(98127-X)
Strength
Kekuatan
Menghadapi Rintangan
in Adversity
(98127-X)
2009
The cover
It takes more strength to provide scalable paths than to dictate them. It takes more courage to face adversity than to simply speak about it. Bank Islams principles of harnessing true paths of responsibility and care towards our customers, in expressing knowledge and a deep understanding of how to persevere through challenges with resolute responsiveness is an eloquent testimony to the theme of Strength in Adversity. Like the dexterity and focus of a rock climber in overcoming harsh terrain, much like the global financial landscape this past year, we have scaled its unkind path and reassuringly led others, guided by Islamic values that have shown a distinct advantage in unheralded times. This kind of enriching experience has emboldened us on a journey that is far from over and Bank Islam seeks to reward beyond the next step. Our greatest asset lay within us, our strength in deciding what to do in the face of obstacles, a purity we have persevered by noble actions to illuminate the path. The image of the world map in the background serves as a reminder of Bank Islams eventual intent of spreading its wings to the four corners of the globe, mirroring its vision to become the global leader in Islamic banking. Significantly, the sunrise reflects Bank Islams decisive principles which have proven that triumph and perseverance are guided by an inner strength that arises during times of adversity.
Kulit Luar
Menuruti jalan yang mudah tidak memerlukan penat jerih berbanding usaha menyediakan jalan itu. Rintangan pula tidak mungkin dapat ditempuh tanpa keberanian yang tinggi. Jauh sekali dengan hanya berkata-kata. Prinsip Bank Islam berpaksikan tanggungjawab dan keprihatinan yang tulus. Ini dimanifestasikan dengan penyampaian pengetahuan dan kefahaman yang mendalam mengenai cara mengharungi cabaran dengan respons dan keazaman yang tinggi, seterusnya menjadi testimoni bagi tema Kekuatan Menghadapi Rintangan. Kami berjaya merintis laluan yang penuh onak dan duri dan memimpin orang lain dengan penuh yakin, berpandukan nilainilai Islam yang telah terbukti banyak kelebihannya. Kesukaran ini ibarat seorang pendaki yang tangkas yang harus memberi tumpuan sepenuhnya pada cerun pendakian yang penuh cabaran. Begitulah juga apa yang berlaku dalam landskap kewangan global pada tahun lalu. Pengalaman yang berharga seperti ini memberi kami semangat untuk meneruskan perjalanan yang masih jauh. Dalam hal ini, Bank Islam senantiasa berusaha untuk terus memberi manfaat pada masa-masa yang akan datang. Aset paling berharga berada dalam diri kita sendiri, iaitu keberanian kita membuat keputusan melangkah dengan yakin bagi mengharungi rintangan dengan penuh keikhlasan agar kita dapat menerangi jalan yang harus ditempuhi. Latar belakang imej peta dunia menggambarkan hasrat Bank Islam untuk melebarkan sayapnya ke seluruh dunia yang mencerminkan visinya menjadi pemimpin perbankan Islam di peringkat global. Mentari terbit pula mencerminkan prinsip kukuh yang dipegang oleh Bank Islam yang menjadi bukti akan kekuatan dalaman Bank yang berjaya menempuh sebarang rintangan.
Year at
A Glance 2008/2009
Imbasan Setahun 2008/2009
SepT/SEPT 2008
First bank in Malaysia to introduce an Islamic currency option under Commodity Undertaking-i, an Islamic derivatives product that can be used for both asset liability management and investment purposes. Bank pertama di Malaysia yang memperkenalkan opsyen mata wang Islam di bawah Aku Janji Komoditi-i, satu produk derivatif Islam yang boleh digunakan untuk tujuan pengurusan aset dan liabiliti serta pelaburan.
SepT/SEPT 2008
Launched our first Islamic structured and capital protected funds, An Najah-i, the first Shariah-based structured product under the theme of health care and pharmaceuticals. Melancarkan dana berstruktur Islam dengan perlindungan modal pertama, An-Najah-i, produk berstruktur berlandaskan syariah pertama di bawah tema penjagaan kesihatan dan farmaseutikal.
ocT/OKT 2008
Joint Manager for RM1.5 billion Government-guaranteed Islamic Medium Term Notes Programme for Malaysian Debt Ventures Bhd, a Governmentowned venture capital financier and facilitator specifically for the information and communications technology (ICT) and high-growth sectors in Malaysia. Pengurus Bersama bagi Program Nota Islam Berjangka Sederhana Jaminan Kerajaan yang bernilai RM1.5 bilion untuk Malaysian Debt Ventures Bhd, Syarikat pembiaya dan fasilitator modal usaha niaga milik Kerajaan khusus untuk teknologi maklumat dan komunikasi (ICT) dan sektor pertumbuhan tinggi di Malaysia.
Dec/DIS 2008
Expanded its retail foreign currency services with the opening of its first Bureau de Change (BDC) outlet at the Low Cost Carrier Terminal (LCCT), Kuala Lumpur International Airport. Mengembangkan perkhidmatan mata wang asing runcit dengan pembukaan cawangan Biro Tukaran Wang Asing (BDC) pertamanya di Low Cost Carrier Terminal (LCCT), Lapangan Terbang Antarabangsa Kuala Lumpur.
JAN/JAN-ocT/OKT 2009
The nationwide branch expansion campaign arrived in Ampang, Kelana Jaya, Sandakan, Kota Damansara, Putra Heights USJ, Putra Square Kuantan and Karamunsing. Kempen pengembangan cawangan di seluruh negara tiba di Ampang, Kelana Jaya, Sandakan, Kota Damansara, Putra Heights USJ, Putra Square Kuantan dan Karamunsing.
Kerjasama strategik di antara anak syarikat Bank Islam, iaitu Bank Islam Trust Company (Labuan) Ltd dengan Kumpulan Bank Muamalat Indonesia untuk bekerjasama dalam mempromosi produk amanah Islam di Indonesia, yang mempunyai penduduk yang beragama Islam paling ramai di dunia.
Apr/APR 2009
Bank Islams participation in the launch of the worlds first standardised documents for interbank transaction agreements, organised by Association of Islamic Banking Institutions Malaysia (AIBIM) and officiated by Bank Negara Malaysia Governor, Tan Sri Dato Sri Dr. Zeti Akhtar Aziz. Penglibatan Bank Islam dalam pelancaran dokumen terpiawai pertama di dunia untuk perjanjian urus niaga antara bank, yang dianjurkan oleh Persatuan Institusi -Institusi Perbankan Islam Malaysia (AIBIM) dan dirasmikan oleh Gabenor Bank Negara Malaysia, Tan Sri Dato Sri Dr. Zeti Akhtar Aziz.
FeB/FEB 2009
Mandated as Principal Adviser/Lead Arranger, Facility Agent and Shariah Advisor for RM115.0 million Sukuk for Assar Chemicals Dua Sdn Bhd, an oil & gas arm of the Sarawak State Government. Diberi mandat sebagai Penasihat Utama/ Pengatur Utama, Ejen Fasiliti dan Penasihat Syariah untuk Sukuk bernilai RM115.0 juta untuk Assar Chemicals Dua Sdn Bhd, sebuah syarikat minyak & gas milik Kerajaan Negeri Sarawak.
FeB/FEB 2009
Awarded The Edge-Lipper Malaysia Fund Awards 2009s Best Mixed Asset MYR Balanced Islamic Fund accolade for ASBI Dana Al-Munsif, managed by Bank Islams subsidiary, BIMB Investment Management Berhad for the period ending December 2008. Dianugerahkan The Edge-Lipper Malaysia Fund Awards 2009 untuk ASBI Dana Al-Munsif Best Mixed Asset MYR Balanced Islamic Fund bagi tempoh berakhir Disember 2008, yang diuruskan oleh BIMB Investment Management Berhad, anak syarikat Bank Islam.
Apr/APR 2009
Offered the EHSAN programme, a 12-month installment deferment scheme for home financing customers who have been retrenched from 1 July 2008. Menawarkan program EHSAN, iaitu satu skim penangguhan ansuran 12-bulan bagi pelanggan yang mempunyai pembiayaan rumah tetapi telah diberhentikan kerja sejak 1 Julai 2008.
MAr/MAC 2009
Launched Al-Awfar, a first-of-its-kind combination of features of savings-i and investment-i accounts which offers cash prizes of up to RM100,000 every three months. Melancarkan Al-Awfar, iaitu kombinasi akaun simpanan-i dan pelaburan-i yang pertama seumpamanya yang menawarkan hadiah wang tunai sehingga RM100,000 setiap tiga bulan.
FeB/FEB 2009
Strategic collaboration between Bank Islams subsidiary, Bank Islam Trust Company (Labuan) Ltd and Bank Muamalat Indonesia Group to cooperate in the promotion of Islamic trust products in the worlds most populous Muslim nation.
MAY/MEI 2009
Awarded Readers Digests The Platinum Trusted Brand Award 2009 for Islamic Financial Services. Dianugerahkan Award Platinum Jenama yang Paling Dipercayai 2009 bagi Perkhidmatan Kewangan Islam oleh Readers Digest.
BANK ISLAM
JUN/JUN 2009
Manager for the Terengganu Investment Authoritys RM5 billion Islamic Medium Term Notes Programme guaranteed by the Government of Malaysia; a landmark 30-year issue, being the longest tenured bond issued in Malaysia for both Sukuk and conventional bond markets. Pengurus bagi Program Nota Islam Bertempoh Sederhana untuk Badan Pelaburan Terengganu bernilai RM5 bilion yang dijamin oleh Kerajaan Malaysia; terbitan mercu tanda 30-tahun, iaitu merupakan bon yang diterbitkan di Malaysia dengan tempoh matang paling lama untuk pasaran Sukuk dan bon konvensional.
JUL/JUL 2009
SepT/SEPT 2009
Launched Sinar Letrik Home Campaign where the Bank will help home owners pay their electricity bills for five consecutive years under a collaboration deal entered into with Tenaga Nasional Berhad. Melancarkan Kempen Rumah Sinar Letrik di mana Bank akan membantu pemilik rumah membayar bil elektrik mereka untuk tempoh lima tahun berturut-turut di bawah kerjasama yang dibuat dengan Tenaga Nasional Berhad.
After three consecutive years of earning high profits, Bank Islam marked the conclusion of its Turnaround Plan on an upbeat note, posting a Profit Before Zakat and Tax (PBZT) of RM233.1 million for the financial year ended 30 June 2009. Selepas tiga tahun berturut-turut memperoleh keuntungan yang tinggi, Bank Islam menyempurnakan Pelan Pemulihan dengan mencatat Keuntungan Sebelum Zakat dan Cukai (PBZT) sebanyak RM233.1 juta bagi tahun kewangan berakhir 30 Jun 2009.
AUG/OGOS 2009
Signed an agreement on Risk Management System with SAS Malaysia to enhance its bank-wide risk management system. Under the deal, SAS will provide business analytics that will contribute to the enhancement of Bank Islams competitive advantage through more effective and efficient management of credit, market and operational risk exposures with complete adherence to global Shariah standards and international best practices. Menandatangani perjanjian mengenai Sistem Pengurusan Risiko dengan SAS Malaysia untuk menambah baik sistem pengurusan risiko secara menyeluruh di Bank Islam. Di bawah perjanjian ini, SAS akan menyediakan analisis perniagaan yang akan menyumbang kepada peningkatan kelebihan daya saing melalui pengurusan risiko kredit, pasaran dan operasi yang lebih cekap dan berkesan serta mematuhi sepenuhnya kehendak piawaian Syariah global dan amalan terbaik antarabangsa.
7
SepT/SEPT 2009
JUN/JUN 2009
Bank Islam Malaysia Berhad has engaged Profitera to provide solutions for the Financial Collections System. The system is aimed at improving the Banks collection/recovery performance as well as stepping up productivity. The system is targeted for a full roll out by the first quarter 2010. Bank Islam Malaysia Berhad telah melantik Profitera bagi menyediakan penyelesaian untuk Sistem Pungutan Kewangan. Sistem ini bertujuan untuk memperbaik prestasi pungutan/kutipan Bank serta meningkatkan produktiviti. Sistem ini dijangka dijalankan sepenuhnya pada suku pertama 2010.
First bank to join effort with Lembaga Tabung Haji (LTH) in launching the Uniteller Service which enables performance of LTH transactions and Hajj registration at any Bank Islam branches nationwide. Bank pertama yang menjalan usaha sama dengan Lembaga Tabung Haji (LTH) dalam pelancaran Khidmat Uniteller yang membolehkan urus niaga LTH dan pendaftaran Haji dilakukan di semua cawangan Bank Islam di seluruh negara.
BANK ISLAM
reSULTS/KepUTUSAN
Five-Year Financial Highlights Sorotan Kewangan Lima Tahun Five-Year Statistical Review Ulasan Statistik Lima Tahun Financing By Contract Pembiayaan Mengikut Kontrak Financing By Business Segment Pembiayaan Mengikut Segmen Perniagaan 13
14
15
16
AccoUNTABILITY/ KeBerTANGGUNGJAWABAN
Chairmans Statement Pernyataan Pengerusi 53
Statement Of Corporate Governance 64 Penyata Tadbir Urus Korporat Shariah Supervisory Council Majlis Pengawasan Syariah Risk Management Structure Struktur Pengurusan Risiko Internal Audit Function Fungsi Kawalan Dalaman Ethics, Integrity & Trust Etika, Integriti & Amanah 79
82
32 37 38 40
90
93
46
49 50
Vision / Visi
To be the
INSIGHTS/peMAHAMAN
Managing Directors Review Of Operations
Ulasan Operasi Pengarah Urusan
INITIATIve/INISIATIF
Calendar Of Significant Events 119 Kalendar Peristiwa-peristiwa Penting Corporate Responsibility Tanggungjawab Korporat Responsible Customer Care Tanggungjawab Terhadap Pelanggan Human Capital Excellence Kecemerlangan Modal Insan Information Technology Growth Pertumbuhan Berpaksikan Teknologi Maklumat 132
oTHerS/LAIN-LAIN
Shareholder Information Maklumat Pemegang Saham Directory and Branch Network Panduan dan Rangkaian Cawangan Glossary Of Terms Istilah Terma 149
95
150
141 165
143
146
In the performance of this corporate mission, Bank Islam shall be guided by its corporate brand values of being: A Leader, Dynamic, professional, caring and Trustworthy. Dalam melaksanakan misi korporat ini, Bank Islam perlu tetap berpegang pada nilai jenama korporatnya sebagai landasan, iaitu: pemimpin, Dinamik, profesional, prihatin dan Amanah.
Bank Islam emerged as Malaysias maiden Shariah-based financial institution when it commenced operations in July 1983. Since then, Bank Islam has become the symbol of Islamic banking in Malaysia. Its vision to be the global leader in Islamic banking illustrates its status as the flag bearer of the countrys Islamic financial services industry. From only RM80 million initially, Bank Islams paid-up capital swelled to RM1.73 billion as at June 2009, which was instrumental in making possible the growth of its assets and the implementation of its expansion programmes. Through a growing network of delivery channels with 100 branches and more than 700 self-service terminals nationwide at present, Bank Islam parades a comprehensive list of more than 50 innovative and sophisticated Islamic banking products and services, comparable to those offered by its conventional counterparts. From the traditional financing, savings and investment types of products exclusively for individual customers in the early years of establishment, the range of Bank Islams Shariahbased financial products, services and business solutions has significantly expanded to cater to the fast-changing financial needs of all categories of customers including those related to micro financing, wealth management, capital market, treasury and structured products. Being a pioneer, Bank Islam has played a leading role in promoting the expansion of Malaysias brand of Islamic finance into other markets, especially in the region. This has helped develop Bank Islam into a well-established and universally recognised brand. As the number of local and global financial services continues to increase, Bank Islam remains keenly aware of the pioneering role it must continue to play. As a testament of this pioneering role, Bank Islam was awarded the Readers Digest Platinum Award for being the Most Trusted Brand for Islamic Financial Services. With the entrusted belief, Bank Islam is on its way of becoming the global leader in Islamic banking and continues to remain guided by the excellent pioneering work of its predecessors, Malaysias ambition to be an international Islamic financial centre, the success of its turnaround efforts and the challenge from its competitors.
Bank Islam telah muncul sebagai di institusi kewangan berasaskan Syariah yang pertama di Malaysia apabila ia memulakan operasinya pada bulan Julai 1983. Sejak itu, Bank Islam telah menjadi simbol perbankan Islam di Malaysia. Wawasannya untuk menjadi pemimpin global dalam perbankan Islam menjadi bukti statusnya sebagai perintis industri perkhidmatan kewangan Islam negara yang unggul. Bank Islam bermula dengan modal berbayar berjumlah hanya RM80 juta. Jumlah itu kini telah melonjak kepada RM1.73 bilion menjelang Jun 2009, satu perkembangan penting yang telah membolehkannya memperkembangkan aset dan melaksanakan program pengembangan dengan lancar. Lebih 50 produk dan perkhidmatan perbankan Islam komprehensif yang inovatif dan sofistikated diperagakan oleh Bank Islam melalui rangkaian saluran penyampaian dengan 100 cawangan dan lebih daripada 700 terminal layan-diri di seluruh negara, tidak kurang hebatnya berbanding rakan perbankan konvensionalnya yang lain. Daripada produk jenis pembiayaan, simpanan dan pelaburan yang diwujudkan secara eksklusif untuk pelanggan individu semasa awal penubuhannya, keragaman produk kewangan, perkhidmatan dan rumusan perniagaan berasaskan Syariah Bank Islam telah berkembang dengan pesat untuk memenuhi keperluan semua kategori pelanggan yang sentiasa berubah termasuk yang berkaitan dengan pembiayaan mikro, pengurusan kekayaan, pasaran modal, perbendaharaan dan produk berstruktur. Sebagai perintis, Bank Islam memainkan peranan utama dalam mempromosikan jenama kewangan Islam Malaysia di pasaran luar negara, terutamanya di rantau ini. Ianya telah membantu membangunkan Bank Islam menjadi jenama yang mantap dan diiktiraf di seluruh dunia. Dengan meningkatnya bilangan perkhidmatan kewangan setempat dan global, Bank Islam semakin menyedari betapa pentingnya peranan perintis yang ia perlu terus mainkan. Sebagai mengiktiraf peranan perintis ini, Bank Islam telah diberi penghormatan dengan Anugerah Platinum Readers Digest sebagai Jenama Paling Berwibawa bagi Perkhidmatan Kewangan Islam. Dengan kepercayaan yang diamanahkan ini, Bank Islam terus mengorak langkah maju ke arah mencapai status pemimpin global dalam perbankan Islam, dengan berpandukan usaha cemerlang para pemimpin perintis terdahulu, wawasan Malaysia untuk menjadi pusat kewangan Islam antarabangsa, kejayaan usaha memulihkan prestasi Bank serta cabaran yang diberi oleh para pesaing.
BANK ISLAM
Milestones 1983-2009
Pencapaian Kami
over the years, the bank has chartered various milestones: Sejak ditubuhkan, Bank Islam telah menempuh pelbagai peristiwa penting:
1983
Officially launched on 1 July 1983 by former Prime Minister Tun Dr Mahathir Mohamad, Bank Islam Malaysia Berhad (Bank Islam) was incorporated with an authorised capital of RM500 million and a paid-up capital of RM79.9 million First Islamic bank in Malaysia to cater to the specific financial needs of Muslims Bank Islam is ultimately the flag-bearer for the countrys Islamic financial services industry Dilancarkan secara rasmi pada 1 Julai 1983 oleh mantan Perdana Menteri Tun Dr Mahathir Mohamad. Bank Islam Malaysia Berhad (Bank Islam) diperbadankan dengan modal dibenarkan berjumlah RM500 juta dan modal berbayar berjumlah RM79.9 juta Bank Islam pertama di Malaysia yang menyediakan keperluan kewangan khusus untuk orang Islam Pada dasarnya, Bank Islam merupakan peneraju bagi industri perkhidmatan kewangan Islam di Malaysia
1992
The first Islamic financial institution to be listed on Bursa Malaysia Securities Berhad The first bank in Malaysia to introduce the chip-based ATM card (Smart Card) Institusi kewangan Islam pertama yang tersenarai di Bursa Malaysia Securities Berhad Bank pertama di Malaysia yang memperkenalkan kad ATM berasaskan cip (Kad Pintar)
1997
Launched its website: www.bankislam.com.my Developed its Total Islamic Banking Solutions under its MIS Upgrade Program BIMB Holdings Berhad was formed to replace Bank Islam as the Groups holding company and to assume the Groups listing status Melancarkan laman webnya: www.bankislam.com.my Membangunkan Penyelesaian Perbankan Islam Menyeluruh di bawah Program Penaikan Taraf MISnya BIMB Holdings Berhad ditubuhkan bagi menggantikan Bank Islam sebagai syarikat induk Kumpulan lantas mengambil alih status penyenaraian Kumpulan
1990
Lead arranger for Shell MDS Sdn Bhd, Malaysias first ringgit-denominated Islamic corporate bond issuance Pengatur utama bagi Shell MDS Sdn Bhd, penerbitan bon korporat Islam berdenominasi ringgit pertama di Malaysia
2000
Awarded ISO 9001:2000 Certification by SIRIM for its Trade Financing and Bills operations Dianugerahkan Pensijilan ISO 9001:2000 oleh SIRIM bagi operasi Pembiayaan Dagangan dan Bil
BANK ISLAM
Excellence Performance Award by the Association of Islamic Banking Institutions Malaysia (AIBIM) Lead arranger for First Global Sukuk Inc, the worlds first Islamic global corporate Sukuk Rated A by Malaysia Rating Corporation (MARC) Menerima Anugerah Prestasi Cemerlang oleh Persatuan Institusi Perbankan Islam Malaysia (AIBIM) Pengatur utama bagi First Global Sukuk Inc, Sukuk korporat Islam pertama di dunia Diberikan penarafan A oleh Malaysia Rating Corporation (MARC)
2001
2003
Launched its Internet banking First bank to offer zakat (tithe) payment facilities via ATM and credit card Melancarkan perbankan Internet Bank pertama yang menawarkan kemudahan pembayaran zakat melalui ATM dan kad kredit
2004
First bank in Malaysia to offer SMS banking service (bankislam.sms) using any mobile operators Bank pertama di Malaysia yang menawarkan perkhidmatan perbankan SMS (bankislam.sms) dengan menggunakan sebarang pengendali telefon mudah alih
2002
First bank in the Asia-Pacific region to introduce EMVcompliant credit cards with chip-based system following the launch of Bank Islam MasterCard Co-manager for Malaysia Global Sukuk Inc, the worlds first Islamic sovereign Sukuk Bank pertama di rantau Asia-Pasifik yang memperkenalkan kad kredit patuh EMV dengan sistem berasaskan cip berikutan pelancaran MasterCard Bank Islam Pengurus bersama bagi Malaysia Global Sukuk Inc, Sukuk Berdaulat Islam pertama di dunia
BANK ISLAM
Voted Best Provider of Islamic Finance in Malaysia by Finance News Best Islamic Banks Poll 2005 First bank in South East Asia to introduce an Islamic Platinum MasterCard Awarded Platinum Award for Best e-commerce Related Initiative in Asia-Pacific by MasterCard Worldwide Introduced Wiqa Forward Rate Agreement, a Shariahbased financial hedging tool to facilitate in-house risk management Dubai Islamic Investment Group (DIG) and Lembaga Tabung Haji (LTH) purchased a 40 per cent and 9 per cent stake each in Bank Islam Dipilih sebagai Penyedia Perkhidmatan Kewangan Islam Terbaik di Malaysia oleh Finance News Best Islamic Bank Poll 2005 Bank pertama di Asia Tenggara yang memperkenalkan MasterCard Platinum Islam Dianugerahkan Award Platinum bagi Inisiatif e-dagang Terbaik di Asia-Pasifik oleh MasterCard Worldwide Memperkenalkan Perjanjian Kadar Hadapan Wiqa, satu mekanisme pelindung nilai kewangan berdasarkan Syariah bagi memudahkan pengurusan risiko dalaman Dubai Islamic Investment Group (DIG) dan Lembaga Tabung Haji (LTH) masing-masing membeli 40 peratus dan 9 peratus ekuiti di Bank Islam
2006
2007
Entered into its first Islamic cross-currency swap agreement Launch of the new corporate identity of Bank Islam, officiated by a Minister at the Prime Ministers Office, YB Dato Dr. Abdullah Md Zin Embarked on Branch Remodeling exercise Signing of a strategic collaboration deal with the European Islamic Investment Bank plc (EIIB), a gateway for Bank Islam to make inroads into the European market Memeterai perjanjian swap mata wang-bersilang Islam pertama Melancarkan identiti korporat Bank Islam yang baru, dirasmikan oleh Menteri di Jabatan Perdana Menteri, YB Dato Dr. Abdullah Md Zin Memulakan usaha Pengubahsuaian Semula Cawangan Menandatangani perjanjian kerjasama strategik dengan European Islamic Investment Bank plc (EIIB) sebagai gerbang untuk Bank Islam meneroka pasaran Eropah
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BANK ISLAM
2008
Celebrated its 25th anniversary Recorded highest profit of RM308.27 million in 25 years Launched a new product called Commodity Undertaking-i, an Islamic option based product to be used for asset liability management purpose and investment purpose Launched our first Islamic structured and capital protected funds, An Najahi, the first Shariah-based structured product with health care as the investment theme Expanded its foreign currency retail services with the opening of its first bureau de change (BDC) outlet at the Low Cost Carrier Terminal (LCCT), Kuala Lumpur International Airport Meraikan ulang tahun ke-25 Mencatat keuntungan tertinggi dalam tempoh 25 tahun berjumlah RM308.27 juta Melancarkan produk baru yang dipanggil Aku Janji Komoditi-i, sebuah produk berasaskan opsyen Islam yang boleh digunakan untuk tujuan pengurusan aset dan liabiliti serta pelaburan Melancarkan dana berstruktur dengan jaminan perlindungan modal Islam pertama, An-Najah-i, produk berstruktur pertama berlandaskan Syariah dengan penjagaan kesihatan sebagai tema pelaburan Mengembangkan perkhidmatan mata wang asing runcit dengan pembukaan cawangan biro tukaran wang asing (BDC) pertamanya di Low Cost Carrier Terminal (LCCT), Lapangan Terbang Antarabangsa Kuala Lumpur.
