, closing the year at RM Additionally, we maintained our YoY No. Our assets under management AUM grew by 6. We also improved our YoY position to the No. Likewise, we achieved the No. Due to the collective efforts and subsequent results of the team, the Group received 16 awards in Debt Capital Market throughout FY We also trained over AmBankers of different levels across the Group through accelerated development programmes that were designed in collaboration with reputable institutions e.
The Group has once again sustained our annual growth performance in FY, outperforming our peers in multiple performance metrics. Bank E 5. An individual online banking platform that is available on desktop and mobile channels, with over K users as at March Fully-automated business-tobusiness customer billing and payment solutions via various payment modes. A user-friendly cash management portal for non-individual customers, which can be accessed through mobile and desktop.
The platform is equipped with payment features that provide hassle-free and convenient cash management solutions. Provide cash management and liquidity management solutions to corporate customers. RAM Sustainability Award With a shared strategic vision and a solid foundation in place, the next four years will focus on accelerating this momentum whilst simultaneously future-proofing the bank.
Development of Our Next Strategy Understanding the External Environment Study market drivers, consumer behaviour, regulatory expectations and emerging trends to understand the future context. Shaping Our Internal Collective Vision Organise workshops across the stakeholders to gather their insight and expectations. Talent Visioning Workshop Solicit ideas and feedback from future leaders of the bank. Strategy Offsite Confirm strategic direction and initiatives for the next four years.
Establishing Our Future Priorities Analyse internal and external information to prioritise the strategic drivers and initiatives to achieve our aspirations. Rolling Out the Strategy Implement and execute the new strategy across all work levels and business units. We have been their trusted advisor and banker through generations, from cradle to IPO, and will continue to do so as we walk hand-in-hand in growing together.
There is great value in fostering a work environment of self-empowerment. In this environment, employees are deemed as our most valuable assets, while respect and trust are embodied as a basic principle in accelerating our progress towards becoming a digitally-enabled workforce. This conducive work culture helps to continuously increase cross-collaboration between Line of Business LOBs by harnessing the power of one bank across Retail Banking, Business Banking, Wholesale Banking, Investment Banking and Islamic Banking, while also cross-leveraging our strengths to bring the full suite of customer experience to our clients and customers.
Connecting People As we advance in an evolving environment where a new norm presides, we believe that connecting people — anytime, anywhere — is key to moving forward. Our vision moving forward is to also integrate our offerings with strategic partnerships across other industries, thus establishing a single platform where customers can access their everyday needs from a single touchpoint.
Given the fast-paced changes faced by our clients and customers, where time equals money, we need to consistently remain in sync across various departments and personnel. In doing so, communication can flow accurately and speedily, enabled by our capabilities to accelerate and elevate touchpoints response internally. Mission To Help Businesses and Individuals Grow and Win Together We recognise that our future success is inextricably linked to the prosperity of our customers, business partners, investors, the economy, and the community as a whole.
Our mission to help businesses and individuals across Malaysia grow and win together becomes particularly relevant amidst this challenging time. It is on this premise that the Focus 8 strategy was formed — paving the way for the Group to drive new and sustainable growth, so that we may continue to play an active role in supporting society by contributing to their futurereadiness and resilience in the long run. Underlying this new strategy, we have refined our strategic vision to Growing Trust, Connecting People.
The essence of this theme is derived from several aspects as we readopt a slightly refined mission i To help businesses and individuals grow and win together, while introducing a new element of ii Future-proofing and creating new frontiers for the bank. Similarly, we see tremendous opportunity in the Islamic banking space as demand for socially responsible and ethical investments continues to grow.
A major focus moving forward is to build digital connections with cross-industry partners and combine our strengths to enhance the customer experience. We will focus on embedding digitalisation into our corporate DNA, as well as nurturing a strong pool of inhouse digital talents with expertise across analytics, artificial intelligence, and automation.
Retaining, Reskilling and Upskilling Talents to Future-Proof Our Workforce Beyond delivering exceptional employee experiences, we seek to prepare our workforce to excel in future roles and opportunities through retaining, reskilling and upskilling initiatives. With our customer-focused strategy, renewed ambitions and digital strength, AmBank Group is well-placed to move forward with our strategic plans to continue to support our customers, help businesses and individuals prosper, and deliver long-term sustainable success.
