Page 32 - Bank Muamalat_AR24

30 BANK MUAMALAT MALAYSIA BERHAD

PRESIDENT & CHIEF EXECUTIVE OFFICER’S
STATEMENT

Last but not least, we actively encourage cross-industry
S6 Employees collaborations, external learning, and promote work-life
balance through comprehensive wellness programmes and
enriching religious talks, ensuring our people thrive. Ultimately,
We invested in strengthening our leadership pipeline and we strive to future-proof the Bank together, continuously
talent pool through extensive training and HR digitalisation. building capabilities and foresight with the right people,
We proudly launched the Leadership Development guided by the right values, as one unified team.
Programme and adopted the Future Skills Framework
by the Asian Institute of Chartered Bankers, preparing our OUR PRIORITIES AND VISION FOR 2025 AND BEYOND
team for future challenges. Our employees have gone
through 78 training hours per person, indicating our Looking ahead to 2025 and beyond, we are proactively
commitment to upskilling and reskilling the staff. We have addressing critical trends and potential threats. These include
also streamlined HR processes further with a dedicated economic volatility and credit risks, which we are tackling
mobile app that included mobile attendance, online training by rebalancing our portfolio and strengthening our
application and a more user-friendly features for the staff underwriting. We are also accelerating our digital
to experience. transformation to respond to the rise of digital-only banking
and managing intensifying cybersecurity risks through
robust compliance and regular drills. Furthermore, we are
LEADING WITH PURPOSE embedding ESG into our risk frameworks in response to
evolving regulatory shifts, and addressing talent and digital
At Bank Muamalat, we believe that when purpose guides
strategy, performance follows. This belief fuels our skill gaps with future-ready workforce planning.
commitment to lead with integrity, empathy and impact. For the 2025 financial year, our strategic priorities are focused

For Bank Muamalat, leading with purpose resonates far on ensuring sustainable profit growth. This will be achieved
beyond profit. This means aligning profitability with societal through portfolio rebalancing for enhanced yield, leveraging
values, balancing risks with innovation, and translating strategy new growth engines such as MCTB and ATLAS Digital
into action with a motivated, capable and knowledgeable Banking, implementing stringent cost containment measures,
workforce. and achieving operational finesse to deliver superior service
and build brand loyalty.
We invest in attracting, developing, and retaining the right
talent by positioning Bank Muamalat as a purpose-led employer, Our journey is underpinned by deep purpose, unwavering
one that deeply emphasises Islamic values, nation-building, integrity, and profound care for every stakeholder.
digital transformation, and financial inclusion. We proactively Our customer-first approach prioritises trust, transparency,
collaborate with universities and professional bodies to access and alignment with personal values, driven by continuous
certified talent pools and develop impactful programmes like feedback. We are committed to reinventing customer
the Muamalat Young Leaders Programme (MyLEAP) for our experiences through digital transformation. Protecting trust
talented graduate trainees. remains foundational through our robust Cybersecurity
Strategic Plan and Zero Trust Maturity Model, ensuring
Developing and empowering our people at every level security at every organisational level and prioritising customer
is crucial; I believe in nurturing talent, creating abundant privacy and data protection. These are non-negotiable
opportunities for growth, and trusting individuals to lead commitments. Additionally, we are deeply committed to
within their areas of strength. We focus intently on leadership delivering ethical values to society and the environment
pipeline development, identifying critical roles for succession through our Sustainability agenda, continuously integrating
such as C-suites, strategic roles, and heads of departments. ESG and Maqasid Al-Shariah into our strategy to support
For these roles, we create Individual Development Plans a green and inclusive economy.
(IDPs) that are closely aligned with business needs, and we
proactively identify high-potential employees to nurture their
growth. Furthermore, we are investing significantly in digital
upskilling and reskilling in areas like AI, data analytics, Islamic
fintech, value-based intermediation, and sustainability.