Awarded Best Mixed Asset MYR Balanced Islamic Fund for period ending December 2008 in conjunction with The Edge-Lipper Malaysia Fund Awards 2009 for Bank Islams ASBI Dana Al-Munsif managed by its subsidiary, BIMB Investment Management Berhad Strategic Collaboration between Bank Islam subsidiary Bank Islam Trust Company (Labuan) Ltd and Bank Muamalat Indonesia Group to cooperate in the promotion of Islamic trust products to the worlds largest Islamic population Launched Al-Awfar, a first-of-its-kind combination of savings-i and investment-i account which offers cash prizes Awarded Readers Digest Platinum Trusted Brand Award 2009 for Islamic Financial Services Manager for the Terengganu Investment Authority RM5.0 billion IMTN Programme guaranteed by the Government of Malaysia; a landmark 30-year issue, being the longest tenured bond issued in Malaysia for both Sukuk and conventional bond markets Launched Sinar Letrik Home Campaign where the Bank will help home owners pay their electricity bills for five consecutive years under a collaboration entered into with Tenaga Nasional Berhad. Sole Islamic bank and the only non-investment bank that the Securities Commission approved under its list of Principal Advisers for specific corporate proposals in Malaysia The first Commercial Bank as Adviser for equity-linked transactions for YSP Southeast Asia Holdings Berhad on Rights Issue
2009
BANK ISLAM
11
Transacted the first asset swap transaction for Bank Islam; which entails applying hedge accounting for the first time to the bond portfolio Transacted the first Islamic equity option transaction for Bank Islam Launched a new line of business i.e. Bulk Payment Foreign Exchange transaction Introduced a new customer service i.e. daily market news update via SMS First Bank to join effort with LTH in launching the Uniteller Service which enables performance of LTH transactions and Hajj registration at any Bank Islam branches nationwide Dianugerahkan Aset Campuran Terbaik bagi Dana Islam Terimbang dalam Ringgit Malaysia (Best Mixed Asset MYR Balanced Islamic Fund) bagi tempoh berakhir Disember 2008 sempena The Edge-Lipper Malaysia Fund Awards 2009 untuk ASBI Dana Al-Munsif yang diuruskan oleh BIMB Investment Management Berhad, anak syarikat Bank Islam Kerjasama Strategik antara subsidiari Bank Islam, iaitu Bank Islam Trust Company (Labuan) Ltd dengan Kumpulan Bank Muamalat Indonesia untuk bekerjasama dalam mempromosi produk amanah Islam di Indonesia, iaitu negara paling ramai umat Islam di dunia Melancarkan Al-Awfar, iaitu kombinasi akaun simpanan-i dan pelaburan-i yang pertama seumpamanya yang menawarkan hadiah wang tunai Dianugerahkan Award Platinum Readers Digest sebagai Jenama Paling Berwibawa bagi Perkhidmatan Kewangan Islam
Pengurus bagi Program Nota Islam Bertempoh Sederhana Badan Pelaburan Terengganu bernilai RM5 bilion yang dijamin oleh Kerajaan Malaysia; terbitan mercu tanda 30-tahun, iaitu merupakan bon yang diterbitkan di Malaysia dengan tempoh matang paling lama untuk pasaran Sukuk dan bon konvensional Melancarkan Kempen Rumah Sinar Eletrik di mana Bank akan membantu pemilik rumah membayar bil elektrik mereka untuk tempoh lima tahun berturut-turut di bawah kerjasama yang dibuat dengan Tenaga Nasional Berhad Satu-satunya bank Islam dan bank bukan pelaburan yang diluluskan oleh Suruhanjaya Sekuriti dalam senarai Penasihat Utamanya bagi cadangan korporat spesifik di Malaysia Bank komersil pertama sebagai Penasihat transaksi berkait ekuiti bagi YSP Southeast Asia Holdings Berhad berkenaan Terbitan Hak Menjalankan transaksi swap aset pertama untuk Bank Islam; di mana mekanisme perlindungan nilai terhadap portfolio bon digunakan buat pertama kalinya Melakukan urus niaga opsyen ekuiti Islam pertama bagi Bank Islam Melancarkan perniagaan baharu iaitu urus niaga Pertukaran Mata Wang Asing secara Pukal Memperkenalkan perkhidmatan pelanggan baharu, iaitu maklumat terkini berita pasaran harian melalui SMS Bank pertama yang menjalan usaha sama dengan LTH dalam pelancaran Khidmat Uniteller yang membolehkan urus niaga LTH dan pendaftaran Haji dilakukan di semua cawangan Bank Islam di seluruh negara
12
BANK ISLAM
rM000 Financial Year ended 30 June Tahun Kewangan Berakhir 30 Jun 2009 2008 2007 2006 2005
reSULTS / KepUTUSAN
Total Revenue / Jumlah Hasil Profit Before Provision / Keuntungan Sebelum Peruntukan Profit/(Loss) Before Zakat and Tax / Keuntungan/(Kerugian) Sebelum Zakat dan Cukai Profit/(Loss) After Zakat and Tax / Keuntungan/(Kerugian) Selepas Zakat dan Cukai 1,267,087 359,154 1,152,041 280,240 1,010,493 218,637 949,459 202,925 884,999 226,303
233,096
308,267
236,660
(1,288,334)
(479,778)
160,607
384,117
232,460
(1,307,963)
(507,807)
BANK ISLAM
13
Prot/(Loss) before Zakat and Tax Keuntungan/(Kerugian) sebelum Zakat dan Cukai
(RM Million / Juta)
1,267
359
237
1,010
1,152
885
949
226
203
219
280
(480)
05
06
07
08
09
05
06
07
08
09
(1,288)
05
06
07
8,642
23,559
8,472
9,061
19,091
15,849
14,598
05
06
07
08
09
05
06
07
08
09
05
13,483
06
14,443
07
1,520
1,014
1,309
730
(289)
05
06
07
08
09
05
06
813
07
14
BANK ISLAM
981
17,617
233 09
2009
53.4%
Bai Al-Inah Cash Note / Nota Tunai RM1,611,717 (15.0%) Bai Al-Inah RM662,701 (6.1%) Istisna RM543,016 (5.1%) Ijarah RM289,200 (2.7%) At-Tawarruq RM167,378 (1.6%) Ijarah Muntahiah Bit-Tamleek RM28,367 (0.3%) Mudharabah RM8,934 (0.1%)
15.0%
2008
52.8%
17.7%
Bai Al-Inah RM708,527 (6.8%) Istisna RM509,988 (4.9%) Ijarah RM243,063 (2.3%) Ijarah Muntahiah Bit-Tamleek RM30,334 (0.3%) Mudharabah RM9,249 (0.1%)
BANK ISLAM
15
2009
66.4%
17.7%
15.9%
2008
61.8%
22.5%
15.7%
16
BANK ISLAM
Members / Ahli-Ahli Dato Sri Zukri Samat Johan Abdullah Datuk Ismee Ismail Zahari @ Mohd Zin Idris Zaiton Mohd Hassan Fadhel Abdulbaqi Abu Al-Hasan Al-Qaed Salaam Said Salim Al-Shaksy Ahmed Saeed Sultan Bin Braik (resigned on 29 October 2009 / meletak jawatan pada 29 Oktober 2009) Marwan Hassan Ali Al-Khatib (appointed on 1 January 2009 / dilantik pada 1 Januari 2009) Hashim Abdulla Ahmad Al-Dabal (resigned on 1 January 2009 / meletak jawatan pada 1 Januari 2009)
18
BANK ISLAM
AUDITorS / JUrUAUDIT
KPMG Desa Megat & Co (AF 0759) Level 10, KPMG Tower 8, First Avenue, Bandar Utama 47800 Petaling Jaya Selangor
BANK ISLAM
19
Dato Sri Zukri Samat Managing Director/ Pengarah Urusan Datuk Ismee Ismail Non-Independent Non-Executive Director Pengarah Bukan Eksekutif Bukan Bebas Zaiton Mohd Hassan Independent Non-Executive Director Pengarah Bebas Bukan Eksekutif
Salaam Said Salim Al-Shaksy Non-Independent Non-Executive Director Pengarah Bukan Eksekutif Bukan Bebas Marwan Hassan Ali Al-Khatib Non-Independent Non-Executive Director Pengarah Bukan Eksekutif Bukan Bebas
20
BANK ISLAM
Dato Mohd Bakke Salleh Chairman/Pengerusi Johan Abdullah Non-Independent Non-Executive Director Pengarah Bukan Eksekutif Bukan Bebas Zahari @ Mohd Zin Idris Independent Non-Executive Director Pengarah Bebas Bukan Eksekutif
Fadhel Abdulbaqi Abu Al-Hasan Al-Qaed Non-Independent Non-Executive Director Pengarah Bukan Eksekutif Bukan Bebas Ahmed Saeed Sultan Bin Braik Independent Non-Executive Director Pengarah Bebas Bukan Eksekutif
BANK ISLAM
21
Dato Mohd Bakke Salleh was appointed as Chairman of Bank Islam on 1 April 2008.
Dato Mohd Bakke Salleh dilantik sebagai Pengerusi Bank Islam pada 1 April 2008.
BSc. (Econs) London School of Economics and Dato Mohd Bakke is currently Political Science (UK), Fellow of the Institute of Chartered the Group Managing Director Dato Mohd Bakke kini Accountants (England and Wales) of Felda Holdings Bhd. He is memegang jawatan Pengarah Member of Malaysian Institute of Accountants BSc. (Ekon) London School of Economics and also a director of BIMB Urusan Kumpulan FELDA Political Science (UK), Fellow Institute of Holdings Berhad, a director of Holdings Bhd. Beliau turut Chartered Accountants (England and Wales) Ahli Institut Akauntan Malaysia Amanah Raya Berhad and a memegang jawatan pengarah commission member of the BIMB Holdings Berhad, Securities Commission of pengarah Amanah Raya Malaysia. Before joining Felda Berhad dan ahli Suruhanjaya Holdings Bhd, Dato Mohd Bakke held the position of Group Sekuriti Malaysia. Sebelum menyertai FELDA Holdings Bhd, Managing Director and Chief Executive Officer of Lembaga Dato Mohd Bakke menyandang jawatan Pengarah Urusan Tabung Haji. Kumpulan dan Ketua Pegawai Eksekutif Lembaga Tabung Haji. Dato Mohd Bakke has no family relationship with any director and/or major shareholder of Bank Islam. He has no conflict Dato Mohd Bakke tiada sebarang hubungan kekeluargaan of interest with Bank Islam and neither has he been charged dengan mana-mana pengarah dan/atau pemegang saham with any offences. utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
22
BANK ISLAM
Dato Sri Zukri Samat was appointed as the Managing Director of Bank Islam on 9 June 2006.
Dato Sri Zukri Samat dilantik sebagai Pengarah Urusan Bank Islam pada 9 Jun 2006.
Sebelum dilantik sebagai MBA (Finance), University of Hull (UK) Pengarah Urusan Bank Islam, Before his appointment as MBA (Kewangan), University of Hull (UK) Dato Sri Zukri berkhidmat Managing Director of Bank sebagai Pengarah Eksekutif Islam, Dato Sri Zukri was the Pelaburan, Khazanah Nasional Executive Director of Berhad, cabang pelaburan Kerajaan Malaysia (Kerajaan). Sebelum Investment, Khazanah Nasional Berhad, the investment arm menyandang jawatan ini, beliau adalah Pengarah Urusan of the Government of Malaysia (Government). Prior to that, Pengurusan Danaharta Nasional Berhad (Danaharta), sebuah he was the Managing Director of Pengurusan Danaharta Syarikat Pengurusan Aset kebangsaan yang ditubuhkan oleh Nasional Berhad (Danaharta), a national Asset Management Kerajaan semasa krisis kewangan pada tahun 1997/1998 dahulu. Company set up by the Government during the 1997/1998 Beliau menyertai Danaharta sebagai Pengurus Besar Divisyen financial crisis. He joined Danaharta in October 1998 as the Operasi pada Oktober 1998, dan setelah itu dinaikkan pangkat General Manager, Operations Division and was later promoted menjadi Pengarah Operasi pada bulan Ogos 2001. Kenaikan as the Director of Operations in August 2001, assuming direct pangkat ini membawa bersama tanggungjawab langsung ke atas line responsibility for all loan recovery activities of Danaharta. kesemua aktiviti mendapatkan semula pinjaman Danaharta. Pada On 1 July 2003, he was then appointed as the Managing 1 Julai 2003, beliau dilantik sebagai Pengarah Urusan Danaharta Director until December 2005 when Danaharta ceased its sehingga Disember 2005 apabila syarikat itu menamatkan operation. Dato Sri Zukri had also served in Credit Agricole operasinya. Dato Sri Zukri juga pernah berkhidmat dengan Credit Indosuez Labuan as the General Manager. He had also Agricole Indosuez Labuan sebagai Pengurus Besar. Di samping served Commerce International Merchant Bankers Berhad itu, beliau juga pernah berkhidmat dengan Commerce International (CIMB) for a significant period of time; his last position Merchant Bankers Berhad (CIMB) untuk tempoh yang agak being Deputy General Manager of Capital Markets where he lama, jawatan terakhir yang beliau sandang di syarikat itu ialah was responsible for transactions involving private debt Penolong Pengurus Besar Pasaran Modal di mana beliau telah securities, project finance, corporatisation and privatisation of memikul tanggungjawab mengawasi transaksi berhubung sekuriti state-owned companies. Dato Sri Zukri started his career hutang swasta, pembiayaan projek, pensyarikatan, dan with Bank Bumiputra Malaysia Berhad before joining Public penswastaan syarikat milik-kerajaan negeri. Dato Sri Zukri Bank Berhad where he served for seven (7) years in various memulakan kerjayanya dengan Bank Bumiputra Malaysia Berhad capacities both at head office and branches. sebelum beliau menyertai Public Bank Berhad di mana beliau menabur khidmat selama tujuh (7) tahun dalam pelbagai jawatan Dato Sri Zukri is also the President of Association of Islamic di ibu pejabat serta peringkat cawangan. Banking Institutions Malaysia (AIBIM), a director of Islamic Banking and Finance Institute Malaysia Sdn Bhd (IBFIM), a Dato Sri Zukri juga menyandang jawatan Presiden Persatuan director of the Financial Services Education Centre (FSEC) Institusi Perbankan Islam Malaysia (AIBIM), pengarah Islamic now known as Asian Institute of Finance (AIF), a member Banking and Finance Institute Malaysia Sdn Bhd (IBFIM), of the Professional Development Panel of International Centre pengarah Pusat Pendidikan Perkhidmatan Kewangan (FSEC) kini for Education in Islamic Finance (INCEIF), a director of dikenali sebagai Asian Institute of Finance (AIF), ahli Panel Amana Investments Limited (Sri Lanka) and an Investment Pembangunan Profesional Pusat Pendidikan Kewangan Islam Advisory Committee Member of CMREF 1 Sdn Bhd. Antarabangsa (INCEIF), pengarah Amana Investments Limited (Sri Lanka) dan Ahli Jawatankuasa Penasihat Pelaburan bagi Dato Sri Zukri Samat has no family relationship with any CMREF 1 Sdn Bhd. director and/or major shareholder of Bank Islam. He has no conflict of interest with Bank Islam and neither has he been Dato Sri Zukri Samat tiada sebarang hubungan kekeluargaan charged with any offences. dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
BANK ISLAM
23
Johan Abdullah was appointed as a director of Bank Islam on 1 August 2008. Currently, Johan is the Group Managing Director/Chief Executive Officer of BIMB Holdings Berhad.
JoHAN ABDULLAH
Non-Independent Non-Executive Director Pengarah Bukan Eksekutif Bukan Bebas
MBA (Finance), Morehead State University (USA) BBA (Finance), Eastern Michigan University (USA) Diploma in Banking, University Technology MARA MBA (Kewangan), Morehead State University (AS) MBA (Kewangan), Eastern Michigan University (AS) Diploma Perbankan, Universiti Teknologi MARA
Johan Abdullah dilantik sebagai pengarah Bank Islam pada 1 Ogos 2008. Encik Johan kini memegang jawatan Pengarah Urusan/ Ketua Pegawai Eksekutif Kumpulan BIMB Holdings Berhad.
He started his professional career in 1987 with Kuala Lumpur Stock Exchange (currently known as Bursa Malaysia Berhad) as a Listing Officer. In 1989, he joined Corporate Finance Division of Bumiputra Merchant Bankers Berhad and left the Bank in early 1995 as Senior Manager. Later, he joined Damansara Realty Berhad as General Manager, Corporate Planning. Subsequently in the year 1999, he re-joined Bursa Malaysia Berhad and took up various senior positions including that of Deputy Chief Regulatory Officer, Group Regulation.
Johan has no family relationship with any director and/or major shareholder of Bank Islam. He has no conflict of interest with Bank Islam and neither has he been charged with any offences.
Beliau melangkah ke alam kerjaya profesional pada tahun 1987 dengan berkhidmat sebagai Pegawai Penyenaraian di Bursa Saham Kuala Lumpur (kini dikenali sebagai Bursa Malaysia Berhad). Pada tahun 1989, beliau menyertai Divisyen Kewangan Korporat Bumiputra Merchant Bankers Berhad dan mengundur diri sebagai Pengurus Kanan Bank itu pada awal tahun 1995. Selanjutnya, beliau menyertai Damansara Realty Berhad sebagai Pengurus Besar, Perancangan Korporat. Pada tahun 1999, beliau menyertai semula Bursa Malaysia Berhad dan memegang pelbagai jawatan kanan termasuk Timbalan Ketua Pegawai Kawal Selia, Kawal Selia Kumpulan. Encik Johan tiada sebarang hubungan kekeluargaan dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
24
BANK ISLAM
Datuk Ismee Ismail was appointed as a director of Bank Islam on 9 October 2006. Datuk Ismee is currently the Group Managing Director and Chief Executive Officer of Lembaga Tabung Haji and sits on the Board of several of its subsidiary and associate companies including BIMB Holdings Berhad, TH Plantations Berhad and KFC Holdings (Malaysia) Berhad.
Datuk Ismee Ismail dilantik sebagai pengarah Bank Islam pada 9 Oktober 2006. Datuk Ismee kini memegang jawatan Pengarah Urusan Kumpulan dan Ketua Pegawai Eksekutif Lembaga Tabung Haji. Beliau juga merupakan pengarah BIMB Holdings Berhad, TH Plantations Berhad dan KFC Holdings (Malaysia) Berhad.
Previously, Datuk Ismee held the position of Chief Executive Officer of ECM Libra Securities and director of ECM Libra Capital Sdn Bhd. He had also served in several organisations including that of Senior General Manager of Finance, Lembaga Tabung Haji, Chief Accountant at Pengurusan Danaharta Nasional Berhad, General Manager, Business Development of Arab Malaysia Development Berhad and held various finance positions in Shell Malaysia. Datuk Ismee has no family relationship with any director and/ or major shareholder of Bank Islam. He has no conflict of interest with Bank Islam and neither has he been charged with any offences.
Sebelum ini, Datuk Ismee memegang jawatan Ketua Pegawai Eksekutif bagi ECM Libra Securities dan pengarah di ECM Libra Capital Sdn Bhd. Beliau juga pernah berkhidmat di beberapa organisasi, antara lain, sebagai Pengurus Besar Kanan Kewangan, Lembaga Tabung Haji; sebagai Ketua Akauntan di Pengurusan Danaharta Nasional Berhad, sebagai Pengurus Besar, Pembangunan Perniagaan di Arab Malaysia Development Berhad dan pelbagai jawatan di Shell Malaysia. Datuk Ismee tiada sebarang hubungan kekeluargaan dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
BANK ISLAM
25
Zahari @ Mohd Zin Idris was appointed as a director of Bank Islam on 20 September 2002. Zahari is currently the Chairman of BIMB Foreign Currency Clearing Agency Sdn Bhd and Bank Islam Trust Company (Labuan) Ltd. He is also a director of BIMB Holdings Berhad.
Zahari @ Mohd Zin Idris dilantik sebagai pengarah Bank Islam pada 20 September 2002. Encik Zahari kini merupakan Pengerusi BIMB Foreign Currency Clearing Agency Sdn Bhd dan Bank Islam Trust Company (Labuan) Ltd. Beliau juga adalah pengarah BIMB Holdings Berhad.
Previously, Zahari was the Managing Director of Inter-City MPC (M) Sdn Bhd from 1999 to 2005. Prior to that, he was the General Manager, Commercial Banking Division of Malayan Banking Berhad before retiring in 1996.
Sebelum ini, iaitu dari tahun 1999 hingga 2005, Encik Zahari memegang jawatan Pengarah Urusan Inter-City MPC (M) Sdn Bhd. Terdahulu dari itu, beliau memegang jawatan Pengurus Besar, Divisyen Perbankan Komersil di Malayan Banking Berhad sebelum bersara pada tahun 1996. Encik Zahari tiada sebarang hubungan kekeluargaan dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
Zahari has no family relationship with any director and/or major shareholder of Bank Islam. He has no conflict of interest with Bank Islam and neither has he been charged with any offences.
26
BANK ISLAM
Zaiton Mohd Hassan was appointed as a director of Bank Islam on 2 February 2006. Zaiton is currently the Managing Director of Capital Intelligence Advisors Sdn Bhd. She was formerly the President/ Executive Director of Malaysian Rating Corporation Berhad (MARC). She is also a director of BIMB Holdings Berhad, a commission member of the Companies Commission of Malaysia, a director of Malaysian Industrial Development Finance Berhad, Credit Guarantee Corporation Malaysia Berhad and SME Credit Bureau Sdn Bhd.
Zaiton Mohd Hassan dilantik sebagai pengarah Bank Islam pada 2 Februari 2006. Puan Zaiton kini memegang jawatan Pengarah Urusan Capital Intelligence Advisors Sdn Bhd. Sebelum ini beliau merupakan Presiden/Pengarah Eksekutif Malaysian Rating Corporation Berhad (MARC). Beliau juga memegang jawatan pengarah BIMB Holdings Berhad, ahli bertauliah Suruhanjaya Syarikat Malaysia, pengarah Malaysian Industrial Development Finance Berhad, Credit Guarantee Corporation Malaysia Berhad dan SME Credit Bureau Sdn Bhd.
Zaiton has no family relationship with any director and/or major shareholder of Bank Islam. She has no conflict of interest with Bank Islam and neither has she been charged with any offences.
Puan Zaiton tiada sebarang hubungan kekeluargaan dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
BANK ISLAM
27
Fadhel Abdulbaqi Abu Al-Hasan Al-Qaed was appointed as a director of Bank Islam on 28 February 2007.
Fadhel Abdulbaqi Abu Al-Hasan Al-Qaed dilantik sebagai pengarah Bank Islam pada 28 Februari 2007.