Our revenue growth was broadbased, with all divisions recording higher revenue year-on-year YoY. This is a testament to our strategy execution in transforming the bank and attaining abovemarket growth. Our current account and savings account CASA balances also increased by Continue to Improve Operational Efficiencies Sound Capital and Liquidity Metrics As we continue to drive operational efficiency and paced our investments, overall expenses were down 1.
Our Business Efficiency Transformation BET programme delivered a gross cost reduction of RM million during the year and cumulatively over the last three years delivered a total gross cost savings of RM million, above our target of RM million.
While we are navigating the ongoing economic uncertainties and challenges posed by the COVID pandemic, we have continued to improve the resiliency of our balance sheet. The Group remains highly liquid, with a liquidity coverage ratio LCR of The 6-month moratorium granted to eligible borrowers is applicable to performing loans, denominated in Ringgit Malaysia, that have not been in arrears for more than 90 days as at 1 April The financial impact arising from this moratorium will be a modification to the contractual cash flows of loans, advances and financing of the Group which will result in a recognition of a modification loss to be recognised in the profit and loss in the next financial year.
The Group is currently monitoring and assessing the impact of this modification which is expected to be finalised in the first quarter of the financial year ending 31 March Net interest income rose 7. Net interest margin NIM improved 5 bps from 1. This was mainly attributed to active liquidity management and pricing discipline on term deposits as we managed cost of funds effectively.
The Group was able to mitigate the impact of lower interest rates through investment in fixed income securities. Non-interest income grew by 8. During the year, our Group Treasury and Markets captured the trading opportunities spurred by low interest rates and heightened market volatilities, and deal closures in the second half of was positive for our investment banking.
This further improvement in efficiency resulted in a lower CTI ratio of The Group recorded a net impairment charge of RM Given the heightened uncertainties in the economic outlook, the Group took an additional forward-looking provision of RM Mortgage loans were a key driver of loans growth, increasing RM2.
In addition, loans in Wholesale Banking grew 6. Business Banking loans grew strongly at Lending to SME customers accounted for Customer deposits increased by 5. We improved our CASA mix to Our gross loans and financing expanded 5. Based on the stress testing scenarios conducted, the Group has sufficient loss absorption capacity to maintain capital ratios above both internal capital targets and regulatory requirements.
Operating Revenue 8, Operating Profit Before Impairment Losses 1, Profit Before Taxation and Zakat 1, Profit Attributable to Shareholders 1, Total Assets5 ii. Total Liabilities5 ii. Customer Deposits iii. Paid-Up Share Capital1 iv. Basic Net Earnings ii. Fully Diluted Net Earnings iii. Net Assets iv. Loans to Deposits4 Cost to Income High 6.
Low 4. As at 31 March 4. Adjusted for non-controlling interests. In its transition, the Group has elected to apply the simplified transition approach whereby the comparative amounts were not restated with the right-of-use assets in Total assets and lease liabilities in Total liabilities. The segment performance is measured on income, expenses and profit basis. These are shown after allocation of certain centralised cost, funding income and expenses directly associated with each segment.
Transactions between segments are recorded within the segment as if they third party transactions and are eliminated on consolidation under Group Funding and Others. Retail Banking offers products and financial solutions which includes auto finance, mortgages, personal loans, credit cards, small business loans, priority banking services, wealth management, remittance services and deposits.
Corporate Banking offers a full range of products and services of corporate lending, trade finance, offshore banking and cash management solutions to wholesale banking clients. Total income of RM1, NII rose 2. Retail Banking recorded a net impairment charge of RM PAT decreased Gross loans grew 3. Customer deposits decreased by Income stepped up by NII increased by NoII grew Gross loans grew 6.
Investment Banking offers investment banking solutions and services, encompassing capital markets primary activities, broking, private banking services, corporate advisory and fund raising services equity and debt capital. PAT increased by RM Income grew NII increased NoII rose by Net impairment charge stood at RM PAT was flat at RM Gross loans increased Customer deposits also recorded a double digit growth of PAT increased by Insurance segment offers a broad range of general insurance products, namely motor, personal accident, property and household.