Encik Fadhel memulakan kerjaya Fadhel started his career with beliau dengan Dubai Holding Dubai Holding as Chief Financial B.Sc (Hons) Industrial and System Engineering, sebagai Ketua Pegawai Kewangan University of Southern California (USA) Officer in September 2004. pada bulan September 2004. Certificate of Finance, American University of Sharjah, (UAE) Later, he was promoted as Chief Kemudiannya, beliau dinaikkan B.Sc (Kepujian) Kejuruteraan Perindustrian dan Sistem, Operating Officer and University of Southern California (AS) pangkat sebagai Ketua Pegawai subsequently Executive Sijil Kewangan, American University of Sharjah, (UAE) Operasi dan selanjutnya sebagai Chairman for Operations in Pengerusi Eksekutif bagi Operasi Member of Board Risk Committee 2007. As Executive Chairman pada tahun 2007. Sebagai Ahli Jawatankuasa Risiko Lembaga Pengarah for Operations, Fadhel is Pengerusi Eksekutif bagi Operasi, responsible to provide strategic Encik Fadhel bertanggungjawab operational leadership for the menyediakan kepimpinan group and to ensure the implementation of global best practices pengendalian strategik bagi kumpulan dan memastikan amalan terbaik global dilaksanakan di seluruh pemacu portfolio utama throughout the groups key portfolio drivers. kumpulan. Fadhel sits on the board of other entities within the Dubai Encik Fadhel turut menganggotai lembaga pengarah entiti lain Holding Group including Jumeirah Group, Dubai Group, Dubai dalam Kumpulan Dubai Holding, termasuk Jumeirah Group, Dubai International Capital and Tatweer. He is also on the Board of Group, Dubai International Capital dan Tatweer. Beliau juga Directors for Borse Dubai, Dubai Bank, Dubai First, Du (Emirates merupakan ahli Lembaga Pengarah Borse Dubai, Dubai Bank, Integrated Telecommunications Company), Dubai Capital Dubai First, Du (Emirates Integrated Telecommunications Management, DIC Asset Management and Dubai Financial Company), Dubai Capital Management, DIC Asset Management Services Authority. dan Dubai Financial Services Authority. Fadhel has a wealth of experience in the finance industry. He began a long and successful career at Citibank, where he worked as a financial analyst preparing UAE and Oman profitability reports for the banks head office in New York. He moved through the ranks quickly and was promoted to the UAE Consumer Credit Head in 2001, where he was responsible for managing all consumer credit units. Later, he was appointed as the UAE Head of Distribution, where he managed all of the banks branches across the UAE, before joining Dubai Holding. Fadhel has no family relationship with any director and/or major shareholder of Bank Islam. He has no conflict of interest with Bank Islam and neither has he been charged with any offences. Encik Fadhel mempunyai pengalaman yang luas dalam industri kewangan. Beliau memulakan kerjayanya yang panjang dengan melakar kejayaan di Citibank sebagai penganalisis kewangan yang menyediakan laporan keberuntungan UAE dan Oman untuk ibu pejabat bank tersebut di New York. Beliau cepat melangkah dari segi kedudukan di dalam syarikat dan dinaikkan pangkat sehingga menjadi Ketua Kredit Pengguna UAE pada tahun 2001, dengan memegang tanggungjawab mengurus semua unit kredit pengguna. Sebelum menyertai Dubai Holding, beliau dilantik sebagai Ketua Pengedaran UAE Citibank, yang memerlukan beliau mengurus kesemua cawangan bank di seluruh UAE. Encik Fadhel tiada sebarang hubungan kekeluargaan dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
28
BANK ISLAM
Salaam Said Salim Al-Shaksy was appointed as a director of Bank Islam on 28 February 2007. Salaam is currently the Chief Executive Officer of Dubai Banking Group and Dubai Group. He is also the Chairman of Oman National Investment Corporation Holding. Salaam was previously the Chief Executive Officer of Dubai Islamic Investment Group, the global Shariah compliant investment company of Dubai Group.
Salaam Said Salim Al-Shaksy dilantik sebagai pengarah Bank Islam pada 28 Februari 2007. Encik Salaam kini memegang jawatan Ketua Pegawai Eksekutif Dubai Banking Group dan Dubai Group. Beliau juga merupakan Pengerusi Oman National Investment Corporation Holding. Sebelum ini Encik Salaam menyandang jawatan Ketua Pegawai Eksekutif Dubai Islamic Investment Group, syarikat pelaburan Dubai yang berpatuhkan Syariah global.
He has more than 22 years of experience in banking, investments and information technology. Salaam has no family relationship with any director and/or major shareholder of Bank Islam. He has no conflict of interest with Bank Islam and neither has he been charged with any offences.
Beliau mempunyai pengalaman lebih daripada 22 tahun dalam perbankan, pelaburan dan teknologi maklumat. Encik Salam tiada sebarang hubungan kekeluargaan dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
BANK ISLAM
29
Ahmed Saeed Sultan Bin Braik was appointed as a director of Bank Islam on 8 June 2007. Ahmed Saeed is currently the Deputy Chief Executive Officer of Majid Al Futtaim Group. He is also Chairman of MAF Greater Union, MAF Dalkia and Vice Chairman of The Wave, Oman.
Ahmed Saeed Sultan Bin Braik dilantik sebagai pengarah Bank Islam pada 8 Jun 2007. Encik Ahmed Saeed kini memegang jawatan Timbalan Ketua Pegawai Eksekutif Majid Al Futtaim Group. Beliau juga merupakan Pengerusi MAF Greater Union, MAF Dalkia dan Naib Pengerusi The Wave, Oman.
Previously, Ahmed Saeed was the Chief Executive Officer of Citibank, UAE/Oman for 15 years. Ahmed Saeed has no family relationship with any other director and/or major shareholder of Bank Islam. He has no conflict of interest with Bank Islam and neither has he been charged with any offences.
Sebelum ini, Encik Ahmed Saeed pernah memegang jawatan Ketua Pegawai Eksekutif Citibank, UAE/Oman selama 15 tahun. Encik Ahmed Saeed tiada sebarang hubungan kekeluargaan dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
30
BANK ISLAM
Marwan Hassan Ali Al-Khatib was appointed as director of Bank Islam on 1 January 2009. Marwan is currently the Managing Director of Dubai Islamic Investment Group where he is responsible to tap the growth opportunities within the Islamic investments space with particular focus on the Shariah lifestyle including financial services, halal food, Islamic hospitality and real estate as well as exploring the opportunities in the private and public equity.
MArWAN HASSAN ALI AL-KHATIB Non-Independent Non-Executive Director Pengarah Bukan Eksekutif Bukan Bebas
MBA (Banking & Finance), Hull University (UK) BA (Business Administration & Computer Science), American University, Cairo (Egypt) MBA (Perbankan & Kewangan), University of Hull (UK) BA (Pentadbiran Perniagaan & Sains Komputer), American University, Kaherah (Mesir) Member of Audit and Examination Committee Member of Nomination and Assessment Committee Member of Remuneration Committee Ahli Jawatankuasa Audit dan Pemeriksaan Ahli Jawatankuasa Pencalonan dan Penilaian Ahli Jawatankuasa Imbuhan
Marwan Hassan Ali Al-Khatib dilantik sebagai pengarah Bank Islam pada 1 Januari 2009. Encik Marwan kini memegang jawatan Pengarah Urusan Dubai Islamic Investment Group yang bertanggungjawab bagi mendapatkan peluang pertumbuhan dalam ruang pelaburan Islam dengan memberi tumpuan khusus pada gaya hidup yang menepati Syariah, termasuk perkhidmatan kewangan, makanan halal, hospitaliti dan harta tanah Islam, di samping menerokai peluang dalam ekuiti swasta dan awam.
Marwan is also the Chairman of Al Fajer Re-Takaful Company (Kuwait) and the Deputy Chairman, Asia Capital Re-Takaful Company (Bahrain). He is also the Board Member of Asia Capital Re-Takaful Company (Malaysia) and National Bonds (UAE). Previously, he was the director of Islamic Banking at Dubai Financial where he was responsible for building the Islamic banking portfolio with particular focus on South East Asia. He had more than 15 years of experience in the fields of corporate finance, audit and risk management, strategic business planning, and corporate banking; with blue-chip companies such as Al-Futtaim Group, Mashreq Bank, Dubai Chamber of Commerce & Deloitte Touche Tohmatsu. Marwan has no family relationship with any director and/or major shareholder of Bank Islam. He has no conflict of interest with Bank Islam and neither has he been charged with any offences.
Encik Marwan turut memegang jawatan Pengerusi Al Fajer Re-Takaful Company (Kuwait) serta menjadi Timbalan Pengerusi Asia Capital Re-Takaful Company (Bahrain). Beliau juga adalah Ahli Lembaga Pengarah bagi Asia Re-Takaful Company (Malaysia) dan National Bonds (UAE). Sebelum ini, beliau pernah menjadi Pengarah Perbankan Islam di Dubai Financial di mana beliau bertanggungjawab membangunkan portfolio perbankan Islam dengan memberi tumpuan khusus pada Asia Tenggara. Encik Marwan mempunyai pengalaman lebih 15 tahun dalam bidang kewangan korporat, audit dan pengurusan risiko, perancangan perniagaan strategik dan perbankan korporat; dengan syarikat terkemuka seperti Al-Futtaim Group, Mashreq Bank, Dubai Chamber of Commerce & Deloitte Touche Tohmatsu. Encik Marwan tiada sebarang hubungan kekeluargaan dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
BANK ISLAM
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Dr. Ahmad Shahbari @ Sobri Salamon was first appointed as a member of the Shariah Supervisory Council in 1984. He is currently Executive Chairman of Pusrawi Corporation Sdn Bhd. He was awarded the Tokoh Maal Hijrah Selangor in 2001 and the Tokoh Ulama Bestari Negeri Selangor in 2000. He has been a freelance missionary since 1999.
Dr. Ahmad Shahbari @ Sobri Salamon dilantik sebagai ahli Majlis Penasihat Syariah dari tahun 1984. Kini beliau merupakan Pengerusi Eksekutif Pusrawi Corporation Sdn Bhd. Beliau pernah dianugerahkan Tokoh Maal Hijrah Selangor pada tahun 2001 dan Tokoh Ulama Bestari Negeri Selangor pada tahun 2000. Beliau menjadi pendakwah bebas sejak tahun 1999.
Dr. Ahmad Shahbari had served as a Shariah advisor to Abrar Group (1996-1999), Arab Malaysia Merchant Bank (19961999), Arab Malaysian Finance (1996-1999), Syarikat Takaful Malaysia Berhad (1985-now) and ASEAN ReTakaful International (L) Ltd. He was appointed as the Executive Director of Pusat Rawatan Islam (Majlis Agama Islam Selangor), an office he held from 1996 to 1999 after serving as a Lecturer at the Faculty of Law of the International Islamic University Malaysia (IIUM) for 10 years from 1986. Prior to these, he had served as a Lecturer in the National University of Malaysia (UKM) in the Shariah Department in 1985. From 1983 to 1984, he was seconded to IIUMs Kuliyyah of Economics. He was also the Programme Coordinator for diploma and certificate courses of UKMs Islamic studies until 1983. Whilst with UKM, he also served as the Coordinator for General Teachings from 1981-1982 and subsequently appointed as Acting Head of the Shariah Department in 1982. Dr. Ahmad Shahbaris career began back in 1978 where he served as a Lecturer at the Shariah Department of Faculty of Islamic Studies, UKM. Dr. Ahmad Shahbari has no family relationship with any director and/or major shareholder of Bank Islam. He has no conflict of interest with Bank Islam and neither has he been charged with any offences.
Dr. Ahmad Shahbari telah berkhidmat sebagai penasihat Syariah bagi Kumpulan Abrar (1996-1999), Arab Malaysia Merchant Bank (1996-1999), Arab Malaysian Finance (19961999), Syarikat Takaful Malaysia Berhad (1985-hingga sekarang) dan ASEAN ReTakaful International (L) Ltd. Beliau dilantik sebagai Pengarah Eksekutif Pusat Rawatan Islam (Majlis Agama Islam Selangor), iaitu jawatan yang disandang dari tahun 1996 hingga 1999 selepas berkhidmat sebagai Pensyarah di Fakulti Undang-Undang Universiti Islam Antarabangsa Malaysia (UIAM) selama 10 tahun dari tahun 1986. Sebelum ini, beliau telah berkhidmat sebagai Pensyarah di Universiti Kebangsaan Malaysia (UKM) di Jabatan Syariah pada tahun 1985. Dari tahun 1983 ke 1984, beliau dipinjamkan ke Kuliyyah Ekonomi UIAM. Beliau juga merupakan Penyelaras Program bagi kursus diploma dan sijil pengajian Islam UKM sehingga tahun 1983. Ketika di UKM, beliau juga berkhidmat sebagai Penyelaras bagi Pengajaran Am dari tahun 1981-1982 dan seterusnya dilantik sebagai Pemangku Ketua Jabatan Syariah pada tahun 1982. Kerjaya Dr. Ahmad Shahbari bermula pada tahun 1978 apabila beliau berkhidmat sebagai Pensyarah di Jabatan Syariah Fakulti Pengajian Islam, UKM. Dr. Ahmad Shahbari tidak mempunyai sebarang hubungan kekeluargaan dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
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Ustaz Mohd Bakir Haji Mansor was first appointed as a member of Bank Islams Shariah Supervisory Council (SSC) since 2001. He is currently the Designated Person for Shariah Advisory on Shariah-based Unit Trust Funds as well as Chairman of the Shariah Committee of IBFIM.
Ustaz Mohd Bakir Haji Mansor dilantik sebagai ahli Majlis Pengawasan Syariah (MPS) Bank Islam semenjak tahun 2001. Beliau kini merupakan Individu yang Dilantik sebagai Penasihat Syariah bagi Dana Amanah Saham berasaskan Syariah dan juga Pengerusi Jawatankuasa Syariah IBFIM.
Prior to his appointment as a member of SSC, Ustaz Mohd Bakir had already served as the Shariah Coordinator for Bank Islam cum Secretary of the SSC, a post he has held since 1984. Previously, he was one of the Chief Assistant Directors at the Islamic Research Centre in the Prime Ministers Department for four years from 1980. He had also served at the National Council for Islamic Religious Affairs in the Prime Ministers Department for 10 years from 1971. Ustaz Mohd Bakir had also served as a member of the Shariah Advisory Body of Syarikat Takaful Malaysia Berhad and ASEAN ReTakaful International (L) Ltd. Ustaz Mohd Bakir Haji Mansor has no family relationship with any director and/or major shareholder of Bank Islam. He has no conflict of interest with Bank Islam and neither has he been charged with any offences.
Sebelum pelantikan sebagai Ahli MPS, Ustaz Mohd Bakir telah berkhidmat sebagai Penyelaras Syariah bagi Bank Islam merangkap Setiausaha MPS, iaitu jawatan yang disandang beliau sejak tahun 1984. Sebelum ini, beliau merupakan salah seorang Ketua Penolong Pengarah di Pusat Penyelidikan Islam di Jabatan Perdana Menteri selama empat tahun dari tahun 1980. Beliau juga telah berkhidmat di Majlis Kebangsaan bagi Hal-Ehwal Agama Islam di Jabatan Perdana Menteri selama 10 tahun dari tahun 1971. Ustaz Mohd Bakir juga telah berkhidmat sebagai ahli Badan Penasihat Syariah Syarikat Takaful Malaysia Berhad dan ASEAN ReTakaful International (L) Ltd. Ustaz Mohd Bakir tidak mempunyai hubungan kekeluargaan dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
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YAA Dato Haji Daud Muhammad was first appointed as a member of the Shariah Supervisory Council in 2005. He is currently the Sharie Chief of Justice of the state of Kelantan upon his appointment in 1989 after having served as the Vice Chief Judge for a year.
YAA Dato Haji Daud Muhammad dilantik sebagai ahli Majlis Pengawasan Syariah pada tahun 2005. Beliau kini merupakan Ketua Hakim Syarie Negeri Kelantan yang dilantik sejak tahun 1989 selepas berkhidmat sebagai Timbalan Ketua Hakim selama setahun.
From 1980 to 1988, he had held the position of Head of the Religious Supervisory and Shariah Criminal Prosecutor after having served as a Special Qadhi (judge) in 1979. The journey of his judiciary career began back in 1969 where he was first appointed as a Qadhi in Kota Bharu, Kelantan. Prior to the appointment, he was an Inspectorate (Nazir) to religious teachers of national schools for the Kelantan State Government in 1965. YAA Dato Haji Daud has no family relationship with any director and/or major shareholder of Bank Islam. He has no conflict of interest with Bank Islam and neither has he been charged with any offences.
Dari tahun 1980 hingga 1988, beliau menyandang jawatan Ketua Penasihat Agama dan Pendakwa Jenayah Syariah selepas berkhidmat sebagai Kadi Khas pada tahun 1979. Perjalanan kerjaya kehakiman beliau bermula pada tahun 1969 dengan pelantikan pertama beliau sebagai Kadi di Kota Bharu, Kelantan. Sebelum pelantikan itu, pada tahun 1965, beliau pernah menjadi Nazir kepada guru-guru agama sekolah kebangsaan bagi Kerajaan Negeri Kelantan. YAA Dato Haji Daud tidak mempunyai sebarang hubungan kekeluargaan dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
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Associate Professor Dr. Yusof Ramli was first appointed as a member of the Shariah Supervisory Council in 2005. Currently, Dr. Mohd Yusof is a Lecturer at the Centre of Islamic Thoughts and Understanding, MARA University of Technology. He had also served as Shariah Panel of BIMB Investment Management Berhad (previously known as BUTM) since 2008.
Profesor Madya Dr. Yusof Ramli dilantik sebagai ahli Majlis Pengawasan Syariah pada tahun 2005. Kini, beliau merupakan Pensyarah di Pusat Pemikiran dan Kefahaman Islam, Universiti Teknologi MARA. Beliau juga telah berkhidmat sebagai Panel Syariah BIMB Investment Management Berhad (sebelum ini dikenali sebagai BUTM) sejak tahun 2008.
His career began as a religious teacher and Religious Administrative Officer for Selangor Religious Department. Associate Professor Dr. Yusof has no family relationship with any director and/or major shareholder of Bank Islam. He has no conflict of interest with Bank Islam and neither has he been charged with any offences.
Beliau memulakan kerjaya sebagai guru agama dan Pegawai Pentadbiran Agama di Jabatan Agama Islam Selangor. Profesor Madya Dr. Yusof tiada sebarang hubungan kekeluargaan dengan mana-mana pengarah dan/atau pemegang saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
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Ustaz Mohd Izwadi was first appointed as Secretary to the Shariah Supervisory Council in May 2009. Currently, he is an Acting Head at the Shariah Department.
Ustaz Mohd Izwadi dilantik sebagai Setiausaha bagi Majlis Pengawasan Syariah pada bulan Mei 2009. Beliau kini berkhidmat sebagai Pemangku Ketua di Jabatan Syariah.
Prior to joining Bank Islam, he Sebelum menyertai Bank Islam, Bachelor of Shariah (Management), University of Malaya was Secretary to the Shariah beliau memegang jawatan Capital Market Graduate Training Scheme, Securities Commission Committee and the Islamic Setiausaha kepada Sarjana Muda Syariah (Pengurusan), Universiti Malaya Banking Scheme Committee Jawatankuasa Syariah dan Skim Latihan Siswazah Pasaran Modal, Suruhanjaya Sekuriti of Bank Simpanan Nasional Jawatankuasa Skim Perbankan (BSN)s Islamic Banking Islam, Jabatan Perbankan Department after having served Islam Bank Simpanan Nasional BSN from April 2005 to August 2006 as a Shariah Officer. (BSN) setelah berkhidmat sebagai Pegawai Syariah dengan Prior to BSN, Mohd Izwadi was appointed as the Secretary BSN dari bulan April 2005 hingga bulan Ogos 2006. Sebelum to Shariah Advisor at Abrar Discounts Berhad (ADB) upon menyertai BSN, beliau pernah memegang jawatan Setiausaha completing his training and apprenticeship programme from bagi Penasihat Syariah di Abrar Discounts Berhad (ADB) October 2004 to September 2005 under the Securities dari bulan Oktober 2004 hingga September 2005 di bawah Commissions Capital Market Graduate Training Scheme Skim Latihan Siswazah Pasaran Modal Suruhanjaya Sekuriti (CMGTS). (CMGTS), sebaik sahaja beliau menamatkan program latihan dan perantisannya. Ustaz Mohd Izwadi has no family relationship with any director and/or major shareholder of Bank Islam. He has no Ustaz Mohd Izwadi tidak mempunyai sebarang hubungan conflict of interest with Bank Islam and neither has he been kekeluargaan dengan mana-mana pengarah dan/atau charged with any offences. pemegangan saham utama Bank Islam. Beliau juga tiada konflik kepentingan dengan Bank Islam dan tidak pernah disabitkan dengan sebarang kesalahan.
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Shariah Syariah
Business Perniagaan
Finance Kewangan
Information Technology Teknologi Maklumat Program Management Office Pejabat Pengurusan Program
Transaction Services # Perkhidmatan Urus Niaga Corporate Communications Komunikasi Korporat Legal & Secretarial Perundangan & Sekretariat
Recovery & Rehabilitation Pemulihan & Rehabilitasi General Administration Pentadbiran Am Valuation Penilaian
Managing Directors Officer comprises Strategic Relations, Corporate Advisory & Transformation and Corporate Strategy & Network Planning. Pejabat Pengarah Urusan merangkumi Perhubungan Strategik, Penasihat Korporat & Transformasi dan Strategi Korporat & Perancangan Rangkaian. Transaction Services Division comprises Cash Management, Credit Administration, Head Office Service Delivery, Trade Services, Trade Operations, Correspondent Banking & Channel Management (Branch Operations & Branch Performance). Bahagian Perkhidmatan Urus Niaga terdiri daripada Pengurusan Tunai, Pentadbiran Kredit, Pemberian Khidmat Ibu Pejabat, Perkhidmatan Perdagangan, Operasi Perdagangan, Perbankan Koresponden & Pengurusan Saluran (Operasi Cawangan & Prestasi Cawangan)
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Dato Wan Ismail Wan Yusoh General Manager, Strategic Relations / Pengurus Besar, Perhubungan Strategik Hizamuddin Jamalluddin Assistant General Manager, Corporate Advisory & Transformation / Penolong Pengurus Besar, Penasihat Korporat & Transformasi Zuraimy Mohd Akhir Assistant General Manager, Corporate Strategy & Network Planning / Penolong Pengurus Besar, Strategi Korporat & Perancangan Rangkaian
Khairul Kamarudin General Manager, Consumer Banking / Pengurus Besar, Perbankan Pengguna Abdul rashid Abdul Hamid Acting Head, Commercial Banking / Pemangku Ketua, Perbankan Komersil Mashitah Hj osman Director, Corporate Investment Banking / Pengarah, Perbankan Pelaburan Korporat Norashikin Mohd Kassim General Manager, Treasury / Pengurus Besar, Perbendaharaan
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Malkit Singh Maan Chief Financial Officer / Ketua Pegawai Kewangan ryan Liew choon ching Chief Technology Officer / Ketua Pegawai Teknologi Mizan Masram Assistant General Manager, Recovery & Rehabilitation / Penolong Pengurus Besar, Pemulihan & Rehabilitasi Jamilah Abdul Sallam General Manager, Human Resources / Pengurus Besar, Sumber Manusia Azizah Abdul Aziz Assistant General Manager, General Administration / Penolong Pengurus Besar, Pentadbiran Am
Jaafar Abu Chief Business Support Officer / Ketua Pegawai Sokongan Perniagaan Anis Zuhani Ahmad Assistant General Manager, Corporate Communications / Penolong Pengurus Besar, Komunikasi Korporat Maria Mat Said Assistant General Manager, Legal & Secretarial / Penolong Pengurus Besar, Perundangan & Sekretariat
Jeroen p.M.M. Thijs Chief Risk Officer / Ketua Pegawai Risiko Mohd Izwadi Mat Hassan Acting Head, Shariah Department / Pemangku Ketua, Jabatan Syariah Wahid Ali Mohd Khalil Chief Internal Auditor / Ketua Audit Dalaman
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HIZAMUDDIN JAMALLUDDIN
Assistant General Manager, Corporate Advisory & Transformation / Penolong Pengurus Besar, Penasihat Korporat & Transformasi Holder of a Bachelor of Science in Finance from Northern Illinois University of USA, Encik Hizamuddin is responsible for corporate advisory, transformation initiatives, business and capital planning, strategic investments and stakeholders management of the Bank. He joined Bank Islam in 2007 and has 15 years of experience in corporate finance and strategic planning. Pemegang ijazah Sarjana Muda Sains Kewangan daripada Northern Illinois University, Amerika Syarikat, Encik Hizamuddin bertanggungjawab ke atas khidmat nasihat korporat, inisiatif transformasi, perancangan perniagaan dan modal, pelaburan strategik, dan pengurusan pihak berkepentingan Bank. Beliau menyertai Bank Islam pada tahun 2007 dan memiliki 15 tahun pengalaman dalam bidang kewangan korporat dan perancangan strategik.
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MASHITAH HJ oSMAN
Director, Corporate Investment Banking / Pengarah, Perbankan Pelaburan Korporat Holder of a Masters degree in Business Administration from University of Wales, UK. With over 25 years of experience, she was named one of the top 15 female movers and shakers in the Shariah finance industry by Islamic Finance Asia. She joined Bank Islam in November 2006 to set up and head the Corporate Investment Banking Division, which now encompasses corporate advisory, debt capital market and corporate banking products and services. Pemegang ijazah Sarjana Pentadbiran Kewangan daripada University of Wales, UK. Dengan lebih 25 tahun pengalaman, beliau telah dicalonkan sebagai antara 15 pembawa perubahan wanita terunggul dalam industri kewangan Syariah oleh Islamic Finance Asia. Beliau menyertai Bank Islam pada November 2006 untuk menubuhkan dan menerajui Bahagian Perbankan Pelaburan Korporat di sini, yang kini meliputi khidmat nasihat korporat, pasaran modal hutang serta produk dan perkhidmatan perbankan korporat.
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KHAIrUL KAMArUDIN
General Manager, Consumer Banking/ Pengurus Besar, Perbankan Pengguna Holder of a Bachelor of Laws from Anglia University, UK and has been in the banking industry for 13 years. Encik Khairul joined Bank Islam in December 2005 and in 2008, began revamping its Consumer Banking to transform it into a robust business unit with sustainable revenue growth and high quality assets within a year. He oversees Business Planning & Review, Product Development & Management and Product Marketing & Sales of the Banks Consumer Banking portfolio. Pemegang ijazah Sarjana Muda Undang-Undang daripada Anglia University, UK dan telah berkhidmat dalam industri perbankan selama 13 tahun. Encik Khairul menyertai Bank Islam pada bulan Disember 2005 dan menjelang tahun 2008, beliau memulakan usaha memperbaharui Perbankan Penggunanya untuk menjadikannya unit perniagaan yang bertenaga dengan pertumbuhan hasil yang mapan dan aset berkualiti tinggi dalam tempoh satu tahun. Beliau bertanggungjawab untuk mengawasi Perancangan & Kajian Semula Perniagaan, Pembangunan & Pengurusan Produk, dan Pemasaran & Jualan Produk untuk portfolio Perbankan Pengguna Bank.
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MIZAN MASrAM
Assistant General Manager, Recovery & Rehabilitation / Penolong Pengurus Besar, Pemulihan & Rehabilitasi Holder of a Diploma in Business Studies and majoring in Business from the Association of Business Executives, UK. With 13 years of exposure in the related field he now heads the Recovery & Rehabilitation after joining Bank Islam in July 2009. Pemegang Diploma dalam Pengajian Perniagaan dengan pengkhususan dalam bidang Perniagaan daripada Association of Business Executives, UK. Memiliki pengalaman selama 13 tahun dalam bidang berkaitan, beliau kini menerajui Pemulihan & Rehabilitasi setelah menyertai Bank Islam pada bulan Julai 2009.
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JAAFAr ABU
Chief Business Support Officer / Ketua Pegawai Sokongan Perniagaan Holder of a Masters degree in Banking & Finance from University of Hull, UK. After 30 years of experience, he joined Bank Islam in July 2009 and is responsible for the Transaction Services portfolio (Cash Management, Credit Administration, Head Office Service Delivery, Trade Finance, Correspondent Banking, Branch Operations & Branch Performance). Pemegang ijazah Sarjana Perbankan & Kewangan daripada University of Hull, UK. Setelah meraih pengalaman selama 30 tahun, beliau menyertai Bank Islam pada Julai 2009 dan bertanggungjawab ke atas portfolio Perkhidmatan Transaksi (Pengurusan Tunai, Pentadbiran Kredit, Pemberian Khidmat Ibu Pejabat, Operasi Perdagangan, Perbankan Koresponden, Operasi Cawangan dan Prestasi Cawangan).
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proFILe oF cHIeF execUTIve oFFIcerS oF SUBSIDIArIeS proFIL pArA KeTUA peGAWAI eKSeKUTIF SUBSIDIArI
Junaida was appointed as the Chief Executive Officer of BIMB Investment Management Berhad (formerly known as BIMB Unit Trust Management Berhad) on 6 June 2008.
Junaida telah dilantik sebagai Ketua Pegawai Eksekutif BIMB Investment Management Berhad (sebelum ini dikenali sebagai BIMB Unit Trust Management Berhad) pada 6 Jun 2008.
She started her career with Beliau memulakan kerjaya Rashid Hussain Securities BIMB Investment Management Berhad dengan Rashid Hussain (Sebelum ini dikenali sebagai BIMB Unit Trust Management Berhad) (RHS) as Trainee Dealers Securities (RHS) sebagai BBA (Finance), Washington State University, AS Representative in 1990 and Certified Financial Planner, Financial Planning Association of Wakil Penjual pelatih pada later was appointed as General Malaysia (FPAM) tahun 1990 dan kemudiannya Manager of Local Institutional telah dilantik sebagai Pengurus Sales in 2006. She also served Besar Jualan Institusi Tempatan as one of the Executive pada tahun 2006. Beliau juga telah dilantik sebagai salah Director Dealing (EDD) for RHS, which by then was known seorang Pengarah Eksekutif Wakil Penjual (EDD) bagi RHS, as RHB Securities Sdn Bhd (RHBS) from December 2000 yang pada ketika itu dikenali sebagai RHB Securities Sdn until December 2006. Bhd (RHBS) dari Disember 2000 hingga Disember 2006. Following the merger between RHBS, RHB Futures Sdn Bhd and RHB Sakura Merchant Bankers Bhd into RHB Investment Bank (RHBIB), Junaida assumed the role of Head of Dealing as well as Acting Head of Equities Broking from January 2007 until July 2007. Her main responsibility was to plan sales strategies to achieve the years targeted brokerage income Throughout her almost 18 working years with the stockbroking unit of RHB Group, Junaida manages GLC-linked institutional clients such as EPF and SOCSO, private asset management investors such as Public Mutual Berhad and Mayban Investment Management Sdn Bhd as well as other corporate retailers and high Net Worth investors. Junaida is well experienced in handling various major equity fund-raising deals, for both primary and secondary market, through private placements of new Initial Public Offerings (IPOs) and book-building exercises of blue chip companies and is credited for handling past deals such as Petronas Dagangan, Petronas Gas, YTL Power, Maxis, Astro and AirAsia. Berikutan penggabungan RHBS, RHB Futures Sdn Bhd dan RHB Sakura Merchant Bankers Bhd menjadi RHB Investment Bank (RHBIB), Junaida telah memegang jawatan Ketua Wakil Penjual serta Pemangku Ketua Pembrokeran Ekuiti dari Januari 2007 hingga Julai 2007. Beliau bertanggungjawab untuk menggariskan rancangan strategi jualan untuk mencapai sasaran pendapatan pembrokeran pada tahun tersebut. Sepanjang kerjayanya yang hampir 18 tahun dalam unit pembrokeran saham Kumpulan RHB, Junaida telah menguruskan pelanggan institusi berkait GLC-seperti KWSP dan SOCSO, pelabur pengurusan aset peribadi seperti Public Mutual Berhad dan Mayban Investment Management Sdn Bhd serta peruncit korporat dan pelabur Nilai Bersih tinggi yang lain. Junaida kaya dengan pengalaman mengendalikan pelbagai urus niaga mengumpul dana ekuiti utama, bagi pasaran primer dan sekunder, melalui tawaran persendirian Tawaran Awam Pertama (IPO) dan pelaksanaan pembinaan buku syarikat blue chip. Beliau dikenali dan diiktiraf kerana urus niaga yang berjaya beliau laksanakan, diantaranya bagi Petronas Dagangan, Petronas Gas, YTL Power, Maxis, Astro dan AirAsia.
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Dr. Aimi was appointed as the Principal Officer/Chief Executive Officer of Bank Islam Trust Company (Labuan) Ltd on 2 May 2005.
Dr. Aimi telah dilantik sebagai Pegawai Utama/Ketua Pegawai Eksekutif bagi Bank Islam Trust Company (Labuan) Ltd pada 2 Mei 2005.
PhD, Islamic Trust & Wealth Management, Camden University (USA), Prior to joining Bank Islam Sebelum beliau menyertai MSc, E-Commerce, Central Queensland University (Australia) Trust Company (Labuan) Ltd in Bank Islam Trust Company B.Sc (Hons) Finance & MIS, State University of New York (USA) December 2004, Dr. Aimi (Labuan) Ltd pada bulan Member of UK Chartered Institute of Marketing started his career in January Disember 2004, Dr. Aimi Society of Trust and Estate Practitioners (Singapore) Malaysia Institute of Bankers 1992 with Mobil Oil, memulakan kerjaya beliau Bank Islam Trust Company (Labuan) Ltd Connecticut, USA. Returning pada Januari 1992 dengan PhD, Islamic Trust & Wealth Management, Camden University (USA), to Malaysia in 1993, he joined Mobil Oil, Connecticut AS. MSc, E-Commerce, Central Queensland University (Australia) Standard Chartered Bank, Sekembalinya beliau ke B.Sc (Hons) Finance & MIS, State University of New York (AS) Corporate Banking Division. In Malaysia pada tahun 1993, Ahli UK Chartered Institute of Marketing Society of Trust and Estate Practitioners (Singapore) 1995, he moved to oil and gas beliau telah menyertai Bahagian Malaysia Institute of Bankers industry i.e. with Mobil Oil and Perbankan Korporat, Standard British Petroleum, in the areas Chartered Bank. Pada tahun of marketing and business 1995, beliau beralih ke industri development. Subsequently in the year 2002, he re-joined the minyak dan gas, iaitu dengan menyertai Mobil Oil dan British financial service industry via Bumiputra-Commerce Trustee Petroleum, dalam bidang pemasaran dan pembangunan Bhd. perniagaan. Selanjutnya pada tahun 2002, beliau telah menyertai semula industri perkhidmatan kewangan dengan Dr. Aimi is a licensed Trust officer as approved by the menyertai Bumiputra-Commerce Trustee Bhd. Labuan Offshore Financial Authority (LOFSA). Dr. Aimi merupakan seorang pegawai Trust berlesen seperti yang diluluskan oleh Pihak Berkuasa Kewangan Luar Pesisir Labuan (LOFSA).
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profile of chief executive officers of Subsidiaries profil para Ketua pegawai eksekutif Subsidiari
Fazri was appointed as the Acting Chief Executive Officer (CEO) of BIMB Foreign Currency Clearing Agency Sdn Bhd (BIFCA) on 1 July 2009. Prior to his appointment at BIFCA, he was a Senior Manager in the Treasury Division of Bank Islam from May 2009 until June 2009.
Fazri telah dilantik sebagai Pemangku Ketua Pegawai Eksekutif BIMB Foreign Currency Clearing Agency Sdn Bhd (BIFCA) pada 1 Julai 2009. Sebelum pelantikan ini, beliau menyandang jawatan Pengurus Kanan di Bahagian Perbendaharaan Bank Islam dari Mei 2009 hingga Jun 2009.
Before joining Bank Islam, Fazri was with Siraj Capital Saudi in Jeddah, SA. He has 16 years of financial market experience where he started his career with TA Securities in 1993 as an investment analyst.
Sebelum menyertai Bank Islam, Fazri berkhidmat di Siraj Capital Saudi di Jeddah, SA. Beliau memulakan kerjaya di TA Securities pada tahun 1993 sebagai juruanalisis pelaburan dan kini memiliki 16 tahun pengalaman dalam pasaran kewangan.
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1.
Gold Award for the Financial Services Category for Amana Investment Ltd., Bank Islams associate company Dianugerahkan Award Emas bagi Kategori Perkhidmatan Kewangan untuk Amana Investment Ltd., di mana Bank Islam mempunyai kepentingan ekuiti Readers Digest The Platinum Trusted Brand Award 2009 for Islamic Financial Services Award Dianugerahkan Award Platinum Jenama yang Paling Dipercayai bagi Perkhidmatan Kewangan Islam oleh Readers Digest Awarded Best Mixed Asset MYR Balanced Islamic Fund for period ending December 2008 in conjunction with The EdgeLipper Malaysia Fund Awards 2009 for Bank Islams ASBI Dana Al-Munsif managed by its subsidiary, BIMB Investment Management Berhad Dianugerahkan Aset Campuran Terbaik bagi Dana Islam Terimbang dalam Ringgit Malaysia (Best Mixed Asset MYR Balanced Islamic Fund) bagi tempoh berakhir Disember 2008 sempena The Edge-Lipper Malaysia Fund Awards 2009 untuk ASBI Dana Al-Munsif yang diuruskan oleh BIMB Investment Management Berhad, anak syarikat Bank Islam Voted Best Provider of Islamic Finance in Malaysia by Finance News Best Islamic Banks Poll 2005 Diundi sebagai Penyedia Kewangan Islam Terbaik di Malaysia oleh Finance News Best Islamic Bank Poll 2005
5. 6.
First Islamic Platinum MasterCard Card in South East Asia Kad MasterCard Platinum Islam pertama di Asia Tenggara Awarded Platinum Award for Best e-commerce Related Initiative in Asia-Pacific by MasterCard Worldwide Dianugerahkan Award Platinum bagi Inisiatif Berkaitan e-dagang Terbaik di Asia-Pasifik oleh MasterCard Worldwide First Bank in South East Asia to launch EMV 2000 Smart Card Bank pertama di Asia Tenggara yang melancarkan Kad Pintar EMV 2000 Excellence Performance Award by Association of Islamic Banking Institutions Malaysia (AIBIM) Anugerah Prestasi Cemerlang oleh Persatuan Institusi Perbankan Islam Malaysia (AIBIM) First MasterCard Integrated Product Messages (IPM) implementation Perlaksanaan MasterCard Integrated Product Messages (IPM) pertama First in South East Asia to launch MasterCard SecureCode Issuing & Acquiring Bank Pertama di Asia Tenggara yang melancarkan Penerbitan & Perolehan SecureCode Mastercard
2.
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4.
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100%
Al-Wakalah Nominees (Tempatan) Sdn Bhd
100%
100%
BIMB Investment Management Berhad
(Formerly known as/ Dahulunya dikenali sebagai BIMB Unit Trust Management Berhad)
100%
BIMB Foreign currency clearing Agency Sdn Bhd
100%
100%
Bank Islam (L) Ltd
(struck off effective / dibatalkan berkuatkuasa 7 February/Februari 2009)
Note: Assuming all the Islamic CRNCPS are converted into ordinary shares, the eventual shareholding structure of Bank Islam will be 51%, 30.5% and 18.5% for BHB, DFGLLC and LTH respectively.
BANK ISLAM
17
Dear Shareholders,
I am delighted to announce that despite a challenging operating environment, Bank Islam Malaysia Berhad (Bank Islam or the Bank) performed reasonably well during the financial year ended 30 June 2009 (FY2009), recording a satisfactory profit before zakat and tax (PBZT).
Chairmans Statement
Pernyataan Pengerusi
Pemegang Saham yang dihormati,
Sukacita saya mengumumkan bahawa Bank Islam Malaysia Berhad (Bank Islam atau Bank) terus menunjukkan prestasi yang memberangsangkan dengan mencatat keuntungan sebelum zakat dan cukai (PBZT) yang memuaskan sepanjang tahun kewangan berakhir 30 Jun 2009 (TK2009) meskipun terpaksa beroperasi dalam persekitaran yang cukup mencabar.
and Salam Sejahtera More importantly, the year saw us successfully concluding our three-year Turnaround Plan. We achieved all performance targets and fulfilled all five pillars of the plan on schedule. Since the launch of the plan in October 2006, the Bank has made a notable return to profitability and built a solid foundation for a greater success. Alhamdullilah, Bank Islam is today a transformed and more focused entity. With the right resources, market positioning and all the elements for better performance, in particular a new three-year Sustainable Growth Plan in place, we are poised to improve our competitive advantage. On behalf of the Board of Directors, I am delighted to present the Annual Report for Bank Islam and its subsidiaries (the Group) for FY2009. Lebih penting lagi, TK2009 menyaksikan kejayaan Bank menyempurnakan Pelan Pemulihan tiga tahun. Bank mencapai kesemua sasaran prestasi dan telah melaksanakan kelima-lima tunggak pelan mengikut jadual. Sejak pelan berkenaan dilancarkan pada Oktober 2006, Bank berjaya meraih kembali keuntungan dan membina asas yang kukuh untuk kejayaan yang lebih besar. Alhamdulillah, hari ini setelah melalui proses transformasi, Bank Islam menjadi entiti yang lebih fokus. Dengan kepelbagaian sumber, kedudukan dalam pasaran dan semua elemen pendorong prestasi yang sesuai, khususnya dengan Pelan Pertumbuhan Mampan tiga tahun yang baharu, kelebihan bersaingan Bank dapat ditingkatkan. Bagi pihak Lembaga Pengarah, saya dengan sukacitanya membentangkan Laporan Tahunan Bank Islam dan kesemua subsidiarinya (Kumpulan) bagi TK2009.
FINANCIAL PERFORMANCE
In FY2009, the Groups total income grew 8.4% to RM1.3 billion from RM1.2 billion in the previous financial year. Non-fund based income accounted for 10.8% of total income, quite an improvement from 9.4% in FY2008. Despite the difficult domestic economic conditions, the Group registered a satisfactory PBZT of RM235.9 million although 25.6% lower than the record PBZT of RM316.9 million posted in FY2008. The lower PBZT for FY2009 was due mainly to the exceptionally high one-off financing recovery amount of RM128.0 million registered in the previous year. The Bank was the Groups largest contributor with a PBZT of RM233.1 million or 98.8% of the Groups PBZT. One of the Banks main subsidiaries, BIMB Foreign Currency Clearing Agency Sdn Bhd recorded a PBZT of RM4.5 million. FY2009s financial performance was encouraging as profit before allowances increased 20.8%
PRESTASI KEWANGAN
Pada TK2009, jumlah pendapatan Kumpulan meningkat 8.4% kepada RM1.3 bilion daripada RM1.2 bilion pada tahun kewangan sebelumnya. Pendapatan berasaskan bukan dana mencakupi 10.8% daripada jumlah pendapatan, iaitu satu peningkatan yang agak memberangsangkan berbanding 9.4% pada TK2008. Dalam suasana ekonomi domestik yang sukar, Kumpulan berjaya mencatat PBZT yang memuaskan sebanyak RM235.9 juta walaupun 25.6% lebih rendah berbanding dengan PBZT tertinggi pernah dicapai sebanyak RM316.0 juta pada TK2008. Faktor utama PBZT lebih rendah pada TK2009 adalah kutipan semula pembiayaan sekali sahaja yang luar biasa berjumlah RM128.0 juta pada tahun sebelumnya. Bank merupakan penyumbang terbesar Kumpulan dengan PBZT sebanyak RM233.1 juta atau 98.8% daripada PBZT Kumpulan. Salah satu daripada subsidiari utama Bank, BIMB Foreign Currency Clearing Agency Sdn Bhd mencatat PBZT sebanyak RM4.5 juta. Prestasi kewangan TK2009 adalah menggalakkan di
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BANK ISLAM
to RM361.1 million. This came on the back of a 6.6% growth in net financing assets to RM9.7 billion and a 21.4% increase in customer deposits to RM25.2 billion.
Bank Islams capitalisation and asset quality indicators remained strong in the year under review. The Banks capital adequacy levels were adequately strong in FY2009 with a risk-weighted capital ratio (RWCR) of 13.9% (FY2008: 13.1%) and a core capital ratio of 12.3% (FY2008: 11.3%). This did not take into account the fresh capital injection of RM540.0 million which was concluded in October 2009. Our RWCR is projected to strengthen further to 17.0% upon completion of the capital injection exercise.
Bank Islams capitalisation and asset quality indicators remained strong in the year under review. Penunjuk permodalan dan kualiti aset Bank Islam kekal kukuh pada tahun kewangan ini.
mana keuntungan sebelum peruntukan meningkat 20.8% kepada RM361.1 juta. Keuntungan ini didorong oleh pertumbuhan sebanyak 6.6% dalam aset pembiayaan bersih kepada RM9.7 bilion dan peningkatan sebanyak 21.4% dalam deposit pelanggan kepada RM25.2 bilion.
Penunjuk permodalan dan kualiti aset Bank Islam kekal kukuh pada tahun kewangan ini. Tahap kecukupan modal Bank teguh pada TK2009 dengan nisbah modal berwajaran risiko (RWCR) pada kadar 13.9% (TK2008: 13.1%) dan nisbah modal teras pada kadar 12.3% (TK2008: 11.3%). Kedudukan ini tidak mengambil kira modal baharu sebanyak RM540.0 juta yang selesai disuntik pada Oktober 2009. RWCR Bank mengukuh kepada 17.0% apabila suntikan modal disempurnakan. Sepanjang tahun kewangan ini, kualiti aset Bank juga meningkat seperti yang ditunjukkan oleh penurunan yang berterusan dalam nisbah pembiayaan tak berbayar bersih kepada 4.9% (berbanding dengan 7.8% pada TK2008). Selain itu, nisbah perlindungan kerugian pembiayaan Bank meningkat kepada 80.8% (berbanding dengan 75.8% pada TK2008). Sejajar dengan PBZT Bank yang lebih rendah, penunjuk keuntungan seperti pulangan ekuiti (ROE) dan pulangan aset (ROA) masing-masing menurun kepada 16.6% (TK2008: 27.1%) dan 0.9% (TK2008: 1.5%). Bagaimanapun, nisbah kos kepada pendapatan menurun sedikit kepada 56.9% (TK2008: 59.6%), meskipun Bank terus menanggung perbelanjaan, antaranya bagi pemodelan semula cawangan, pengembangan rangkaian, penambahbaikan prasarana teknologi maklumat (IT) dan pembangunan modal insan.
During the financial year under review, our asset quality also improved as evidenced by the continuous decline in our net non-performing financing ratio to 4.9% (against 7.8% in FY2008). In addition, our financing loss coverage ratio improved to 80.8% (against 75.8% in FY2008). In line with our lower PBZT, our profitability indicators such as the return on equity (ROE) and return on assets (ROA) dropped to 16.6% (FY2008: 27.1%) and 0.9% (FY2008: 1.5%) respectively. However, our cost-to-income ratio decreased slightly to 56.9% (FY2008: 59.6%) in spite of the Banks continued investment for the purposes of branch remodelling, network expansion, enhancements to our information technology (IT) infrastructure and talent development, among others.
BANK ISLAM
55
All business divisions of Bank Islam performed well in FY2009. Consumer Banking division remained the largest contributor, representing 66% or RM7.1 billion of the Banks total financing portfolio. Our non-fund based income also increased significantly by 30.6% to RM138.6 million with contributions coming mainly from the Consumer Banking, Treasury and Corporate Investment Banking divisions.
Kesemua segmen perniagaan Bank Islam menunjukkan prestasi yang memuaskan pada TK2009. Perbankan Pengguna kekal sebagai penyumbang terbesar, iaitu mewakili 66.0% atau RM7.1 bilion daripada keseluruhan portfolio pembiayaan Bank Islam. Pendapatan berasaskan bukan dana juga meningkat dengan ketara sebanyak 30.6% kepada RM138.6 juta dengan sumbangan utama daripada bahagian Perbankan Pengguna, Perbendaharaan dan Perbankan Pelaburan Korporat.
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BANK ISLAM
We are honoured by this recognition and wish to thank all our stakeholders for their trust, commitment, respect and support. Winning such an award entails great expectations. Hence, we will continue to work hard to deliver on our commitments in all these areas. Presence and Delivery Channels Enhanced We continued to expand our branch network in FY2009. Bank Islam now has 100 branches with the addition of five new branches in Selangor (Ampang, Kelana Jaya, Kota Damansara, Putra Heights and Saujana Utama), two in Sabah (Sandakan and Karamunsing), one in Pahang (Kuantan) and another two in Federal Territory, Kuala Lumpur (Wangsa Maju and Bukit Damansara). An extensive branch network helps strengthen Bank Islams market presence while providing greater accessibility and convenience to our customers. FY2009 also saw us sustaining the momentum of our branch rationalisation exercise and redefining our business direction in order to enhance our delivery outreach and standards. Sixteen of our existing branches were relocated to more strategic business growth areas while 45 branches were remodelled to portray a fresh, new look. We also continued to aggressively promote our alternative delivery channels including our Internet banking, mobile banking and 730 self-service terminals which include auto-teller machines, cash deposit machines, cheque deposit machines and statement printers. I am also pleased to report the successful opening of Bank Islams first two bureau de change (BDC) outlets one within the Low Cost Carrier Terminal at the Kuala Lumpur International Airport, and another in Karamunsing, thereby broadening our retail foreign currency services capability.
Pengiktirafan ini merupakan satu penghormatan kepada Bank. Kami ingin merakamkan penghargaan kepada semua pihak yang berkepentingan atas kepercayaan, komitmen, rasa hormat dan sokongan mereka. Dengan memenangi anugerah seperti ini, harapan yang diletakkan terhadap Bank semakin tinggi. Justeru, kami beriltizam untuk terus berusaha dengan lebih gigih dalam kesemua aspek tersebut. Peningkatan Kehadiran dan Saluran Penyampaian Rangkaian cawangan Bank terus diperluaskan pada TK2009. Kini Bank Islam mempunyai 100 cawangan lanjutan dengan penambahan lima cawangan baharu di Selangor (Ampang, Kelana Jaya, Kota Damansara, Putra Heights dan Saujana Utama), dua di Sabah (Sandakan dan Karamunsing), satu di Pahang (Kuantan) dan dua lagi di Wilayah Persekutuan, Kuala Lumpur (Wangsa Maju dan Bukit Damansara). Rangkaian cawangan yang meluas membantu memperkukuh kehadiran Bank Islam dalam pasaran, di samping menyediakan akses dan kemudahan yang lebih baik kepada pelanggan. TK2009 juga menyaksikan usaha Bank mengekalkan momentum rasionalisasi cawangan dan penakrifan semula arah tuju niaga demi meningkatkan jangkauan dan piawaian penyampaian kami. Enam belas daripada cawangan sedia ada dipindahkan ke kawasan perniagaan yang lebih strategik sementara 45 cawangan lain telah melalui pemodelan semula bagi penampilan baharu yang lebih segar. Bank juga terus aktif dalam mempromosi saluran penyampaian, merangkumi saluran perbankan Internet, perbankan mudah alih dan 730 terminal layan diri meliputi mesin teler automatik, mesin deposit tunai, mesin deposit cek dan pencetak penyata. Dengan sukacitanya juga saya ingin melaporkan pembukaan ulung dua biro tukaran wang asing atau bureau de change (BDC) Bank Islam satu di Terminal Kos Tambang Murah di Lapangan Terbang Antarabangsa Kuala Lumpur dan satu lagi di Karamunsing. Ini memperluas keupayaan perkhidmatan mata wang asing runcit Bank Islam.