Operating expenses fell 3. Profit after tax increased by This is attributed to higher income, driven by the lower cost of funding from a net repayment medium term funding, as well as lower operating expenses. Profit before provision for this segment was a loss of RM2. The forward looking provision of RM This is achieved through building an efficient capital structure that optimises return on capital and provides sustainable returns to shareholders.
The annual capital plan is approved by the Board of Directors for implementation at the beginning of the financial year, followed by quarterly updates on the capital management to inform the Board of Directors on the latest progress of capital initiatives planned. Key Initiatives The Group manages its capital position proactively by building sufficient capital buffers in view of forthcoming capital requirements.
With the interim dividend of 6 sen per share paid on 27 December , the total dividends for FY amounted to Structural funding and liquidity is managed by targeting a diversified funding base and avoiding concentrations by depositor and investor type, product, maturity or currency and implementing wholesale funding diversification and maturity concentration limits. To sustain a diversified funding profile and monitor the liquidity risk of the Group, we are guided by the Basel III liquidity framework, namely the: 1 Liquidity Coverage Ratio LCR , with a primary focus of ensuring a sufficient buffer of liquid assets that could be easily converted into cash to meet the liquidity needs for up to 30 calendar days; and 2 The FTP framework promotes a Group-wide allocation of funding costs to the business units by taking into account the interest rate and liquidity positions of the Group.
The FTP mechanism is refined according to market conditions and relevant strategies approved by the management and it is derived to reflect regulatory principles. To fund our businesses, a liquidity premium is charged to the business units based on the contractual tenor of the transactions. Business units that generate long-term, stable funding are incentivised in the form of liquidity credit.
Presently the key funding growth agenda is as follows: 1 To strengthen the deposit franchise, by focusing on lower cost current accounts and savings accounts CASA and gathering term deposits to build sufficient base to fund the loans growth; and 2 To diversify the sources of funding to build a more sustainable base and reduce reliance on non-core deposits. Our core customer deposits increased by RM6. We will continue to prioritise growth in core customer deposits, which are a stable and resilient source of funding.
We have outlined plans to lower the cost of funding by growing CASA composition, tapping on alternative funding sources and optimising a stable funding mix. At AmBank Group, we uphold regular and proactive communication with our shareholders and the wider investment community including investors, fund managers, equity and fixed-income analysts and credit rating agencies.
Shareholders engagement has taken a centre stage in recent years as shareholders are exerting more influence than ever on how Boards and Management teams operate. Additionally, the investment community is increasingly emphasising on long-term sustainability and value creation of the investee companies, on top of delivering satisfactory financial performance.
We believe that effective shareholders engagement and investor relations can lead to improved strategy and policies formulation, more sustainable business practices, and promote greater transparency and accountability. Our communications with the investment community is governed by our investor relations policy to ensure consistency, clarity, fairness and timeliness of information disseminated. We have a dedicated Investor Relations team IR team to support our Group Chief Executive Officer and Group Chief Financial Officer in their investor engagement activities, focusing on achieving effective two-way communications and fostering relationships with the investment community in order to better understand their expectations and requirements.
Investors and stakeholders can also reach out to the AmBank Group IR team via email at ir ambankgroup. We continue to focus on customer experience by developing bespoke Cash Management solutions for our clients. In addition, despite the challenging landscape, Group Treasury and Markets GTM has managed to deliver impressive results with higher growth in investment, treasury solutions and trading income. Our client coverage teams manage client relationships across mid-sized and large corporations from a wide range of economic sectors and industries.
Coupled with our business solutions teams, we are able to provide clients with an extensive repertoire to help meet their diverse financial services needs, encompassing cash management, trade solutions, financing, foreign exchange FX , remittances, investments, treasury, debt and equity capital markets solutions, amongst others.
Wholesale Banking 01 Overview of AmBank Group Transaction Banking Delivers cash management solutions, trade products and remittances to corporate clients. Group Treasury and Markets GTM Manages liquidity for the banking group, as well as offers financial markets solutions to a broad range of clients across all asset class. The sales and trading activities cover fixed income, interest rates, foreign exchange, money market, equity, commodities and derivatives.