BANK ISLAM
57
Pengukuhan Modal Insan dan Human Capital and Prasarana Teknologi Maklumat IT Infrastructure We are now in the second phase of (IT) Strengthened Modal insan Bank Islam terus To further strengthen Bank our core banking system diperkukuh dengan pembangunan Islams human capital, a development which aims to improve Program berstruktur Kepimpinan structured Leadership and dan Perancangan Pewarisan. Ia Succession Planning the Banks operations. bertujuan memastikan aset Bank Programme has been Kini Bank berada di fasa kedua yang paling bernilai warga kerja developed. It aims to Bank Islam, pemimpin sedia ada ensure that our most pembangunan sistem perbankan dan pemimpin masa depan valuable asset our teras yang bertujuan meningkatkan mampu melaksanakan strategi niaga people, the current and Bank dan memacu matlamat future leaders are able to keupayaan operasi Bank. perniagaan dengan cekap execute the Banks dan berkesan. Program ini business strategy and drive menitikberatkan usaha memupuk calon yang bersesuaian dan business results in the most efficient and effective manner. menyediakan mereka untuk berhadapan dengan cabaran di This programme focuses on nurturing the right candidates dalam dan di luar organisasi. Dalam tempoh tahun kewangan ini, and prepares them to tackle challenges within and outside tiga daripada ahli Pengurusan Kanan Bank menyertai Program the organisation. Over the course of the financial year, Pembangunan Pengurusan Kanan ke-3 ASEAN anjuran Kelab three of our Senior Management members participated in Alumni Fakulti Perniagaan Harvard. the Harvard Business School Alumni Club of Malaysias 3rd ASEAN Senior Management Development Bank juga memulakan beberapa projek prasarana IT yang Programme. melibatkan penambahbaikan sistem bagi perbankan teras, pengurusan risiko dan pungutan kewangan. Kini Bank berada di We also initiated several IT infrastructure projects involving fasa kedua pembangunan sistem perbankan teras yang bertujuan enhancements to our core banking, risk management and meningkatkan keupayaan operasi Bank. financial collection systems. We are now in the second phase of our core banking system development which Langkah-langkah Pertumbuhan Perniagaan aims to improve the Banks operations. TK2009 juga menyaksikan perlaksanaan beberapa inisiatif lain bagi memacu pertumbuhan perniagaan. Bank memperkenalkan Business Growth Measures Initiated beberapa produk dan perkhidmatan inovatif termasuk An Najah FY2009 also saw us undertaking several other initiatives NID-i, suatu produk pelaburan berstruktur berasaskan penjagaan to steer business growth ahead. We introduced several kesihatan dengan jaminan perlindungan modal dan Al-Awfar, iaitu innovative products and services including the An Najah akaun simpanan-i dan akaun pelaburan-i yang pertama NID-i, a healthcare-based capital protected structured seumpamanya menawarkan hadiah wang tunai. investment product and the Al-Awfar, first-of-its-kind savings-i and investment-i account which rewards customers with cash prizes.
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CORPORATE GOVERNANCE
Bank Islams Board of Directors is committed to upholding the principles of integrity, transparency and accountability in all of the Groups business practices and activities. We have set in place strict internal and external controls as well as a risk management framework in line with best practices in corporate governance. Being a serviceoriented organisation, our employees are required to conduct themselves in a professional manner in all their dealings with the Banks stakeholders. Our commitment to corporate governance best practices is outlined in the Statement on Corporate Governance and other related reports found in the relevant sections of this Annual Report. Being an Islamic bank, having an esteemed Shariah Supervisory Council (the Council) is the foundation of our Shariah governance framework. The Councils main task is to advise the Board and the Management on all Shariah matters. The Councils responsibilities also include reviewing and endorsing all Shariah related policies and guidelines as well as endorsing and validating the relevant documentation relating to new product and service offerings.
BANK ISLAM
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components of Bank Islams corporate responsibility undertakings. In FY2009, Bank Islam made zakat payments of RM4.8 million apart from other donations and sponsorships of close to RM0.7 million. Indeed, FY2009 saw us undertaking various Corporate Responsibility initiatives aimed at fulfilling these objectives, the details of which can be found in the Corporate Responsibility section of this Annual Report.
kewangan Islam, menyokong pembangunan pendidikan dan membantu meningkatkan kesejahteraan komuniti. Semua ini merupakan komponen penting bagi inisiatif tanggungjawab korporat Bank Islam. Sesungguhnya, Bank telah melaksanakan pelbagai inisiatif tanggungjawab korporat sepanjang TK2009 bagi memenuhi semua objektif ini. Pada TK2009, Bank Islam membayar zakat sebanyak RM4.8 juta selain membelanjakan hampir RM0.7 juta untuk menderma dan menaja aktiviti tanggungjawab korporat. Butiran selanjutnya terkandung dalam bahagian Tanggungjawab Korporat Laporan Tahunan ini.
MOVING FORWARD
Entering the Sustainable Growth Phase Following the successful completion of Bank Islams Turnaround Plan as reflected by healthy profits that we achieved over three consecutive financial years, the Bank is now looking to embark on a three-year Sustainable Growth Plan (SGP). The SGP is building upon the solid foundations laid under the Turnaround Plan, especially in its last financial year and aligned with Bank Islams vision to be a global leader in Islamic banking. This new strategic blueprint consists of six pillars to step up business expansion and shift the Bank to a much faster and sustainable growth track. At the top of the list is business innovation followed by robust risk management. Then come the strengthening of our enabling infrastructure; capability and capacity building; franchise development; and last but not least, inorganic growth and corporate expansion. With the SGP in place, Bank Islam plans to make the most of gradually improving economic conditions by broadening our revenue lines in the new financial year. To boost growth, we will focus particularly on the non-fund based income generating businesses of the Corporate Investment Banking, Treasury, Commercial Banking and Consumer Banking divisions.
MELANGKAH KE HADAPAN
Memasuki Fasa Pertumbuhan Mampan Setelah berjaya menyempurnakan Pelan Pemulihan Bank Islam, terbukti dengan perolehan keuntungan yang memuaskan selama tiga tahun kewangan berturut-turut, kini Bank mengorak langkah dengan Pelan Pertumbuhan Mampan (SGP) tiga tahun. Asas kukuh yang terbina daripada Pelan Pemulihan tersebut terutamanya pada tahun kewangan terakhir menjadi sandaran bagi SGP. Ini sejajar dengan visi Bank Islam untuk menjadi pemimpin global dalam perbankan Islam. Rangka tindakan strategik baharu ini terdiri daripada enam tunggak untuk meningkatkan pengembangan perniagaan dan menganjakkan Bank ke landasan pertumbuhan yang lebih pantas dan mampan. Tunggak utama dalam inisiatif ini ialah inovasi perniagaan, diikuti oleh pengurusan risiko yang mantap. Seterusnya diikuti dengan pengukuhan prasarana yang kondusif, pembinaan kebolehan dan kapasiti, perluasan francais dan akhirnya pertumbuhan tak organik dan pengembangan korporat. Dengan perlaksanaan SGP ini, Bank Islam merancang untuk mempelbagaikan sumber hasilnya pada tahun kewangan yang akan datang, lebih-lebih lagi dengan keadaan ekonomi yang semakin pulih. Sebagai pemangkin pertumbuhan, Bank akan memberi tumpuan terutamanya pada aktiviti bahagian Perbankan Pelaburan Korporat, Perbendaharaan, Perbankan Komersil dan Perbankan Pengguna yang menjana pendapatan berasaskan bukan dana.
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Consumer Banking is expected to remain the Banks key business driver. The division will focus on introducing more innovative consumer products related to the wealth management, retail foreign currency and package financing businesses while building up a quality house financing portfolio. At the same time, the Bank will strengthen its domestic presence with the support of a well-paced branch network expansion programme. While continuing with our strategy of growing organically, we will, in line with the sixth pillar of the SGP, pursue inorganic growth and corporate expansion goals through mergers and acquisitions, strategic partnerships and white labelling initiatives. We will undertake white labelling efforts by offering the public in Malaysia or abroad Shariah-based financial products developed on a joint research and development basis between Bank Islam and our global strategic partners. To set in motion the corporate expansion mission, we will explore opportunities which are closer to home or where we already have a presence. Overcoming Challenges, Seizing Opportunities While Bank Islam has successfully endured the challenges of FY2009, we remain cautious about the outlook for FY2010. We are hopeful that increasing evidence of an economic turnaround as well as tentative improvements in business and consumer confidence will continue and turn into a long-lasting recovery. Despite these positive signs, we still foresee a rather challenging operating environment for the Group in FY2010.
Perbankan Pengguna dijangka kekal menjadi pemacu utama perniagaan Bank. Bahagian ini akan memberi tumpuan pada pengenalan lebih banyak produk pengguna yang inovatif berkaitan dengan pengurusan kekayaan, mata wang asing runcit dan pakej perniagaan pembiayaan, di samping meningkatkan kualiti portfolio pembiayaan rumah. Pada masa yang sama, Bank akan memperkukuh kehadirannya dalam pasaran menerusi program pengembangan rangkaian cawangan yang teratur. Di samping meneruskan strategi pertumbuhan organik, kami menyasarkan pertumbuhan bukan organik dan pengembangan korporat melalui penggabungan dan pengambilalihan, perkongsian strategik dan inisiatif white labelling. Bank akan menjalankan usaha white labelling dengan menawarkan kepada orang ramai di dalam dan di luar negara produk kewangan berlandaskan Syariah yang dihasilkan melalui kajian dan pembangunan bersama antara Bank Islam dan rakan strategik globalnya. Sebagai permulaan misi pengembangan korporat, Bank akan meneroka peluang yang terdapat di rantau ini atau di mana Bank telah bertapak. Mengatasi Cabaran dan Memanfaatkan Peluang Walaupun Bank Islam berjaya mengatasi cabaran pada TK2009, kami tetap berhati-hati dengan prospek TK2010. Kami berharap tanda-tanda pemulihan ekonomi yang semakin ketara serta tanda-tanda awal peningkatan terhadap keyakinan perniagaan dan pengguna, akhirnya akan menjadi pemulihan yang berpanjangan. Sungguhpun begitu, Bank meramalkan persekitaran operasi yang mencabar bagi Kumpulan pada TK2010.
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Moving forward, Bank Islam will continue to adopt a cautious approach to the management of the asset quality of our business units. We will also explore strategic collaboration deals with the right business partners. Where there are challenges to overcome, we will be firm in facing these challenges. Where there are opportunities to leverage on, we will undertake the necessary due diligence to protect shareholder interests. Despite our guarded optimism for the future, we still expect Bank Islam to beat the odds and perform satisfactorily in FY2010.
Pada masa hadapan, Bank Islam akan terus mengambil pendekatan yang berhati-hati dalam pengurusan kualiti asetnya. Bank juga akan meneroka peluang kerjasama strategik dengan rakan perniagaan yang sesuai. Bank bersedia menempuh sebarang cabaran mendatang di samping memanfaatkan sebarang peluang setelah melaksanakan ketekunan wajar bagi melindungi kepentingan pemegang saham. Kami berwaspada walaupun optimis mengenai masa depan Bank. Bank dijangka mampu mengatasi segala cabaran dan mempamerkan prestasi yang memuaskan pada TK2010.
PENGHARGAAN ACKNOWLEDGEMENTS
On behalf of the Board of Directors, I wish to express my heartfelt thanks to Bank Islams loyal customers. Our success would not have been possible without their trust and confidence in us. To our business partners, suppliers and the regulatory authorities, in particular Bank Negara Malaysia, please accept my utmost gratitude for their relentless support of the Group. I would attribute much of our performance to date to the hard work, perseverance and dedication of Bank Islams Management team and employees, each of whom has played an important role in helping us stand where we are today. I trust that the Management team and employees will continue to demonstrate a spirit of excellence and courage during these challenging but exciting times. My sincere appreciation also goes to my colleagues on the Board and members of the Shariah Supervisory Council for their insights, wisdom and guidance in helping steer Bank Islam on a steady course. Bagi pihak Lembaga Pengarah, saya ingin merakamkan setinggitinggi penghargaan kepada pelanggan-pelanggan Bank Islam yang setia. Kejayaan kami tidak mungkin tercapai tanpa kepercayaan dan keyakinan pelanggan. Kepada rakan perniagaan, pembekal dan pihak berkuasa kawal selia, khususnya Bank Negara Malaysia, kami amat terhutang budi atas sokongan yang berterusan. Prestasi Bank sehingga kini adalah hasil daripada kerja kuat, ketabahan dan dedikasi barisan pengurusan dan kakitangan Bank. Mereka telah memainkan peranan yang penting dalam membantu Bank mencapai kejayaan hingga ke tahap ini. Saya percaya barisan pengurusan dan kakitangan Bank akan terus menunjukkan semangat kecemerlangan dan ketabahan dalam keadaan yang mencabar dan menarik ini. Ucapan terima kasih juga saya tujukan kepada rakan Lembaga Pengarah dan ahli Majlis Pengawasan Syariah atas wawasan, kebijaksanaan dan bimbingan dalam membantu mengemudi perjalanan lancar Bank Islam.
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BANK ISLAM
It is with much sadness that we report the demise of a valued member of our Shariah Supervisory Council. We at Bank Islam, acknowledge the significant contributions of Allahyarham Dr. Abdullah Hj. Ibrahim to the Group and the nation. Allahyarham Dr. Abdullah was a member of the Council from 1984 until he passed away on 26 January 2009. On behalf of the Board, I wish also to record Bank Islams sincere appreciation to Mr. Hashim Abdulla Ahmad Al-Dabal who resigned from the Board on 1 January 2009 and Dr. Asmak Ab. Rahman who resigned from the Council on 31 March 2009. We wish them the very best in their future undertakings. I would like to take this opportunity to welcome on board our new Director, Mr. Marwan Hassan Ali Al-Khatib, and our new Company Secretary, Puan Maria Mat Said, who were appointed on 1 and 29 January 2009 respectively. We look forward to their wise counsel and advice. Last but not least, I wish to extend my deepest appreciation to our valued shareholders for their commitment to and confidence in Bank Islam over the years. We have accomplished much these past few years and I look forward to your continuous support as we embark on the next stage of sustainable growth in our mission for greater success, InsyaAllah.
Kami juga amat sedih atas pemergian salah seorang ahli Majlis Pengawasan Syariah Bank yang sangat dihargai. Kami di Bank Islam, mengiktiraf sumbangan besar yang diberikan oleh Allahyarham Dr. Abdullah Hj. Ibrahim kepada Kumpulan dan negara. Allahyarham merupakan ahli Majlis dari tahun 1984 hingga beliau kembali ke rahmatullah pada 26 Januari 2009. Bagi pihak Lembaga Pengarah, saya juga ingin merakamkan penghargaan kepada Encik Abdulla Ahmad Al-Dabai yang meletak jawatan daripada Lembaga Pengarah pada 1 Januari 2009 dan Dr. Asmak Ab. Rahman yang meletak jawatan daripada Majlis pada 31 Mac 2009. Kita doakan agar mereka berjaya dalam apa jua bidang yang mereka ceburi. Pada masa yang sama, saya ingin mengalu-alukan kedatangan Pengarah baharu kita, Encik Marwan Hassan Ali Al-Khatib, dan Setiausaha Syarikat baharu kita, Puan Maria Mat Said yang dilantik masing-masing pada 1 dan 29 Januari 2009. Nasihat dan bimbingan daripada mereka amat dialu-alukan. Akhir sekali, saya ingin merakamkan jutaan terima kasih kepada pemegang-pemegang saham yang dihargai atas komitmen dan keyakinan mereka terhadap Bank Islam selama ini. Kita telah mencapai pelbagai kejayaan sejak beberapa tahun kebelakangan ini dan saya mengharapkan sokongan padu yang berterusan daripada semua bagi memulakan perjalanan ke arah pertumbuhan mampan dalam misi kita menuju kejayaan yang lebih besar. Insya-Allah.
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The Board of Directors of Bank Islam (the Board) recognises the importance of corporate governance and is fully committed to the recommendations of the Malaysian Code of Corporate Governance. In this respect, the Board constantly strives to ensure high standards of corporate governance, internal control and risk management are practised throughout Bank Islam and its subsidiaries. Further to this, the Board also considers for adoption where appropriate, recommendations as outlined under respective guidelines by Bank Negara Malaysia (BNM). Pihak Lembaga Pengarah Bank Islam (Lembaga Pengarah) mengiktiraf peri pentingnya tadbir urus korporat dan komited sepenuhnya untuk mematuhi saranan Kod Tadbir urus Korporat Malaysia. Dalam hal ini, pihak Lembaga Pengarah terus berusaha untuk memastikan piawaian tadbir urus korporat, kawalan dalaman dan pengurusan risiko yang tinggi diamalkan oleh Bank Islam dan subsidiari-subsidiarinya secara menyeluruh. Di samping itu, Lembaga Pengarah juga turut mempertimbangkan mana-mana saranan yang sesuai di bawah garis panduan Bank Negara Malaysia (BNM) yang berkaitan untuk diterima pakai.
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The Code of Ethics, amongst others, highlighted the following criteria of which a company director should observe in the performance of his/her duties: (a) He/she should at all times act with utmost good faith towards the company in any transaction and to act honestly and responsibly in the exercise of his/her powers in discharging his/ her duties; He/she should be conscious of the interests of shareholders, employees, creditors and customers of the company; and He/she should ensure that the activities and the operations of the company do not harm the interest and well-being of society at large.
Antara lain, Tataetika menggariskan kriteria berikut untuk dipatuhi oleh pengarah syarikat dalam melaksanakan tugas mereka: (a) Beliau hendaklah sentiasa bertindak dengan niat baik terhadap syarikat dalam sebarang urusan dan bertindak secara jujur dan bertanggungjawab dalam menggunakan kuasa ketika melaksanakan tugas; Beliau hendaklah sentiasa menjaga kepentingan para pemegang saham, kakitangan, pemiutang dan pelanggan syarikat; dan Beliau hendaklah memastikan bahawa aktiviti dan operasi syarikat tidak memudaratkan kepentingan dan kesejahteraan masyarakat secara keseluruhannya.
(b)
(b)
(c)
(c)
1.3 Peranan Pengerusi dan Pengarah urusan 1.3 Roles of the Chairman and Managing Director The roles of the Chairman and Managing Director are clearly defined and differentiated. This distinction is to ensure a balance of power and authority for better understanding and distribution of responsibilities and accountabilities. The Chairman together with the rest of the Board are responsible for setting the policy framework within which the Management is to operate. The Chairman also leads the Board in monitoring the performance of the Management in meeting the corporate goals and objectives of Bank Islam. The Managing Director has overall executive responsibility for the day-to-day operations of Bank Islam which includes implementing the policies and strategies adopted by the Board. The Managing Director also carries the primary responsibilities for ensuring management competency including the placement of an effective succession plan to sustain continuity. 1.4 Primary Duties and Responsibilities of the Board The terms of reference of the Board specify that the Board plays critical role in ensuring sound and prudent policies and practices in the Bank. It provides effective check and balance mechanism in the overall management of the Bank. The Board carries ultimate responsibility for the proper stewardship of the Bank. It has the responsibility to ensure optimisation of shareholders value and safeguard the stakeholders interest. Peranan Pengerusi dan Pengarah Urusan ditakrif dan dibezakan dengan jelas. Perbezaan ini bertujuan untuk memastikan terdapat imbangan kuasa dan autoriti untuk pemahaman dan pengagihan tanggungjawab serta kewajipan yang lebih baik. Pengerusi dan seluruh ahli Lembaga Pengarah bertanggungjawab dalam menetapkan rangka kerja polisi untuk operasi Pengurusan. Pengerusi juga menerajui Lembaga Pengarah dalam mengawasi prestasi Pengurusan bagi mencapai matlamat dan objektif korporat Bank Islam. Pengarah Urusan mempunyai tanggungjawab eksekutif keseluruhan terhadap operasi harian Bank Islam yang merangkumi pelaksanaan polisi dan strategi yang diterima pakai oleh Lembaga Pengarah. Pengarah Urusan juga memikul tanggungjawab utama dalam memastikan kecekapan pengurusan termasuk menyediakan pelan pewarisan yang berkesan bagi memastikan kesinambungan. 1.4 Tugas dan Tanggungjawab utama Lembaga Pengarah Terma rujukan Lembaga Pengarah menyatakan bahawa Lembaga Pengarah memainkan peranan yang penting dalam memastikan polisi dan amalan di Bank baik dan berhemat. Ia menyediakan mekanisme sekatan dan imbangan yang efektif dalam pengurusan keseluruhan Bank. Lembaga Pengarah memikul tanggungjawab mutlak terhadap pengendalian Bank yang betul. Ia mempunyai tanggungjawab untuk memastikan nilai pemegang saham berada pada tahap optimum dan kepentingan pihak berkepentingan dilindungi.
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The Boards primary duties and responsibilities are as follows: (a) Finance/Operations (i) Review and approve all strategic and policy matters including the objectives, strategic business plan and significant operating policies of the Bank and monitor the Managements performance in implementing them based on Key Performance Indicators (KPIs) approved by the Board; Review the adequacy and integrity of the Banks accounting and financial reporting system and ensure appropriate controls are in place; Review and approve the following matters, including but not limited to: Annual Business Plan and Budget of the Bank; M o n t h l y f i n a n c i a l a n d b u s i n e s s performance of the Bank; Authority Limits documents including discretionary authority vested to any officer of Bank Islam; Distribution of the Banks dividend; Any purchase and disposal of goods or fixed assets or any purchase or termination of services within limits stipulated in the Authority Limits document; and Acquisition of and prepayment of any loans or indebtedness of the Bank; (iv) Review and approve significant business and operational policies including but not limited to the following: New products or services and review the performance and profitability of such products or services; Procurement policy; Outsourcing policy; IT security and other related IT policies; and
Tugas dan tanggungjawab utama Lembaga Pengarah adalah seperti berikut: (a) Kewangan/Operasi (i) Menyemak dan meluluskan kesemua perkara yang berkaitan dengan strategi dan polisi termasuk objektif, pelan perniagaan strategik dan polisi operasi utama Bank serta mengawasi prestasi Pengurusan dalam pelaksanaan perkara-perkara tersebut berdasarkan Penunjuk Prestasi Utama (KPI) yang telah diluluskan oleh Lembaga Pengarah; Menyemak kesempurnaan dan integriti sistem pelaporan kewangan dan perakaunan Bank dan memastikan kawalan yang sesuai diterapkan; Menyemak dan meluluskan perkara-perkara berikut, termasuk, tetapi tidak terhad pada: Pelan Perniagaan dan Belanjawan Tahunan Bank; Prestasi kewangan dan perniagaan bulanan Bank; Dokumen Had Autoriti termasuk kuasa budi bicara yang diberi kepada mana-mana pegawai Bank Islam; Pengagihan dividen Bank; Sebarang pembelian atau pelupusan barangan atau aset tetap atau sebarang pembelian atau penamatan perkhidmatan mengikut had yang ditetapkan oleh dokumen Had Autoriti; dan Perolehan dan pembayaran awal sebarang pinjaman atau keberhutangan Bank; (iv) Menyemak dan meluluskan polisi perniagaan dan operasi utama termasuk, tetapi tidak terhad pada perkara yang berikut: Produk dan perkhidmatan baharu dan menyemak prestasi dan (keuntungan) produk atau perkhidmatan berkenaan; Polisi Pemerolehan; Polisi Penggunaan Khidmat Luar; Polisi sekuriti IT dan polisi-polisi IT lain yang berkaitan; dan
(ii)
(ii)
(iii)
(iii)
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(v)
Review and approve any appointment of such person, consultants or advisors or establishment of committee or task force to undertake any specific assignments in relation to the Banks business and operations within limits stipulated under the Authority Limits document; (b)
(v)
Menyemak dan meluluskan sebarang pelantikan individu, perunding atau penasihat atau penubuhan jawatankuasa atau pasukan petugas untuk mengendalikan sebarang tugasan khusus yang berkaitan dengan perniagaan dan operasi Bank mengikut had yang ditetapkan oleh dokumen Had Autoriti;
(b)
Risk Management (i) Review and approve risk management policies and ensure that the Bank establishes adequate internal controls and infrastructure; Review and approve the Banks Business Continuity Management Policy in dealing with various extreme internal/external events and disasters; Review and approve the entry into, or variation of, any contract, arrangement or commitment with any related party or any dealing involving conflict of interest situation; and Evaluate the effectiveness of the Management in managing the risks of the Bank;
Pengurusan Risiko (i) Menyemak dan meluluskan polisi pengurusan risiko dan memastikan Bank menerapkan kawalan dalaman dan infrastruktur yang mencukupi; Menyemak dan meluluskan Polisi Pengurusan Kesinambungan Perniagaan dalam menangani pelbagai peristiwa dan bencana dalaman/luaran yang ekstrem; Menyemak dan meluluskan kontrak, atau variasi, sebarang kontrak, pengaturan atau komitmen dengan pihak yang berkaitan atau sebarang urusan yang melibatkan situasi konflik kepentingan; dan Menilai keberkesanan Pengurusan dalam pengurusan risiko Bank;
(ii)
(ii)
(iii)
(iii)
(iv)
(iv)
(c)
Sumber Manusia & Tadbir Urus (i) Menyemak dan meluluskan pelantikan dan penamatan perkhidmatan ahli Lembaga Pengarah, ahli Majlis Pengawasan Syariah (SSC) dan kakitangan pengurusan kanan utama yang berperanan sebagai Pengarah Urusan, Ketua Pegawai Eksekutif, Ketua Pegawai Operasi, Ketua Pegawai Sokongan Perniagaan, Ketua Pegawai Kewangan, Ketua Pegawai Risiko dan jawatanjawatan lain, seperti yang ditetapkan oleh Lembaga Pengarah dari semasa ke semasa; Menyemak dan meluluskan imbuhan ahli Lembaga Pengarah, ahli SSC dan kakitangan pengurusan kanan utama yang berperanan sebagai Pengarah Urusan, Ketua Pegawai Eksekutif, Ketua Pegawai Operasi, Ketua Pegawai Sokongan Perniagaan, Ketua Pegawai Kewangan, Ketua Pegawai Risiko dan jawatan-jawatan lain, seperti yang ditetapkan oleh Lembaga Pengarah dari semasa ke semasa;
(c)
Human Resource & Governance (i) Review and approve the appointment and removal of the Board of Directors, Shariah Supervisory Council (SSC) members and key senior management personnel holding the function of Managing Director, Chief Executive Officer, Chief Operating Officer, Chief Business Support Officer, Chief Financial Officer, Chief Risk Officer and such other function as determined by the Board of Directors from time to time; Review and approve the remuneration of the Board of Directors, SSC members and key senior management personnel holding the function of Managing Director, Chief Executive Officer, Chief Operating Officer, Chief Financial Officer, Chief Risk Officer and such other function as determined by the Board of Directors from time to time;
(ii)
(ii)
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(iii)
Review and approve human resource policy including but not limited to the succession planning policy, salary and remuneration schemes, code of conduct, whistle blowing procedures, disciplinary action procedures and grievance procedures; Review and approve succession planning for the Board; Annually review the performance of individual directors, SSC members and key senior management personnel including the Managing Director and effectiveness of the Board and the SSC as a whole; and Review and approve any appointment of corporate representatives and power of attorneys to act on behalf of the Bank;
(iii)
Menyemak dan meluluskan polisi sumber manusia termasuk, tetapi tidak terhad pada, polisi perancangan pewarisan, skim gaji dan imbuhan, tatakelakuan, prosedur pemberian maklumat, prosedur tindakan disiplin dan prosedur rungutan; Menyemak dan meluluskan pelan pewarisan Lembaga Pengarah; Membuat semakan tahunan terhadap prestasi setiap pengarah, ahli SSC dan kakitangan pengurusan kanan utama termasuk Pengarah Urusan dan keberkesanan Lembaga Pengarah dan SSC secara keseluruhan; dan Menyemak dan meluluskan sebarang pelantikan wakil korporat dan pemegang surat kuasa wakil Bank;
(iv) (v)
(iv) (v)
(vi)
(vi)
(d)
Pematuhan (i) Menyemak laporan atau cadangan untuk memastikan operasi Bank mematuhi: Rangka kerja undang-undang yang berkaitan termasuk, tetapi tidak terhad pada, Akta Perbankan Islam 1983, Akta Pencegahan Pengubahan Wang Haram & Pencegahan Pembiayaan Keganasan 2001 dan Akta Syarikat 1965 dan sebarang peraturan serta garis panduan di bawah undang-undang yang berkaitan; Prinsip Syariah yang berkaitan; Sebarang polisi dan prosedur yang telah ditetapkan oleh Bank; dan (ii) Mempertimbangkan dan memberi sebarang maklum balas, aku janji atau pengesahan seperti yang dikehendaki oleh pihak berkuasa kawal selia yang berkaitan bagi mematuhi keperluan kawal selia.
(d)
Compliance (i) Review relevant reports or proposals to ensure operations of the Bank are in compliance with: The relevant framework of laws including but not limited to the Islamic Banking Act 1983, Anti Money Laundering & Anti Terrorist Financing Act 2001 and Companies Act 1965 and any regulations and guidelines under the relevant laws; The relevant Shariah principles; Any established policies and procedures of the Bank; and (ii) Consider and provide any response, attestation, undertaking or confirmation as required by regulatory authorities in relation to compliance with regulatory requirements.
1.5 Mesyuarat Lembaga Pengarah Mesyuarat Lembaga Pengarah dijadualkan pada awal tahun. Ianya diadakan setiap dua bulan sekali dengan mesyuarat tambahan dibuat apabila diperlukan, iaitu apabila keputusan penting perlu dibuat dalam tempoh antara mesyuarat yang telah dijadualkan tersebut.
1.5 Board Meetings Board meetings are scheduled at the beginning of the year where meetings are held at least once every two months with additional meetings convened as and when warranted by situations i.e. important decisions are required to be taken between the scheduled meetings.
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Seven (7) Board meetings were held during the financial year 2008/2009, as follows: Percentage of Directors Attendance 56% 70% 60% 80% 70% 80% 80%
Tujuh (7) mesyuarat Lembaga Pengarah telah diadakan sepanjang TK2009, seperti berikut: Peratusan Kehadiran Pengarah 56% 70% 60% 80% 70% 80% 80%
Date of Meeting July 2008 August 2008 November 2008 January 2009 March 2009 May 2009 June 2009 1.6 Access to Information
Tarikh Mesyuarat Julai 2008 Ogos 2008 November 2008 Januari 2009 Mac 2009 Mei 2009 Jun 2009 1.6 Akses kepada Maklumat
The directors have full and unrestricted access to all information pertaining to Bank Islams business and affairs to enable them to discharge their duties effectively. All directors have access to the Management and to the advice and services of the Company Secretary and they may also seek independent professional advice where necessary. Reports providing updates on operational, financial and corporate developments are circulated prior to Board meetings to enable the directors to obtain further clarification or explanation where necessary in order to be adequately apprised before the meeting. 1.7 Appointment to the Board The Board through the Nomination and Assessment Committees recommendations ensure that the level and make-up of its members are of the necessary credibility, integrity and calibre with the required skills and knowledge. There is a formal and transparent procedure for the appointment of new members to the Board. 1.8 Re-Election of Directors In accordance with Bank Islams Articles of Association, all directors other than the Managing Director are subject to retirement from office at due intervals by rotation. Being eligible, they may offer themselves for re-election, a process that enables shareholders or proxy holders to vote them back into office.
Para pengarah mempunyai akses tanpa had kepada semua maklumat yang berkaitan dengan perniagaan dan urusan Bank Islam bagi membolehkan mereka melaksanakan tugas mereka secara berkesan. Semua pengarah mempunyai akses kepada Pengurusan dan mendapatkan khidmat nasihat dan perkhidmatan Setiausaha Syarikat dan mereka juga boleh mendapatkan khidmat nasihat profesional bebas jika perlu. Laporan terkini mengenai perkembangan operasi, kewangan dan korporat diedarkan sebelum mesyuarat Lembaga Pengarah diadakan. Ini membolehkan para pengarah mendapat penjelasan atau keterangan lanjut agar mereka mendapat maklumat yang mencukupi sebelum mesyuarat. 1.7 Pelantikan sebagai ahli Lembaga Pengarah Lembaga Pengarah melalui saranan Jawatankuasa Penamaan dan Penilaian memastikan bahawa tahap dan komposisi ahli Lembaga Pengarah mempunyai kredibiliti, integriti dan kewibawaan serta kemahiran dan pengetahuan yang diperlukan. Terdapat prosedur yang formal dan telus bagi pelantikan ahli baharu bagi menganggotai Lembaga Pengarah. 1.8 Pelantikan Semula Pengarah Menurut Artikel Pertubuhan Bank Islam, kesemua pengarah selain daripada Pengarah Urusan perlu bersara daripada jawatan yang dipegang dalam selang masa yang ditetapkan menurut giliran. Jika layak, mereka boleh menawarkan diri untuk dilantik semula, iaitu satu proses yang membolehkan pemegang saham atau proksi mereka melantik semula pengarah tersebut.
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Directors who are appointed as additional directors or to fill casual vacancies during the year are subject to re-election by the shareholders at the next Annual General Meeting following their appointment. The office of Managing Director is exempted from retirement by rotation so as not to expose his office to vagaries of discontinuity. All appointment of directors is subject to the approval of BNM.
Pengarah yang dilantik sebagai pengarah tambahan atau untuk mengisi kekosongan biasa tahun itu tertakluk pada pelantikansemula oleh pemegang saham pada Mesyuarat Agung Tahunan berikutnya selepas mereka dilantik. Jawatan Pengarah Urusan, dikecualikan daripada persaraan mengikut giliran agar jawatan ini tidak terdedah kepada ketidaktentuan akibat tiada kesinambungan. Kesemua pelantikan pengarah tertakluk pada kelulusan BNM.
Date of Meeting August 2008 November 2008 December 2008 January 2009 March 2009 Early May 2009 End May 2009
Tarikh Mesyuarat Ogos 2008 November 2008 Disember 2008 Januari 2009 Mac 2009 Awal Mei 2009 Akhir Mei 2009
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The primary duties and responsibilities of the NAC are as follows: (a) Review the structure, size and composition of the Board and make recommendations to the Board on any adjustments that are deemed necessary including in terms of the appropriate size and skills, and the balance between Executive Directors, Non-executive Directors and Independent Directors regularly or at least once a year; Where there are vacancies on the Board, in the Shariah Supervisory Council (SSC), or of key senior management position including of the Managing Director, Chief Financial Officer and Chief Risk Officer, identify and nominate for the Boards approval, candidates for the position vacated; Establish the minimum requirements on the skills, experience, qualification and other core competencies of a director and SSC member in light of an evaluation of the balance of skills, knowledge and experience; Assess and recommend to the Board the nominees for directorship, membership in Board committees and SSC and the Managing Director; Recommend to the Board for the removal of any directors, SSC members and the Managing Director from the Board/Board Committee/ Management if they are ineffective, errant and negligent in discharging their responsibilities; In consultation with the Chairman, regularly or at least once a year, assess the performance of individual directors, SSC members and the Managing Director and evaluate the effectiveness of the Board and the SSC as a whole and report to the Board as is necessary; Assess and recommend to the Board the nominees for key senior management holding the function of Managing Director, Chief Executive Officer, Chief Operating Officer, Chief Financial Officer, Chief Risk Officer and such other function as determined by the Board from time to time;
Tugas dan tanggungjawab utama NAC adalah seperti berikut: (a) Menyemak semula struktur, saiz dan komposisi Lembaga Pengarah dan membuat saranan kepada Lembaga Pengarah mengenai sebarang pelarasan yang diperlukan, termasuk dari segi saiz dan kemahiran yang sesuai, dan keseimbangan antara Pengarah Eksekutif, Pengarah Bukan Eksekutif dan Pengarah Bebas. Ini dilakukan dari semasa ke semasa atau sekurang-kurangnya setahun sekali; Apabila terdapat kekosongan dalam Lembaga Pengarah, SSC atau dalam jawatan pengurusan kanan utama, termasuk Pengarah Urusan, Ketua Pegawai Sokongan Perniagaan, Ketua Pegawai Kewangan dan Ketua Pegawai Risiko, NAC mengenal pasti dan mencalonkan individu bagi memenuhi kekosongan tersebut untuk kelulusan Lembaga Pengarah; Menerapkan keperluan minimum bagi kemahiran, pengalaman, kelayakan dan kompetensi teras lain yang diperlukan daripada seseorang pengarah dan ahli SSC berdasarkan penilaian imbangan kemahiran, pengetahuan dan pengalaman; Menilai dan menyarankan kepada Lembaga Pengarah calon untuk jawatan pengarah, keahlian jawatankuasa Lembaga Pengarah dan SSC serta jawatan Pengarah Urusan; Menyarankan kepada Lembaga Pengarah, penamatan perkhidmatan khidmat mana-mana pengarah, ahli SSC dan Pengarah Urusan daripada Lembaga Pengarah/ Jawatankuasa/Pengurusan jika mereka tidak menunjukkan prestasi, melakukan penyelewengan dan cuai dalam melaksanakan tanggungjawab; Menerusi perundingan dengan Pengerusi, NAC dari semasa ke semasa atau sekurang-kurangnya setahun sekali, menilai prestasi pengarah, ahli SSC dan Pengarah Urusan secara individu dan menilai keberkesanan Lembaga Pengarah dan SSC secara keseluruhan serta melaporkan kepada Lembaga Pengarah, apabila perlu; Menilai dan menyarankan kepada Lembaga Pengarah calon untuk mengisi jawatan pengurusan kanan utama yang berperanan sebagai Ketua Pegawai Eksekutif, Ketua Pegawai Operasi, Ketua Pegawai Sokongan Perniagaan, Ketua Pegawai Kewangan, Ketua Pegawai Risiko dan jawatan-jawatan lain, seperti yang ditetapkan oleh Lembaga Pengarah dari semasa ke semasa;
(b)
(b)
(c)
(c)
(d)
(d)
(e)
(e)
(f)
(f)
(g)
(g)
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(h)
Make recommendations to the Board on: (i) (ii) Succession plan in respect of the Board; Re-appointment of any directors or SSC members at the conclusion of his specified term of office as approved by BNM; The continuation (or discontinuance) in service of any director who has attained the age of 70 years; and
(h)
Membuat saranan kepada Lembaga Pengarah mengenai: (i) (ii) Pelan pewarisan bagi Lembaga Pengarah; Pelantikan semula mana-mana pengarah atau ahli SSC setelah tamat tempoh jawatan yang ditetapkan, seperti yang diluluskan oleh BNM; Pelanjutan (atau penamatan) khidmat mana-mana pengarah yang telah mencapai usia 70 tahun; dan
(iii)
(iii)
(i)
Undertake such other duties and responsibilities as determined by the Board from time to time.
(i)
2.2 Remuneration Committee (Committee or RC) The Committee has a broad responsibility of recommending to the Board the remuneration of all directors including SSC members, the Managing Director and Senior Management. The Board is ultimately responsible for the approval of the remuneration package. Seven (7) RC meetings were held during the financial year 2008/2009, as follows: Percentage of Directors Attendance 75% 75% 75% 100% 100% 50% 75%
Menjalankan tugas dan tanggungjawab lain, seperti yang ditetapkan oleh Lembaga Pengarah dari semasa ke semasa.
2.2 Jawatankuasa Imbuhan (Jawatankuasa atau RC) Jawatankuasa ini mempunyai tanggungjawab yang luas dalam mengemukakan saranan kepada Lembaga Pengarah tentang imbuhan semua pengarah, termasuk ahli SSC, Pengarah Urusan dan Pengurusan Kanan. Lembaga Pengarah bertanggungjawab mutlak untuk meluluskan pakej imbuhan yang di sarankan itu. Tujuh (7) mesyuarat RC telah diadakan sepanjang TK2009, seperti berikut: Peratusan Kehadiran Pengarah 75% 75% 75% 100% 100% 50% 75%
Date of Meeting August 2008 November 2008 December 2008 January 2009 March 2009 Early May 2009 End May 2009
Tarikh Mesyuarat Ogos 2008 November 2008 Disember 2008 Januari 2009 Mac 2009 Awal Mei 2009 Akhir Mei 2009
The primary duties and responsibilities of the RC are as follows: (a) Review and recommend to the Board the overall remuneration policy for directors, Managing Director and key senior management personnel to ensure appropriate incentives to encourage enhanced performance and the incentives commensurate with their contribution and level of responsibility and is sufficient to attract and retain directors/Managing Director/key senior management of calibre. The remuneration policy should support the Banks culture, objectives and strategy;
Tugas dan tanggungjawab utama RC adalah seperti berikut: (a) Menyemak dan menyarankan kepada Lembaga Pengarah polisi imbuhan keseluruhan bagi para pengarah, Pengarah Urusan dan kakitangan pengurusan kanan utama. Ini bertujuan untuk memastikan insentif yang wajar demi meningkatkan prestasi serta setara dengan sumbangan dan tahap tanggungjawab mereka dan memadai untuk menarik minat dan mengekalkan pengarah/Pengarah Urusan/pengurusan kanan utama yang berwibawa. Polisi imbuhan tersebut perlu menyokong budaya, objektif dan strategi Bank;
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BANK ISLAM
(b)
Review and recommend to the Board specific remuneration package for the directors, Managing Director and key senior management personnel holding the function of Chief Executive Officer, Chief Operating Officer, Chief Financial Officer, Chief Risk Officer and such other function as determined by the Board from time to time. The remuneration package should be structured to be competitive and consistent with the Banks culture, objectives and strategy and to reflect their contribution, level of responsibility and performance; Within the terms of the agreed remuneration policy and based on the individual performance, determine the total individual remuneration package for the personnel including where appropriate bonuses, incentive payments, etc; Make recommendation to the Board in relation to any review to employee remuneration and benefit structures including bonuses and performance related pay schemes to ensure alignment throughout the Bank;
(b)
Menyemak dan menyarankan kepada Lembaga Pengarah, pakej imbuhan khusus untuk Para Pengarah, Pengarah Urusan dan kakitangan pengurusan kanan utama yang berperanan sebagai Ketua Pegawai Eksekutif, Ketua Pegawai Operasi, Ketua Pegawai Sokongan Perniagaan, Ketua Pegawai Kewangan, Ketua Pegawai Risiko dan jawatan-jawatan lain, seperti yang ditetapkan oleh Lembaga Pengarah dari semasa ke semasa; Pakej imbuhan tersebut perlu distruktur agar berdaya saing dan konsisten dengan budaya, objektif dan strategi Bank, di samping mencerminkan sumbangan, tahap tanggungjawab dan prestasi; Menentukan jumlah pakej imbuhan termasuk bonus, pembayaran insentif dan sebagainya bagi kakitangan berdasarkan terma polisi imbuhan yang telah dipersetujui dan prestasi individu; Membuat saranan kepada Lembaga Pengarah berhubung sebarang semakan terhadap imbuhan kakitangan dan struktur faedah termasuk bonus dan skim gaji berdasarkan prestasi bagi memastikan keseragaman di seluruh Bank; Menyemak dan menyarankan kepada Lembaga Pengarah imbuhan bagi ahli SSC. Saraan ini perlu setara dan mencerminkan peranan dan tanggungjawab ahli SSC berkenaan; Menentukan dan meluluskan pakej imbuhan khusus bagi kakitangan pengurusan kanan utama selain daripada kakitangan yang dinyatakan dalam perenggan (b). Pakej imbuhan ini perlu distruktur agar berdaya saing dan konsisten dengan budaya, objektif dan strategi Bank, di samping mencerminkan sumbangan, tahap tanggungjawab dan prestasi; dan Mengendalikan tugas dan tanggungjawab lain, seperti yang ditetapkan oleh Lembaga Pengarah dari semasa ke semasa.
(c)
(c)
(d) (d)
(e) (e) Review and recommend to the Board the remuneration of the SSC members. The remuneration shall commensurate and reflect the roles and responsibilities of the SSC members; Determine and approve specific remuneration package for key senior management officers other than officers mentioned in para (b). The remuneration package should be structured to be competitive and consistent with the Banks culture, objectives and strategy and reflect their contribution, level of responsibility and performance; and Undertake such other duties and responsibilities as determined by the Board from time to time.
(f)
(f)
(g)
(g)
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73
2.3 Board Financing Review Committee (Committee or BFRC) This Committee is responsible for the review of financing and/or investment proposals approved by the Financing Committee A (FCA) and/or Underwriting & Investment Committee (UIC) of the Management based on the limits determined by the Board. BFRC may overrule any decision of FCA and/ or UIC, where appropriate. Twelve (12) BFRC meetings were held during the financial year 2008/2009, as follows: Percentage of Directors Attendance 83% 75% 75% 100% 75% 75% 100% 75% 100% 100% 75% 75%
2.3 Jawatankuasa Lembaga Pengarah Semakan Pembiayaan (Jawatankuasa atau BFRC) Jawatankuasa ini bertanggungjawab untuk menyemak cadangan pembiayaan dan/atau pelaburan yang diluluskan oleh Jawatankuasa Pembiayaan A (FCA) dan/atau Jawatankuasa Pengunderaitan & Pelaburan (UIC) Pengurusan berdasarkan had yang ditetapkan oleh Lembaga Pengarah. BFRC boleh menolak sebarang keputusan FCA dan/atau UIC, jika perlu. Dua belas (12) mesyuarat BFRC telah diadakan sepanjang TK2009, seperti berikut: Peratusan Kehadiran Pengarah 83% 75% 75% 100% 75% 75% 100% 75% 100% 100% 75% 75%
Date of Meeting August 2008 Early September 2008 End September 2008 October 2008 November 2008 December 2008 January 2009 February 2009 March 2009 April 2009 May 2009 June 2009
Tarikh Mesyuarat Ogos 2008 Awal September 2008 Akhir September 2008 Oktober 2008 November 2008 Disember 2008 Januari 2009 Februari 2009 Mac 2009 April 2009 Mei 2009 Jun 2009
The primary duties and responsibilities of the BFRC are as follows: (a) To deliberate, review and if necessary exercise the rights to veto UICs or FCAs approvals/ decisions on all investment or financing/credit related proposals including the proposed terms and conditions or any variations thereof whilst ensuring that the Banks interest is safeguarded; and To exercise the authority of the Board to approve any investment or financing/credit related proposals for connected party.
Tugas dan tanggungjawab utama BFRC adalah seperti berikut: (a) Mempertimbangkan, menyemak dan jika perlu melaksanakan hak veto terhadap kelulusan/keputusan UIC atau FCA berhubung dengan cadangan berkaitan pelaburan atau pembiayaan/kredit termasuk terma dan syarat yang dicadangkan atau sebarang variasi kepadanya, di samping memastikan kepentingan Bank terpelihara; dan Melaksanakan kuasa Lembaga Pengarah untuk meluluskan sebarang cadangan berhubung pelaburan atau pembiayaan/kredit bagi pihak yang berkaitan.
(b)
(b)
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BANK ISLAM
2.4 Board Risk Committee (Committee or BRC) The BRC is established to assist the Board in discharging its functions by having a focused forum that deliberates on risk management issues to ensure effective management of risks and enforcement of risk tolerance within Bank Islam. In addition, the Committee is responsible to review and assess the adequacy of the existing risk management framework in addressing the various risk factors by Bank Islam. Five (5) BRC meetings were held during the financial year 2008/2009, as follows: Percentage of Directors Attendance 75% 50% 75% 50% 100%
2.4 Jawatankuasa Lembaga Pengarah Risiko (Jawatankuasa atau BRC) BRC ditubuhkan untuk membantu Lembaga Pengarah melaksanakan tugasnya melalui forum yang fokus untuk membincangkan isu pengurusan risiko bagi memastikan keberkesanan pengurusan risiko dan penguatkuasaan toleransi risiko di Bank Islam. Di samping itu, Jawatankuasa ini juga bertanggungjawab menyemak dan menilai kesempurnaan rangka kerja pengurusan risiko yang sedia ada dalam menangani pelbagai faktor risiko yang dihadapi oleh Bank Islam. Lima (5) mesyuarat BRC telah diadakan sepanjang TK2009, seperti berikut: Peratusan Kehadiran Pengarah 75% 50% 75% 50% 100%
Date of Meeting August 2008 November 2008 January 2009 March 2009 May 2009
Tarikh Mesyuarat Ogos 2008 November 2008 Januari 2009 Mac 2009 Mei 2009
The primary duties and responsibilities of the BRC are as follows: (a) Review and recommend risk management strategies, policies and risk tolerance for the Boards approval; Review and assess adequacy of risk management policies and framework in identifying, measuring, monitoring and controlling risk and the extent to which these are operating effectively; Determine the risk appetite/tolerance level of the Bank at enterprise and at strategic business unit levels including but not limited to sectoral limit and counterparty limits; Review the allocation of risk-adjusted capital and broad-based limits across the Bank covering market, credit and operational risk; Review and if necessary recommend to the Board the Companys Business Continuity Management framework and policy for dealing with various extreme internal/external events and disasters;
Tugas dan tanggungjawab utama BRC adalah seperti berikut: (a) Menyemak dan menyarankan strategi, polisi, dan toleransi risiko untuk kelulusan Lembaga Pengarah; Menyemak dan menilai kesempurnaan polisi dan rangka kerja pengurusan risiko dalam mengenal pasti, mengukur, mengawasi dan mengawal risiko dan keberkesanan perkara-perkara ini; Menentukan penanggungan risiko/tahap toleransi Bank di peringkat perusahaan dan unit perniagaan strategik termasuk, tetapi tidak terhad pada, had sektor dan had pihak yang berurus niaga dengan Bank; Menyemak pengagihan pelarasan risiko modal dan had dasar keseluruhan, di seluruh Bank, meliputi risiko pasaran, kredit dan operasi; Menyemak dan jika perlu menyarankan kepada Lembaga Pengarah, rangka kerja dan polisi Pengurusan Kesinambungan Perniagaan Syarikat untuk menangani pelbagai peristiwa dan bencana dalaman/luaran yang ekstrem;
(b)
(b)
(c)
(c)
(d)
(d)
(e)
(e)
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75
(f)
Review the effectiveness of the reporting structure for the overall business activities and risk management functions and the implementation of the appropriate system to manage various types of risks undertaken by the Bank; Review the risk management processes, systems and internal controls throughout the Bank; Review regularly the Managements reports on risk exposure, risk portfolio composition and risk management activities including the adequacy of tools, systems and resources for the successful execution of risk functions within the Bank; Review and approve risk methodologies for measuring and managing risks arising from the Banks overall management of all risks covering market, credit and operational through identified tools; Approve the engagement of external and independent reviewers for the validation of risk measurement methodologies and outputs; Review and recommend to the Board any business proposals on the following: (i) (ii) New products and services; and Discretionary power or authority limits in relation to any product programs proposals;
(f)
Menyemak keberkesanan struktur pelaporan bagi aktiviti perniagaan dan fungsi pengurusan risiko secara keseluruhan dan pelaksanaan sistem yang sesuai untuk mengurus pelbagai jenis risiko yang diambil oleh Bank; Menyemak proses pengurusan risiko, sistem dan kawalan dalaman di seluruh Bank; Menyemak dari semasa ke semasa laporan Pengurusan berhubung dengan pendedahan risiko, komposisi portfolio risiko dan aktiviti pengurusan risiko termasuk kesempurnaan kaedah, sistem dan sumber bagi memastikan kejayaan pelaksanaan fungsi risiko di Bank; Menyemak dan meluluskan kaedah bagi mengukur dan mengurus risiko melalui kaedah yang dikenal pasti yang berpunca daripada pengurusan keseluruhan risiko yang meliputi pasaran, kredit dan operasi; Meluluskan penggunaan khidmat pihak luar dan bebas untuk mengesahkan kaedah pengukuran risiko dan output; Menyemak dan menyarankan kepada Lembaga Pengarah sebarang cadangan perniagaan yang berkaitan dengan perkara berikut: (i) (ii) Produk dan perkhidmatan baharu; dan Kuasa budi bicara atau had kuasa berkaitan sebarang cadangan program produk;
(g) (g)
(h)
(h)
(i)
(i)
(j)
(j)
(k)
(k)
(l)
Menyemak sebarang cadangan perniagaan terutamanya mengenai: (i) (ii) (iii) Program produk dan prestasinya; Pasaran sasaran dan kriteria penerimaan risiko bagi sebarang produk atau perkhidmatan; dan Penilaian keuntungan produk;
(l)
Review any business proposals particularly on: (i) (ii) (iii) Product programs and its performance; Target market and risk acceptance criteria of any products or services; and Product profitability assessment;
(m) Review proposals on single or joint discretionary authority to members of Management/Committee and make relevant recommendations to the Board on the same;
(m) Menyemak cadangan mengenai kuasa budi bicara tunggal atau bersama bagi ahli Pengurusan/ Jawatankuasa dan membuat saranan yang berkaitan kepada Lembaga Pengarah;
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BANK ISLAM
(n)
Review and approve on any new outsourcing proposals and take note of renewal of the outsourcing services, including the appointment and/or renewal of the outsourcing service provider; and Undertake such other duties and responsibilities as determined by the Board from time to time.