Transaction Banking remains focused on building operating accounts via cash management solutions to secure sticky CASA and trade assets. As a result, gross loans increased by 6. This facilitates the seamless operations of the LUNO exchange. Global Health Crisis The COVID pandemic disrupts the cash flow of corporate borrowers, impacting our loan growth, provisions, credit quality and profitability. Market Volatility Uncertainties in the global and domestic market may lead to financial costs and losses.
Customers are expected to face a disruption in cash flow due to slow business demand, thus impacting growth and asset quality. We will also recalibrate our assets by focusing on ROCE as well as provide infrastructure support to e-money players. Furthermore, we will continue to refine our suite of products and services, both conventional and Shariah, to meet the needs of our increasingly sophisticated clientele amidst the evolving market.
Our licensed professionals have decades of investment banking experience, and are committed to giving our clients the best possible advice and the highest standards of deal execution. We believe that providing such valueadded services will enable us to build a sustainable business, with repeat mandates from discerning clients.
The services provided cover both conventional and Islamic financing. Over the years, AmInvestment Bank has achieved a solid, award-winning track record in the debt, equity and Islamic capital markets sectors. Capital Markets Group CMG Provides innovative and customised debt and capital financing solutions through proven capabilities in fixed income, derivatives, credit solutions, and advisory services — covering both conventional and Islamic financing — that meet and exceed expectations of our clients.
Products and services offered include share trading, securities borrowing and lending, share margin financing and foreign investment services that cater to both institutional and retail clients. Also, the AmEquities trading portal and application offers clients online trading capabilities. Fund Management AmInvest Manages unit trust funds, exchange-traded funds, wholesale funds, institutional and corporate mandates, private retirement and pension funds; specialising in active Asian bonds.
Our expertise encompasses both conventional and Shariah-Compliant funds. Private Banking AmPrivate Provides high net-worth clients with investment solutions, both discretionary and non-discretionary, to fit their risk profile both in Malaysian Ringgit and foreign currencies. The growth is mainly attributed to a higher net income from sizeable deals, which more than offset the increase in operating expenses and a lower write-back of impairment. This enviable track record is down to close collaboration with our client coverage colleagues, deep-seated relationships with clients, and an unwavering commitment to providing innovative market-driven solutions.
FY was a challenging year for EM, with lower total traded value on Bursa Malaysia during the period under review. However, we are seeing a revival of interest amongst retail investors and this bodes well for the Malaysian equities market.
For Fund Management, our engine of growth has been our ability to deepen our institutional and retail channel relationships, improving our position in terms of inflows from investors in both segments. Meanwhile, our investment team continuously strive to maintain top-tier fund performance across all asset classes. We also achieved growth in our unit trust market share, which rose from 8. Total Income RM Mixed Asset Fund — Income and Growth.
Brokerage Compression Stockbroking industry inevitably moving towards a zero-brokerage scenario due to technology advancement and competition. Fee Compression Increased competition may lead to fee compression for advisory revenues. Competition Continue to face intense competition amongst banks as deal activities remain low. With the extended lock-down globally, economic activities are at a stand-still as market outlook remains uncertain and negative.
The economic downturn will most likely lead to further policy rate easing, which will impact net interest income and non-interest income of investment bank due to a less vibrant capital market. In line with the subdued economic outlook, the banking system loans growth is expected to be flat in We foresee margin compression for banks stemming from further interest rate cuts, deposits competition and slower loans growth.
Origination business will also be significantly impacted, with a substantial decline in business and cash flow of corporate clients leading to potential rating downgrade and debt restructuring. Broking and wealth management income will be challenging with the market turning more cautious on investing.
We expect markets to remain volatile in FY due to the global health crisis, with a potential increase in margin calls for share margin financing in light of the declining Kuala Lumpur Composite Index. Wealth management income for Fund Management and Private Banking could come under pressure with declining assets value both bonds and equity and lower AUM.
We also expect equity fundraising volume to remain subdued as evidenced by most of the major deals being put on hold. However, private banking is expected to continue on its growth phase as High Net-Worth clients increasingly seek guidance on investment opportunities in local and foreign currencies.