(n)
Menyemak dan meluluskan sebarang cadangan penggunaan khidmat luar yang baharu dan mengambil maklum tentang pembaharuan kontrak perkhidmatan luar, termasuk pelantikan dan/atau pembaharuan kontrak penyedia perkhidmatan luar tersebut; dan Mengendali tugas dan tanggungjawab lain seperti yang ditetapkan oleh Lembaga Pengarah dari semasa ke semasa.
(o)
(o)
2.5 Audit and Examination Committee (Committee or AEC) The Committee comprises of three (3) non-executive directors, the majority of whom are independent non-executive directors. The Chairman is an independent non-executive director. Six (6) AEC meetings were held during the financial year 2008/2009, as follows: Percentage of Directors Attendance 67% 100% 100% 100% 100% 100%
2.5 Jawatankuasa Audit dan Pemeriksaan (Jawatankuasa atau AEC) Jawatankuasa ini terdiri daripada tiga (3) pengarah bukan eksekutif, sebahagian besarnya merupakan pengarah bebas bukan eksekutif. Pengerusi jawatankuasa ini merupakan pengarah bebas bukan eksekutif. Enam (6) mesyuarat AEC telah diadakan sepanjang TK2009, seperti berikut: Peratusan Kehadiran Pengarah 67% 100% 100% 100% 100% 100%
Date of Meeting Early August 2008 End August 2008 November 2008 January 2009 March 2009 May 2009
Tarikh Mesyuarat Awal Ogos 2008 Akhir Ogos 2008 November 2008 Januari 2009 Mac 2009 Mei 2009
The primary duties and responsibilities of the AEC are as follows: (a) Ensure fair and transparent reporting and prompt publication of financial accounts; Oversee the effectiveness of the internal audit function and ensure compliance with BNM/ GP10 requirements such as: (i) (ii) Review of the scope of audit plan, audit programme and processes; Ensure adequate and technically competent resources for effective discharge of responsibilities; Review the effectiveness of infrastructure for ensuring Shariah compliance; To ensure appropriate actions have been taken by management on the recommendations made by the internal auditors;
Tugas dan tanggungjawab utama AEC adalah seperti berikut: (a) Memastikan pelaporan yang saksama dan telus dan penerbitan akaun kewangan dengan kadar yang segera; Mengawasi keberkesanan fungsi audit dalaman dan memastikan pematuhan terhadap keperluan BNM/ GP10 seperti: (i) (ii) Menyemak skop pelan audit, program dan proses audit; Memastikan sumber yang mencukupi dan cekap dari segi teknikal bagi memastikan tanggungjawab dilaksanakan dengan berkesan; Menyemak keberkesanan infrastruktur bagi memastikan pematuhan terhadap Syariah; Memastikan bahawa tindakan yang sewajarnya telah diambil oleh pihak pengurusan berdasarkan saranan yang dibuat oleh juruaudit dalaman;
(b)
(b)
(iii) (iv)
(iii) (iv)
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77
(v)
To appoint, evaluate the performance and decide on the transfer or dismissal of the Chief Internal Auditor; and To determine the remuneration package of the internal auditors; (c)
(v)
Melantik, menilai prestasi dan membuat keputusan mengenai pemindahan atau penamatan khidmat Ketua Juruaudit Dalaman; dan Menetapkan pakej imbuhan bagi juruaudit dalaman;
(vi)
(vi)
(c)
To ensure that all frauds and non-fraud related irregularities are reported to AEC. Internal Audit Division shall be responsible for non-fraud related irregularities while fraud investigations shall be the responsibility of Special Investigation Unit; Review the effectiveness of internal controls and risk management processes; External Auditors (i) Recommend to the Board for the external auditors appointment and audit fee payable including any decision on removal; Review the external auditors management letter; and managements response on weaknesses of internal accounting procedures and controls; Assess objectivity, performance and independence of external auditors; Approve provision of non-audit services by external auditors and ensure adequacy of proper checks and balances such that the provision of non-audit services does not interfere with the external auditors exercise of independent judgment; The Committee shall meet with the external auditors without the presence of management, at least annually; and
Memastikan semua perkara berkaitan fraud dan perkara tidak lazim berkaitan bukan fraud dilaporkan kepada AEC. Bahagian Audit Dalaman bertanggungjawab atas perkara tidak lazim bukan fraud manakala penyiasatan salah laku fraud dipertanggungjawabkan kepada Unit Penyiasatan Khas; Menyemak keberkesanan kawalan dalaman dan proses pengurusan risiko; Juruaudit Luar (i) Menyarankan kepada Lembaga Pengarah mengenai pelantikan juruaudit luar dan fi audit termasuk keputusan untuk menamatkan khidmat mereka; Menyemak surat pengurusan juruaudit luar; dan respons pengurusan terhadap kelemahan prosedur dan kawalan perakaunan dalaman; Menilai objektiviti, prestasi dan kebebasan juruaudit luar; Meluluskan peruntukan khidmat bukan audit oleh juruaudit luar dan memastikan sekatan dan imbangan memadai agar peruntukan khidmat bukan audit tersebut tidak mengganggu pertimbangan bebas mereka sebagai juruaudit luar; Jawatankuasa tersebut dikehendaki mengadakan mesyuarat dengan juruaudit luar sekurangkurangnya setahun sekali tanpa kehadiran pihak pengurusan; dan
(d)
(d)
(e)
(e)
(ii)
(ii)
(iii) (iv)
(iii) (iv)
(v)
(v)
(f)
Management is responsible for reviewing all related party transactions to ensure that they have been established at arms length terms. The Committee shall review any significant transactions that are not within the normal course of business and where potential conflict of interest may arise between related parties.
(f)
Pihak pengurusan bertanggungjawab untuk menyemak kesemua urus niaga pihak berkaitan bagi memastikan transaksi tersebut telah dijalankan secara saksama. Jawatankuasa ini hendaklah menyemak sebarang transaksi penting dijalankan tanpa mengikut peraturan perniagaan yang lazim dan di mana terdapat potensi konflik kepentingan antara pihak yang terlibat.
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BANK ISLAM
As an Islamic bank, a Shariah governance framework is put in place as a distinct feature in the organisational structure of the Bank, which includes establishment of the Council in line with the requirement of Section 3(5)(b) of Islamic Banking Act 1983. The Council serves to advise the Board and Management in ensuring that the Banks operations are in line with Shariah requirements. Structurally, the Council reports to the Board, but functionally, it is independent of the Board and Management of the Bank. Sebagai sebuah bank Islam, rangka kerja tadbir urus Syariah diwujudkan dengan ciri-ciri yang tersendiri dalam struktur organisasi Bank. Ini termasuk penubuhan Majlis Pengawasan Syariah (Majlis atau SSC) yang sejajar dengan kehendak Seksyen 3(5)(b) Akta Perbankan Islam 1983. Majlis berperanan menasihati Lembaga Pengarah dan Pengurusan bagi memastikan operasi Bank selaras dengan kehendak Syariah. Dari segi struktur, Majlis melapor kepada Lembaga Pengarah, tetapi dari segi fungsi, Majlis bebas dan tidak tertakluk kepada Lembaga Pengarah dan Pengurusan Bank.
SSC MEETINGS
Nine (9) SSC meetings were held during the financial year 2008/2009, as follows: Percentage of Members Attendance 83% 83% 83% 50% 60% 100% 75% 75% 100%
MESYuARAT SSC
Sembilan (9) mesyuarat SSC telah diadakan sepanjang TK2009, seperti berikut: Tarikh Mesyuarat Julai 2008 Ogos 2008 November 2008 Disember 2008 Februari 2009 Mac 2009 April 2009 Mei 2009 Jun 2009 Peratusan Kehadiran Ahli 83% 83% 83% 50% 60% 100% 75% 75% 100%
Date of Meeting July 2008 August 2008 November 2008 December 2008 February 2009 March 2009 April 2009 May 2009 June 2009
TuGAS DAN TANGGuNGJAWAB uTAMA MAJLIS PRIMARY DuTIES AND RESPONSIBILITIES OF THE COuNCIL
The duties and responsibilities of the Council are principally based on the BNM Guidelines on the Governance of Shariah Committee for Islamic Financial Institutions (BNM/ GPS1). The duties and responsibilities of the Council are: (a) (b) Advising the Board and Management on Shariah related matters; Reviewing and endorsing Shariah related policies and guidelines; Pada prinsipnya, tugas dan tanggungjawab Majlis adalah berdasarkan Garis Panduan BNM mengenai Tadbir Urus Jawatankuasa Syariah bagi Institusi Kewangan Islam (BNM/ GPS1). Tugas dan tanggungjawab Majlis adalah: (a) (b) Menasihati Lembaga Pengarah dan Pengurusan tentang perkara-perkara yang berkaitan dengan Syariah; Menyemak dan mengesahkan polisi dan garis panduan yang berkaitan dengan Syariah;
BANK ISLAM
79
(c)
Endorsing and validating relevant documentations in the proposal of new products and services including contracts, agreements or other legal documentations used in executing banking transactions; Endorsing and validating product guidelines, marketing advertisements, sales illustrations and brochures related to the Banks products, services and activities; Advising the Bank on the computation and distribution of Zakat; Assisting and advising related parties such as the Banks legal counsels, auditors and consultants on Shariah matters upon request; Advising the Bank in consultation with the Shariah Advisory Council of Bank Negara Malaysia (SAC) on any Shariah matters which have not been resolved or endorsed by the SAC; Recording any opinion given on Shariah related issues. In particular, the Council shall prepare written Shariah opinions in the following circumstances: (i) (ii) Where the Bank makes references to the SAC for advice; or Where the Bank submits applications to BNM for new product approval in accordance with guidelines on product approval issued by BNM;
(c)
Mengesahkan dokumen yang berkaitan dengan cadangan produk dan perkhidmatan baharu termasuk kontrak, perjanjian atau dokumen perundangan lain yang digunakan ketika melaksanakan urus niaga perbankan; Mengesahkan garis panduan produk, iklan pemasaran, ilustrasi jualan dan risalah yang berkaitan dengan produk, perkhidmatan dan aktiviti Bank; Menasihati Bank dalam pengiraan dan pengagihan Zakat; Membantu dan menasihati pihak-pihak yang berkaitan, seperti peguam, juruaudit dan jururunding Bank dalam halhal yang berkaitan dengan Syariah apabila diminta; Menasihati Bank dalam perundingan dengan Majlis Penasihat Syariah Bank Negara Malaysia (SAC) mengenai sebarang perkara yang berkaitan dengan Syariah yang belum diselesaikan atau disahkan oleh SAC; Merekod sebarang pandangan mengenai isu-isu yang berkaitan dengan Syariah. Khususnya, Majlis dikehendaki menyediakan pandangan Syariah secara bertulis dalam keadaan yang berikut: (i) (ii) Apabila Bank merujuk kepada SAC bagi mendapatkan nasihat; atau Apabila Bank menyerahkan permohonan kepada BNM untuk kelulusan produk baharu yang menurut garis panduan kelulusan produk yang dikeluarkan oleh BNM;
(d)
(d)
(e) (f)
(e) (f)
(g)
(g)
(h)
(h)
(i)
(i)
Assisting the SAC on reference for advice. In such event, the SSC must explain the Shariah issues involved and recommend decision supported by relevant Shariah jurisprudential literature from relevant and established sources; and Monitoring that all SACs decisions are properly implemented by the Bank.
Membantu SAC sebagai rujukan mendapatkan nasihat. Dalam keadaan tersebut, SSC perlu menjelaskan isu Syariah yang terlibat dan mencadangkan keputusan yang disokong oleh bahan rujukan jurisprudens Syariah yang berkaitan daripada sumber-sumber yang relevan dan diiktiraf; dan Memantau supaya semua keputusan SAC dilaksanakan oleh Bank dengan betul;
(j)
(j)
In addition to the above, the Council had empowered Head of Shariah Department and Zakat Committee, on behalf of the Council, to perform the tasks as specified below: (a) Head of Shariah Department is empowered to endorse and validate product guidelines, marketing advertisements, sales illustrations and brochures used to describe particular products subject to precedents of the Council decisions. However, in the event that there is no precedent of the Council decisions, the marketing advertisements and product illustrations shall be tabled to the Council for approval; and
Selain daripada itu, Majlis telah memberi kuasa kepada Ketua Jabatan Syariah dan Jawatankuasa Zakat bagi mewakili Majlis dalam melaksanakan tugas-tugas yang dinyatakan di bawah: (a) Ketua Jabatan Syariah diberi kuasa untuk mengesahkan garis panduan produk, iklan pemasaran, ilustrasi jualan dan risalah yang digunakan bagi menerangkan produk-produk tertentu berdasarkan pada keputusan Majlis yang terdahulu. Bagaimanapun, sekiranya tidak terdapat keputusan Majlis yang terdahulu, iklan pemasaran dan ilustrasi produk berkenaan perlu dibentangkan kepada Majlis bagi mendapatkan kelulusan; dan
80
BANK ISLAM
(b)
Zakat Committee is empowered to review and endorse zakat application by respective asnaf within the authority limit given by the SSC.
(b)
Jawatankuasa Zakat diberi kuasa menyemak dan mengesahkan permohonan zakat oleh mana-mana asnaf mengikut had yang dibenarkan oleh SSC.
(e) (f)
(e) (f)
(g)
(g)
(b)
(b)
(c)
(c)
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Bank Islam recognises that the essence of banking is centered on risk taking. In fact, the Bank strongly believes that its competitive advantage relies on how well it manages the risk related to opportunities available in the market. As such, the Bank has significantly invested in its risk management capabilities in terms of human resources, processes and information technology tools during the financial year and has formulated a three-year roadmap for further enhancement of its risk function. The importance of continuous development and refinements of risk management practices has become particularly evident during the economic and financial crisis that was at its most severe during the year under review. Bank Islam mengiktiraf inti pati perbankan adalah tertumpu pada pengambilan risiko. Bahkan, Bank benar-benar percaya bahawa kelebihan daya saingnya bergantung pada kemampuan Bank mengurus risiko yang berkaitan dengan peluang-peluang yang terdapat di pasaran. Oleh itu, Bank telah membuat pelaburan yang besar sepanjang tahun kewangan ini bagi meningkatkan keupayaannya mengurus risiko. Ini termasuk pelaburan dari segi sumber manusia, proses dan teknologi maklumat. Bank juga telah merumuskan pelan tiga tahun untuk terus mempertingkatkan fungsi risikonya. Pada tahun kewangan ini, kepentingan pembangunan dan peningkatan terperinci amalan pengurusan risiko yang berterusan menjadi semakin ketara khususnya semasa krisis ekonomi dan kewangan berada di puncaknya.
PHILOSOPHY OF SOLAH IN LIFE FALSAFAH SOLAT DALAM HIDuP MISSION STATEMENT PERNYATAAN MISI STRuCTuRE STRUKTUR RuLE OF LAW KEDAULATAN UNDANG-UNDANG PROCEDuRE PRoSEDUR TOOLS PERALATAN
BANK ISLAMS RMF RMF BANK ISLAM MISSION & OBJECTIVES MISI & MATLAMAT FuNCTIONAL STRuCTuRE STRUKTUR FUNGSIAN POLICIES & GuIDELINES PoLISI & GARIS PANDUAN PROCESSES PRoSES ENABLERS FAKToR PENDoRoNG
82
BANK ISLAM
The basis of Solah is built upon five important elements, namely Niyyah, Jamaah, Syarat, Rukun and Qaedah. These elements are transformed into the framework by applying each of them to the five core areas of managing risk: Mission and Objectives, Functional Structure, Policies and Guidelines, Processes and Enablers. These areas are in turn applied to all key risk areas that Bank Islam is exposed to, namely Credit Risk, Market and Liquidity Risk, Operational Risk and Shariah Compliance Risk.
Pada asasnya, Solah terbina daripada lima elemen penting, iaitu Niat, Jemaah, Syarat, Rukun dan Kaedah. Elemen-elemen ini ditransformasikan kepada rangka kerja dengan mengaplikasikan setiap satu daripadanya ke lima bahagian teras pengurusan risiko: Misi dan Matlamat, Struktur Fungsian, Polisi dan Garis Panduan, Proses dan Faktor Pendorong. Seterusnya, bidang ini diaplikasikan ke semua bahagian risiko utama yang terdedah kepada Bank Islam, iaitu Risiko Kredit, Risiko Pasaran dan Mudah Tunai, Risiko Operasi dan Risiko Pematuhan Syariah.
Financing Committees (UIC, FCA, FCB, RFC) / Jawatankuasa Pembiayaan (UIC, FCA, FCB, RFC)
Asset and Liability Management Committee / Jawatankuasa Pengurusan Aset dan Liabiliti
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The ultimate responsibility for understanding all risks taken by the Bank and ensuring that they are properly managed lies with the Board of Directors. The Board approves all risk policies and the Banks overall risk appetite. Assisting the Board in discharging its role is the Board Risk Committee (BRC), responsible for effective oversight of the Banks risk management function. Both the Board and the BRC are chaired by non-executive independent directors. At senior management level, the Bank has established the Management Risk Control Committee (MRCC), which focuses on the execution and implementation of directives by the Board and the BRC and the effective management of the risk issues. The four (4) MRCC sub-committees are: (a) Asset and Liability Management Committee (ALCO), responsible for overseeing and managing the liquidity and profit rate gaps of the Bank; Operational Risk Control Committee (ORCC), focused on the deliberation of key operational risk issues; Credit Risk Control Committee (CRCC), for reviewing and deliberating all credit related risks, including, but not limited to counterparty credit reviews and their potential defaults; and Recovery Management Committee (RMC), focused on financing turned Non Performing Financing (NPF) and the appropriate recovery strategies.
Lembaga Pengarah mempunyai tanggungjawab mutlak untuk memahami kesemua risiko yang diambil oleh Bank dan memastikan risiko berkenaan diurus dengan betul. Lembaga Pengarah meluluskan semua polisi risiko dan penanggungan risiko keseluruhan Bank. Jawatankuasa Lembaga Pengarah Risiko (BRC) membantu Lembaga Pengarah melaksanakan peranannya. Ia bertanggungjawab membuat pemantauan yang berkesan terhadap fungsi pengurusan risiko Bank. Lembaga Pengarah dan BRC kedua-duanya dipengerusikan oleh pengarah bebas bukan eksekutif. Di peringkat pengurusan kanan, Bank telah menubuhkan Jawatankuasa Pengurusan Kawalan Risiko (MRCC) yang memberi tumpuan pada pelaksanaan arahan oleh Lembaga Pengarah dan BRC dan pengurusan isu-isu risiko dengan berkesan. Empat (4) jawatankuasa kecil MRCC ialah: (a) Jawatankuasa Pengurusan Aset dan Liabiliti (ALCO) bertanggungjawab memantau dan mengurus mudah tunai dan jurang dalam kadar keuntungan Bank; Jawatankuasa Kawalan Risiko Operasi (ORCC), memberi tumpuan pada isu-isu utama risiko operasi; Jawatankuasa Kawalan Risiko Kredit (CRCC), menyemak dan mempertimbangkan semua risiko berkaitan kredit, termasuk dan tidak terhad pada semakan kredit pihak yang berurus niaga dengan bank dan potensi untuk mereka tidak memenuhi obligasi kewangan; dan Jawatankuasa Pengurusan Pemulihan (RMC), memberi tumpuan pada pembiayaan yang menjadi Pembiayaan Tak Berbayar (NPF) dan strategi kutipan semula yang sesuai.
(b)
(b) (c)
(c)
(d)
(d)
The Bank has established several financing committees, Financing Committee A (FCA), Financing Committee B (FCB), Underwriting & Investment Committee (UIC) and Regional Financing Committee (RFC), which assess and approve credits or investment proposals within their respective approval authority levels. Financing or investments that are beyond the FCA or UIC limits need to be approved by the Board Financing Review Committee (BFRC).
Bank telah menubuhkan beberapa jawatankuasa pembiayaan, Jawatankuasa Pembiayaan A (FCA), Jawatankuasa Pembiayaan B (FCB), Jawatankuasa Pengunderaitan dan Pelaburan (UIC) dan Jawatankuasa Pembiayaan Wilayah (RFC) yang menilai dan meluluskan cadangan kredit atau pelaburan mengikut had kuasa masing-masing. Pembiayaan atau pelaburan yang melebihi had FCA atau UIC perlu mendapat kelulusan Jawatankuasa Lembaga Pengarah Semakan Pembiayaan (BFRC).
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Settlement Risk or the risk that the settlement or clearance of transactions will fail; Country Risk or the risk that the Bank may suffer a loss in any given country due to any reason; and Contingent Financing Risk or the risk that arises from claims/draw downs of approved financings such as Bank guarantees.
Risiko Penyelesaian atau penjelasan urus niaga gagal; Risiko Negara atau risiko yang ditanggung oleh Bank di mana-mana negara atas sebab-sebab tertentu; dan Risiko Pembiayaan Bersyarat atau risiko yang berpunca daripada tuntutan/pengeluaran pembiayaan yang telah diluluskan, seperti jaminan Bank;
The management of credit risks is performed by two (2) distinct departments within the Risk Management Division (RMD), Credit Analysis and Credit Risk Management and two (2) divisions outside of the RMD domain, namely Credit Administration and Credit Recovery. All four (4) divisions/departments play a crucial role in the credit risk management cycle. Financing are approved following a set of principles, namely: (a) All financing approved need to conform to risk acceptance criteria, as set by the respective financing committees and, if applicable approved by the BRC. Consistent credit analysis standards are applied across all the financing committees; All approved facilities must conform to the Banks target market and financing strategies; Financing are priced commensurate with the risk taken during the expected life of the transaction; and All financing conform to statutory, regulatory, Shariah and internal credit requirements.
Pengurusan risiko kredit dilaksanakan oleh dua (2) jabatan yang berbeza di bawah Bahagian Pengurusan Risiko (RMD), Analisis Kredit dan Pengurusan Risiko Kredit dan dua jabatan di luar RMD, iaitu Pentadbiran Kredit dan Pemulihan Kredit. Kesemua empat (4) bahagian/jabatan ini memainkan peranan yang penting dalam kitaran pengurusan risiko kredit. Pembiayaan diluluskan mengikut prinsip-prinsip yang ditetapkan, iaitu: (a) Semua pembiayaan yang diluluskan perlu mematuhi kriteria penerimaan risiko, seperti yang ditetapkan oleh jawatankuasa pembiayaan yang berkenaan dan diluluskan oleh BRC jika berkaitan. Piawaian analisis kredit yang konsisten digunakan oleh kesemua jawatankuasa pembiayaan; Semua kemudahan yang diluluskan hendaklah selaras dengan sasaran pasaran dan strategi pembiayaan Bank; Kadar yang ditetapkan bagi pembiayaan adalah setara dengan risiko yang diambil sepanjang tempoh urus niaga; dan Semua pembiayaan mematuhi keperluan berkanun, kawal selia, Syariah dan kredit dalaman.
(b) (c)
(b) (c)
(d)
(d)
The Bank monitors its credit exposures either on a portfolio basis, as is the case for most of its Consumer Financing portfolio, or by annual reviews. The Bank has policies and guidelines in place to pro-actively monitor its portfolio through a set of early warning signals that could trigger immediate reviews of (certain parts) of the portfolio. The affected portfolio or financing is placed on the watchlist to enforce close monitoring and prevent a financing to turn NPF or to increase the chances of full recovery. A comprehensive limit structure is put in place to ensure that risks taken are within the risk appetite as set by the Board and to avoid credit risk concentration to a single customer, sector, product, Shariah contract and to any other segments as deemed appropriate.