The economic impact of the pandemic is expected to taper by the end of the second quarter of FY, with normalisation of both the global and domestic economy to take place in the second half of BNM also announced a moratorium to defer loan repayments as well as initiatives to restructure and reschedule financing, which should help alleviate the cash flow pressures of individual and SME borrowers. These easing monetary policies provide AmInvestment Bank with opportunities in fixed-income and low-risk assets offerings.
We are looking to expand our higher-margin funds to boost revenue while we embark on our technology and digital journey. With a steady interest in the marketplace, we will also delve deeper into Islamic funds and mandates, while also collaborating with external parties in terms of distribution and joint promotions.
We strengthened our Priority Banking proposition, which has allowed us to grow our Priority Banking client base significantly where we now offer a wider range of wealth management products and services including foreign currency products, retail bonds and investment-link products.
We have put in place differentiated value propositions designed to best serve specific segments such as Priority Banking, mass affluent and SME clients. These value propositions are delivered nationwide through physical channels represented by our branches as well as nine Priority Banking Centres and digital channels via AmOnline and AmAccessBiz. We have put together a solid team of relationship managers and specialists supported by strategic partners to assist our clients.
Furthermore, we have invested in and deployed award-winning digital channels to support clients that prefer to engage with us through non face-to-face channels, and have dramatically improved branch and contact centre service levels. We were able to hold our income steady YoY despite margin compression as a result of multiple reductions in the overnight policy rate during our financial year. Furthermore, our recoveries were reduced YoY as the debt sale had depleted the total recoveries base.
Our total deposits declined primarily due to our active management of high cost-fixed deposits, which was offset by CASA growth of RM1. This resulted in our total funding cost declining which helped mitigate against the margin compression seen. This includes attractive premiums, 6-month payment deferments, low merchant terminal rates, preferential term deposit rates, preferential forex rates, amongst several other benefits. Customer Experience A high number of complaints from clients on our service levels impact customer attraction and retention.
Business and supply chain disruptions will cause cash flow challenges to customers, which affects our growth and assets. As such, we remain committed to easing the financial burdens of both individual and business customers, delivering financial solutions that allow them to financially recover alongside the economy.
Hi Brian, most of their names are hidden to me because they are out of my network. How can I find their name? You can change it once the internship is over. Maybe list your actual university and put the exchange university in parentheses somewhere.
Thanks for your input! Amazing article, got approached by a recruiter after following the steps here. Probably this is coming a little bit too late for you, but there is a function which lets recruiters know that you are looking for a job, while keeping it hidden from your employer.
Brian, Do you think it is a good idea to include my ACT score from high school if it is a 35? Hey Brian, thanks for the post. What about personal websites? Is it worth investing in a personal website and, if so, what sorts of content should be on it? I ask as a junior planning to go into IB. This may help. You can talk about the markets on the website — just show that you have a passion for IB.
This may make you stand out. What do you think about creating a dummy work entry for a future position? The group I am moving to is much more prominent, so I want to show that. Great and helpful article! My only concern is since I am physically in China at the moment, will that hinder any online networking efforts?
Yes by being physically in NY for a week or longer, this can most definitely help you especially since people like to put a face to names. Or would you advise against doing so? My thinking is if I get an interview before I get back to US in September, I can always fly there to do the in-person interview. Summer months? Or year-round? I think its best you connect with people via LinkedIn and arrange meetings.
I read through the article again, but did not find it specifically addressed as LinkedIn may have changed formats since the article was published. I got mixed responses on this. My feeling is its ok to put. Yes you can, but it is not ideal. I the type that is extra extra paranoid and my linked in needs extra work thanks. Also quick question. I interview at Goldman Sachs last year for a summer intern but did not get it.
However I got an offer from both GE fiance department and a boutique investment bank, which would you advice me to consideration I am preparing for full time recruiting this fall. Yes you can just send them a connect request and attach your message. If they ignore your request you can then move onto the next one. I have a quick question. I have heard that it is not a good idea to have a summary and bullet points for each entry, since that is the purpose of a resume.
What do you think about this view? I can see the perspective but not everyone can have access to the resume…. I have a fairly common name so things like JohnSmith, SmithJohn, and so on are all taken. Not necessarily, though having a stellar one will increase your chances significantly especially since you can use it to network and gain exposure. That just reduces the legitimacy of their profile in my view.
You add Skills mostly because they can help your profile show up in searches more effectively, since LinkedIn search results are partially based on what you list there. The rest of your profile tells them who you are. Hi Brian, thanks for tips, as always very helpful. Do you think it is beneficial also to actively participate in various groups e. Do HR pay attention to it? I have been treating my LinkedIn more as my profile page getting connections and not really being active in terms of starting discussions and commenting.
I think group participation is a bit overrated, actually. If you have a few spare minutes, sure, it helps to post reasonable and helpful responses, but it should be lower priority than contacting people via LinkedIn, email, your alumni network, and so on.
The social media cautions are unfortunately very true. The examples given are ones that would be universally considered inappropriate, but the scary thing is what happens when you take a certain position on a current event or political topic? It has been written about many times that one of the worst things you can do in business is hire people who think exactly like you do.
In banking I have worked with people who have strong beliefs in different religions and in pseudoscience. Sometimes these beliefs need to be challenged and brought out into the open outside of work of course , especially by young people who will be the ones shaping our policy in the future. Perhaps a young person has an opinion on the keystone pipeline, or they feel that the anti-vaccine movement is dangerous. They use social media to get those conversations going, which is a good thing. But then what happens when the VP or HR person who is a climate change denier or anti-vaxxer sees it, disagrees, and passes on that person who may be a very good employee and highly skilled.
We need to really remove the social media aspect from the talent acquisition process. It does nothing but make young people scared to voice their opinions on important topics unfortunately to the detriment of society. I love to see social media comments on ballot initiatives. Very true. So if you have a unique name, someone can google you, see the fake Twitter, and then attribute everything said to you. I have seen numerous times where people have an axe to grind or an ex-wife or ex-girlfriend just wants a little vengeance.
There is another IBD forum online where I saw about 6 or 7 years ago some guy made a post, identified himself via first and last name, and proceeded to make an ass of himself. Every response was people saying they would put that name on a black list and call every MD they knew and would tell them do not hire this guy. Now who knows if that was done, but it seemed no one at all had the idea that maybe that guy was intentionally smearing the one that was named?
I think as the younger generation moves up the ladder, this common sense will apply more and more though since they grew up with the technology whereas their older counterparts merely were exposed to it after a long period of already being in the work force. So I do have hope even though I make some parts sound bleak. Yeah, agreed.
I think I actually remember that incident vaguely. Hi Brian, You are have simply not given the right advice to any individual. Regards, M. Sorry, what? Sorry, not sure I understand your question. I would say not more than a year, otherwise it may look a little odd so come up with a new one past that. Or are you asking when you should change your title on LinkedIn after changing jobs? You can change it as soon as you start working in the new role.
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I am currently working as Sr. Risk management and Corporate banking experience of over 9 years with exposure to various industries in both retail and corporate segments. Finance professional currently working in the corporate and commercial banking sector with credit experience in various sectors of the market including power, steel, edible oil and supply chain. Currently responsible for managing a loan portfolio that is vested in several industry sectors.
Interested in broadening my horizon to different fields of finance with special focus on infrastructure and project financing. With the help of the set of skills, experience and academic background, I have achieved consistent results over the years, have added valuable contribution in achieving organizational goals. I am optimistic to continue adding value to the organisation at a leadership level. Experience finance professional with experience in financial research, international trade, corporate finance and advisory.
Experienced Finance Manager with a demonstrated history of working in the power sector. Skilled in cash flow management, reporting and analysis and fund management. With a strong academic background, analytical skills and inclination towards numbers, I decided to pursue a career in finance. As an auditor having worked in 2 of the top 4 global audit firms namely A. Audit firm's diversified exposure helped me in understanding business models of companies operating in different industries.
Further, working under different teams and managing assignments as job in-charge groomed me into a team player. Currently, I am working as a Research Analyst in Alfalah Investments where my prime responsibility is to analyze different companies, recommend attractive investment opportunities to the Investment Committee to help contribute in generating alpha for our funds' investors.
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I am a finance professional having more than 10 years of experience in credit analysis, credit management, Portfolio Management and Investment Research. Presently I am working as a research analyst with Punjab Pension Fund having Asset under management of around 60 Billion.
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