Bank memantau pendedahan kreditnya sama ada berdasarkan portfolio, seperti yang dilaksanakan bagi kebanyakan portfolio Pembiayaan Pengguna, atau menerusi semakan tahunan. Bank mempunyai polisi dan garis panduan yang tersedia untuk memantau secara proaktif portfolionya melalui beberapa amaran awal yang mendorong kepada semakan segera terhadap bahagian-bahagian tertentu portfolionya. Portfolio atau pembiayaan yang terjejas diletakkan di bawah senarai pengawasan bagi pemantauan rapi dan mencegah pembiayaan tersebut menjadi NPF atau untuk meningkatkan peluang kutipan semula sepenuhnya. Struktur had yang komprehensif telah diwujudkan bagi memastikan risiko yang diambil adalah dalam had penanggungan risiko yang ditetapkan oleh Lembaga Pengarah dan bagi membendung penumpuan risiko kredit kepada seorang pengguna, sektor, produk, kontrak Syariah dan segmen-segmen lain yang disifatkan sebagai perlu.
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Consumer Banking
Bank Islams main focus is on Consumer Financing, which represents 64% of total financing assets. Consumer Banking Division (CBD) has undergone dramatic transformation over the year in review in terms of risk exposures. The portfolio is predominantly exposed to individuals working in the Government and Governmentlinked sectors. Thus, the business model is heavily geared towards package financing, i.e. financings where periodical payments are directly deducted from the individuals salary at source. During the current financial year, the CBD has significantly strengthened Risk Acceptance Criteria across the various business units. Examples include changes in target market, reduced Financing-to-Value Ratio (FTV) percentages and strengthened underwriting criteria.
Perbankan Pengguna Tumpuan utama Bank Islam adalah pada Pembiayaan Pengguna yang mewakili 64% daripada jumlah aset pembiayaan. Sepanjang tahun kewangan ini, Bahagian Perbankan Pengguna (CBD) telah melalui transformasi yang ketara dari segi pendedahan risiko. Risiko portfolio itu adalah tertumpu terutamanya kepada individu yang bekerja di sektor Kerajaan dan sektor berkaitan Kerajaan. Dengan itu model perniagaan ditumpukan kepada pembiayaan pakej, iaitu pembayaran pembiayaan berkala di mana dibuat menerusi pemotongan sumber gaji individu. Sepanjang tahun kewangan ini, CBD telah mengetatkan lagi Kriteria Penerimaan Risiko dalam semua unit perniagaannya yang pelbagai. Ini termasuk perubahan dalam pasaran sasaran, pengurangan peratusan Nisbah Pembiayaan-kepada-Nilai (FTV) dan kriteria pengunderaitan yang lebih ketat. Perbankan Komersil/Korporat Perbankan Komersil merangkumi sehingga 13.4% daripada jumlah Portfolio Pembiayaan Bank. Perniagaan ini telah beralih tumpuan terutamanya kepada pembiayaan program, di mana Kriteria Penerimaan Risiko pembiayaan baharu berkenaan dikawal dengan ketat. Selain itu, banyak pembiayaan disediakan di bawah pelbagai skim jaminan kerajaan atau di bawah perlindungan risiko tambahan program insurans pihak ketiga. Portfolio Korporat, mengandungi kira-kira 200 syarikat terpilih, memberi tumpuan utama pada syarikat berkaitan kerajaan. Strategi utama Perbankan Korporat adalah untuk meningkatkan aset berkualiti dan mewujudkan peluang sinergi bagi Perbankan Pelaburan Korporat, Perbendaharaan, Perkhidmatan Pembiayaan Perdagangan dan Pengurusan Tunai.
Commercial/Corporate Banking
Commercial Banking makes up 13.4% of the Banks total Financing Portfolio. This business has moved to mainly focus on so-called program financing, where the respective Risk Acceptance Criteria of new financing are strictly controlled. In addition, many financing are provided under the various government guarantee schemes or under the additional risk protection umbrella of third party insurance programs. The Corporate portfolio, consisting of about 200 selected companies, is mainly geared towards government-linked companies. The strategic thrust for Corporate Banking is to grow quality assets and create synergistic opportunities for Corporate Investment Banking, Treasury, Trade Finance and Cash Management Services.
(b)
(b)
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(c)
Equity Investment Risk: the profitability impact on the Banks equity positions or investments caused by changes in equity prices or values; Commodity Inventory Risk: the risk of loss due to movements in commodity prices; Displaced Commercial Risk: the risk arising from assets managed by the Bank on behalf of depositors/ investors as the Bank follows the practice of potentially foregoing part or all of its Mudarib share of profit on these assets; and Liquidity Risk: the potential inability of the Bank to meet its funding requirements at a reasonable cost (funding liquidity risk) or its inability to liquidate positions quickly at a reasonable price (market liquidity risk).
(c)
Risiko Pelaburan Ekuiti: kesan keuntungan ke atas kedudukan ekuiti atau pelaburan Bank yang disebabkan oleh perubahan harga atau nilai ekuiti; Risiko Inventori Komoditi: risiko kerugian disebabkan pergerakan harga komoditi; Risiko Komersil Teranjak: risiko ini berpunca daripada asetaset yang diuruskan oleh Bank bagi pihak pendeposit/ pelabur di mana Bank berpotensi mengikut amalan melepaskan sebahagian atau keseluruhan bahagian keuntungan Mudaribnya atas aset-aset tersebut; dan Risiko Mudah Tunai: Potensi Bank tidak berupaya memenuhi keperluan dana pada kos yang munasabah (risiko mudah tunai dana) atau ketidakupayaan membubarkan kedudukannya dengan segera pada harga yang munasabah (risiko mudah tunai pasaran).
(d) (e)
(d) (e)
(f)
(f)
Market risks in both the trading and banking portfolios are managed by the Market Risk and Analytics Department (MRAD). MRAD identifies the various risk factors, measures exposures to these factors using appropriate tools and theoretical models and assesses the Banks ability to effectively manage the resulting risks. Limits commensurate with the Banks risk appetite are set at various levels and monitored on a daily basis with strict approval and escalation procedures in case of any breach. The limit structure is complemented with Value at Risk analysis to arrive at a holistic measure for the maximum expected one-day loss on our trading portfolio within a 99% confidence interval using historical simulation and stress tests to capture unexpected losses. RMD recognises the limitations of theoretical models and is committed to continuously improve on the assumptions used by performing periodical back tests. A comprehensive set of tools is used to measure the liquidity and profit rate gaps in the banking book and is deliberated monthly at ALCO. Bank Islam has adopted the liquidity framework introduced by BNM based on the contractual and behavioural cash flow assumptions derived from the Banks assets, liabilities and off balance sheet commitments.
Risiko pasaran bagi portfolio urus niaga dan perbankan diuruskan oleh Jabatan Analitis dan Risiko Pasaran (MRAD). MRAD mengenal pasti pelbagai faktor risiko, menilai pendedahan kepada faktor-faktor tersebut menggunakan kaedah dan model teori serta menilai keupayaan Bank mengurus risiko yang terhasil secara berkesan. Had-had yang setara dengan had penanggungan risiko Bank ditetapkan di pelbagai peringkat dan dipantau setiap hari dengan prosedur pelaporan dan kelulusan yang ketat sekiranya berlaku sebarang pelanggaran. Struktur had ini dilengkapi dengan analisis Nilai Berisiko (Value at Risk) bagi penilaian holistik terhadap jangkaan kerugian harian maksimum atas portfolio urus niaga dengan jeda keyakinan pada kadar 99%. Ianya menggunakan simulasi lampau dan ujian tekanan bagi mengambil kira kerugian yang tidak dijangka. RMD mengakui terdapat beberapa kelemahan model teori dan komited untuk terus memperbaiki andaian-andaian yang digunakan melalui ujian-ujian yang dijalankan dari semasa ke semasa. Satu kaedah yang komprehensif digunakan bagi menilai mudah tunai dan jurang kadar keuntungan dalam buku perbankan yang dibincangkan setiap bulan dalam mesyuarat ALCO. Bank telah menerima pakai rangka kerja mudah tunai yang diperkenalkan oleh BNM berdasarkan andaian-andaian aliran tunai di bawah kontrak dan kelakuan aliran tunai yang terhasil daripada aset, liabiliti dan komitmen luar kunci kira-kira Bank.
OPERATIONAL RISK
Bank Islam defines Operational Risk as the risk of losses resulting from inadequate or failed internal processes, people and systems or from external events, which includes legal risk and Shariah non-compliance risk but excludes strategic and reputational risk.
RISIKO OPERASI
Bank Islam mentakrif Risiko Operasi sebagai risiko kerugian akibat ketidak sempurnaan atau kegagalan proses dalaman, manusia dan sistem atau daripada faktor luaran termasuk risiko undang-undang dan risiko kegagalan mematuhi Syariah tetapi tidak termasuk risiko strategik atau reputasi.
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Operational risks are managed by the Operational Risk Management Department (ORMD) who determine the Banks operational risk profile in comparison to the Banks risk appetite and determine risk mitigating measures. ORMD provides/uses various tools and techniques to assess, monitor and manage operational risks across all the Banks businesses and support units: (a) MASA: Bottom-up Management Awareness Self Assessments resulting in a specific operational risk profile for divisions, departments and units; LER: Loss Event Reporting database to capture all operational losses, including potential losses and near-misses; CSA: Control Self Assessment to periodically assess the units level of compliance to internal controls; and KRI: Key Operational Risk Indicators which can be both financial and non-financial and focuses on business processes and activities to predict upcoming changes in operational risk profiles.
Risiko operasi diurus oleh Jabatan Pengurusan Risiko Operasi (ORMD) yang menentukan profil risiko operasi Bank berbanding dengan penanggungan risiko Bank dan menentukan langkahlangkah pengurangan risiko. ORMD menyediakan/menggunakan pelbagai kaedah dan teknik untuk menilai, memantau dan mengurus risiko operasi di seluruh unit perniagaan dan unit sokongan Bank: (a) MASA: Penilaian Kendiri, Kesedaran Pengurusan daripada peringkat Bawah ke Atas mewujudkan profil risiko operasi khusus untuk bahagian, jabatan dan unit; LER: Pangkalan data Laporan Peristiwa yang mengakibatkan kerugian bagi merekodkan semua kerugian operasi, termasuk kerugian berpotensi dan hampir rugi; CSA: Kawalan Penilaian Kendiri menilai dari semasa ke semasa tahap pematuhan unit terhadap kawalan dalaman; dan KRI: Penunjuk Utama Risiko Operasi meliputi penunjuk kewangan dan bukan kewangan yang tertumpu pada proses dan aktiviti perniagaan untuk meramal perubahan yang akan berlaku dalam profil risiko operasi.
(b)
(b)
(c)
(c)
(d)
(d)
ORMD also manages the Banks Business Continuity Management process to ensure that critical businesses and support units can continue to operate when faced with a major disruption, either external, such as floods or power failures or internal, such as deliberate or accidental damage to systems. Takaful protection against operational losses is a form of risk mitigation, especially for risks that can be termed as catastrophic. With the ability to change the amount of gross losses suffered, Takaful protection is able to reduce the impact of Operational Risks. ORMD manages all Takaful related issues, especially the management of (potential) claims.
ORMD juga mengendalikan proses Pengurusan Kesinambungan Perniagaan Bank bagi memastikan unit perniagaan dan unit sokongan yang penting dapat meneruskan operasi apabila berhadapan dengan kejadian yang tidak diingini sama ada luaran atau dalaman seperti banjir atau gangguan elektrik atau kerosakan kepada sistem yang disengajakan atau yang tidak disengajakan. Perlindungan Takaful terhadap kerugian operasi merupakan satu bentuk pengurangan risiko, terutamanya untuk risiko yang dianggap sebagai malapetaka. Dengan kemampuan untuk mengubah amaun kerugian kasar yang dialami, perlindungan Takaful mampu mengurangkan kesan risiko operasi. ORMD menguruskan semua isu berkaitan Takaful, terutamanya pengurusan tuntutan berpotensi.
SHARIAH COMPLIANCE
Shariah Compliance Risk (SCR) is one of the unique risks for Islamic banks in addition to other generic risks of Islamic bank e.g. rate of return risk, displaced commercial risk and equity investment risk. This means that Shariah compliance considerations are taken into account in all Islamic banks activities. From Bank Islams perspective, SCR refers to risks arising from Bank Islams failure to comply with Shariah rules and principles determined by the Shariah regulatory councils i.e. SAC of BNM, SAC of Securities Commission and SSC of Bank Islam.
PEMATuHAN SYARIAH
Risiko Pematuhan Syariah (SCR) merupakan salah satu risiko unik bagi perbankan Islam, di samping risiko generik perbankan Islam yang lain, contohnya risiko kadar pulangan, risiko komersil teranjak dan risiko pelaburan ekuiti. Ini bermakna bahawa pertimbangan pada pematuhan Syariah diambil kira dalam semua aktiviti perbankan Islam. Daripada perspektif Bank Islam, SCR merujuk pada risiko akibat kegagalan Bank Islam mematuhi peraturan dan prinsip Syariah yang ditetapkan oleh majlis pengawalseliaan Syariah, iaitu SAC BNM, SAC Suruhanjaya Sekuriti dan SSC Bank Islam.
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In managing SCR, clear responsibilities are assigned to various functions, which are responsible for developing strategies to identify, assess, monitor and control/mitigate SCR, and designing and implementing the SCR Management (SCRM), its methodology and reporting system in the Bank. These include Board of Directors (including BRC), MRCC, Shariah Compliance Risk Working Group (SCRWG), Shariah Department (SD), Shariah audit function of Internal Audit Division (IAD) as well as line managers and all staff of Bank Islam. The above is guided by a SCRM Policy and the policy is supplemented by several Shariah contract guidelines and Shariah Compliance Manual. As part of Bank Islams efforts to improve the oversight on the SCRM at the Board level, the Bank has implemented cross attendance in the BRC and SSC meetings whereby two (2) of the SSC members attend the BRC meeting and vice versa. At management level, Bank Islam has established the SCRWG, which deliberates all Shariah non-compliances tracked by the SD and its rectification plans and recommends acceptable standards of internal control and appropriate mechanism(s) to ensure effective and efficient Shariah compliance risk management across the Bank. SD supports the SSC in providing day-to-day Shariah advice to the business and support units based on the decisions of the Shariah regulatory councils, as well as to work independently of the business and support units in facilitating the process of identifying, measuring, controlling and monitoring SCRs inherent in the Banks operations and activities. The department also participates in conducting Shariah assessment, audit and other activities together with other relevant business and risk management units, financing committees and IAD.
Dalam pengurusan SCR, tanggungjawab yang jelas diberikan kepada pelbagai fungsi, yang bertanggungjawab untuk menyediakan strategi bagi mengenal pasti, menilai, memantau dan mengawal/mengurangkan SCR, dan membentuk serta melaksanakan Pengurusan SCR (SCRM), kaedah dan sistem pelaporannya di Bank. Ini termasuk Lembaga Pengarah (meliputi BRC), MRCC, Kumpulan Kerja Risiko Pematuhan Syariah (SCRWG), Jabatan Syariah (SD), fungsi audit Syariah Jabatan Audit Dalaman (IAD) serta pengurus-pengurus jabatan dan semua kakitangan Bank Islam. Semua di atas adalah berpandukan polisi SCRM yang disokong oleh beberapa garis panduan Syariah dan Manual Pematuhan Syariah. Sebagai sebahagian daripada usaha Bank Islam untuk meningkatkan pemantauan ke atas SCRM di peringkat Lembaga Pengarah, Bank telah melaksanakan kehadiran bersilang dalam mesyuarat BRC dan SSC, di mana dua (2) ahli SSC menghadiri mesyuarat BRC dan sebaliknya. Di peringkat pengurusan, Bank Islam telah menubuhkan SCRWG yang membincangkan kesemua isu ketidak patuhan Syariah yang dipantau oleh SD dan langkah pembetulannya dan mencadangkan piawaian yang sesuai bagi kawalan dalaman dan mekanisme yang sesuai untuk memastikan pengurusan risiko pematuhan Syariah yang cekap dan berkesan di seluruh Bank. SD membantu SSC dalam memberi khidmat nasihat harian kepada unit perniagaan dan unit sokongan berasaskan keputusan majlis-majlis kawal selia Syariah, serta melakukannya secara sendiri dalam memudahkan proses mengenal pasti, menilai, mengawal dan memantau SCR dalam aktiviti dan operasi Bank. Jabatan ini turut membuat penilaian Syariah, audit dan aktiviti lain bersama dengan unit perniagaan lain yang berkaitan dan unit pengurusan risiko, jawatankuasa pembiayaan dan IAD.
PENGuRuSAN MODAL
Bank Islam telah melaksanakan rangka kerja pengurusan modal yang komprehensif sejajar dengan Rangka Kerja Kecukupan Modal BNM untuk Bank-bank Islam (CAFIB), bagi memastikan modal yang mencukupi untuk menampung kerugian yang dijangkakan daripada aktiviti perniagaan Bank. Kini Bank mengguna pakai Pendekatan Terpiawai bagi kedua-dua risiko modal dan pasaran serta Pendekatan Penunjuk Asas bagi risiko operasi. Nisbah modal berwajaran risiko peringkat 1 pada akhir tahun tersebut berada pada 17%, lebih tinggi daripada keperluan minimum BNM sebanyak 10%. Bagi memastikan modal Bank mampu menampung kerugian tidak dijangka, yang mungkin lebih tinggi daripada kerugian yang dijangka semasa Bank beroperasi dalam keadaan normal, RMD melaksanakan ujian tekanan berasaskan parametrik dan senario biasa dari semasa ke semasa.
CAPITAL MANAGEMENT
Bank Islam has implemented a comprehensive capital management framework in line with BNMs Capital Adequacy Framework for Islamic Banks (CAFIB), to ensure that there is sufficient capital to support the expected losses of the Banks business activities. Currently the Bank has adopted the Standardised Approach for both credit and market risk and the Basic Indicator Approach for operational risk. The year-end tier 1 risk weighted capital ratio stood at 17%, well above BNMs minimum requirement of 10%. In order to ensure that the Banks capital can withstand unexpected losses, which can be significantly higher than the expected losses in the Banks business portfolio under normal business environments, RMD performs regular parametric and scenario based stress tests.
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Bank Islams IAD undertakes the audit of entities within Bank Islam and subsidiaries of the Bank based on an annual Audit Plan approved by AEC. The Audit Plan that adopts a risk-based approach to audit, covers the review of adequacy of risk management and operational controls, compliance with laws and regulations, quality of assets and management efficacy. Internal audit highlights control and process weaknesses and makes appropriate recommendations for improvement to Management. IAD Bank Islam menjalankan audit terhadap entiti di dalam Bank Islam dan subsidiarisubsidiarinya berdasarkan Pelan Audit tahunan yang diluluskan oleh AEC. Pelan Audit yang menggunakan pendekatan audit berasaskan risiko itu, meliputi semakan kesempurnaan pengurusan risiko dan kawalan operasi, pematuhan undang-undang dan peraturan, kualiti aset dan keberkesanan pengurusan. Audit dalaman melaporkan kelemahan kawalan dan proses serta membuat cadangan penambahbaikan yang sesuai kepada Pengurusan.
Its authority is provided in the Audit Charter, which formally documents the roles, duties and responsibilities of IAD and relationship with the Board, AEC, Management, external auditors and regulators. IAD is committed to enhancing its audit processes such as adopting the risk-based audit techniques, upgrading staff competencies and benchmarking itself to industry best practices in internal auditing. Overall, IAD has served Bank Islam in maintaining a sound internal control environment and promoting a compliant culture within the Bank and its subsidiaries.
Bidang kuasa IAD Bank Islam dinyatakan di dalam Piagam Audit, yang secara formal menyatakan peranan, tugas dan tanggungjawab IAD serta hubungannya dengan Lembaga Pengarah, AEC, Pengurusan, juruaudit luar dan pihak pengawal selia. IAD beriltizam untuk menambah baik proses auditnya, seperti menerima pakai teknik audit berasaskan risiko, meningkatkan kecekapan kakitangan dan mengukur rujuk kepada amalan terbaik industri. Secara keseluruhan, IAD membantu Bank Islam mengekalkan persekitaran kawalan dalaman yang utuh dan menggalakkan budaya pematuhan di dalam Bank dan subsidiarisubsidiarinya.
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Statement on Internal Control The Board recognises the importance of maintaining a sound system of internal controls and risk management practices as well as good corporate governance. The Board exercises overall responsibility in identifying, evaluating and reviewing the adequacy and integrity of Bank Islams internal controls and its effectiveness. The Board recognises that risks cannot be eliminated completely. As such, systems and processes have been put in place to provide reasonable assurance and not absolute assurance of effectiveness against material misstatement of management and financial information or against any losses and fraud. The Board is of the view that the internal control framework that has been instituted throughout Bank Islam is sufficient to safeguard shareholders investment, customers interest and Bank Islams assets. Nevertheless, reviews are continuously carried out to ensure the effectiveness of the system. The BRC was established to further strengthen Bank Islams risk management process, where it meets regularly with the objective of assisting the Board in managing Bank Islams range of inter-related risks in an integrated manner. The key processes that the Board has established in reviewing the integrity of the system of internal controls are as follows: (a) The management of Bank Islam is delegated to the Managing Director, whose role and responsibilities, and authority limits are set by the Board. The appointment of the Managing Director requires the approval of the Board and BNM; Specific responsibilities have been delegated to the relevant Board Committees, based on their respective terms of reference. These Committees have the authority to examine all matters within their scope of responsibility and submit their recommendations to the Board. The ultimate responsibility for the final decision on all matters, however, lies with the entire Board; Delegation of authority, including limits at various levels of management and those requiring the Boards approval, are documented and designed to ensure proper accountability and responsibility;
Penyata Kawalan Dalaman Lembaga Pengarah mengiktiraf kepentingan untuk mengekalkan sistem kawalan dalaman dan amalan pengurusan risiko yang kukuh dan juga tadbir urus korporat yang baik. Lembaga Pengarah bertanggungjawab secara keseluruhan dalam mengenal pasti, menilai dan menyemak kesempurnaan dan integriti kawalan dalaman Bank Islam dan keberkesanannya. Lembaga Pengarah mengiktiraf bahawa risiko tidak dapat dielakkan sepenuhnya. Oleh itu, sistem dan proses telah diwujudkan bagi menyediakan jaminan yang munasabah tetapi bukan mutlak tentang keberkesanannya terhadap salah nyata maklumat pengurusan dan kewangan atau terhadap sebarang kerugian dan fraud. Lembaga Pengarah berpendapat bahawa rangka kerja kawalan dalaman yang telah dilaksanakan ke seluruh Bank Islam adalah mencukupi untuk menjaga pelaburan pemegang saham, kepentingan pengguna dan aset Bank Islam. Namun demikian, semakan akan terus dibuat bagi memastikan keberkesanan sistem berkenaan. BRC ditubuhkan untuk terus memperkukuh proses pengurusan risiko Bank Islam. Mesyuarat BRC diadakan dari semasa ke semasa dengan tujuan untuk membantu Lembaga Pengarah menguruskan pelbagai jenis risiko yang saling berkait Bank Islam secara bersepadu. Proses utama yang diluluskan oleh Lembaga Pengarah dalam semakan integriti sistem kawalan dalaman adalah seperti berikut: (a) Pengurusan Bank Islam dipertanggungjawabkan kepada Pengarah Urusan yang peranan dan tanggungjawab serta had kuasanya ditetapkan oleh Lembaga Pengarah. Pelantikan Pengarah Urusan memerlukan kelulusan Lembaga Pengarah dan BNM; Tanggungjawab khusus diberikan kepada Jawatankuasa Lembaga Pengarah dan BNM yang berkaitan, berdasarkan terma rujukan masing-masing. Jawatankuasa ini mempunyai kuasa memeriksa semua perkara di bawah tanggungjawab mereka dan memberi cadangan kepada Lembaga Pengarah. Bagaimanapun, tanggungjawab mutlak bagi membuat keputusan muktamad dalam semua hal terletaksepenuhnya kepada Lembaga Pengarah; Penugasan kuasa termasuk had kuasa di pelbagai peringkat pengurusan dan perkara yang memerlukan kelulusan Lembaga Pengarah distruktur dan didokumenkan bagi memastikan peletakan akauntabiliti dan tanggungjawab adalah sesuai;
(b)
(b)
(c)
(c)
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(d)
Policies and procedure manuals for key processes are documented and regularly reviewed and updated for application across Bank Islam; AEC regularly reviews reports on the adequacy and integrity of Bank Islams internal control systems and management information system including systems for compliance with applicable laws, regulations, rules, directives and guidelines as identified by the IAD, the external auditors and regulatory authorities. It also conducts reviews on the internal audit function, scope of audits, competency of the auditors and independence of the IAD; Bank Islams annual business plan and budget are submitted to the Board for approval. In addition, variances between actual and targeted results are also presented on a monthly basis. This allow for timely responses and corrective actions to be taken to mitigate risks; IAD reports to the AEC, performs regular reviews of the processes to assess their effectiveness and highlight any significant risks affecting Bank Islam. The AEC reviews the IADs scope of work and resources annually via the Audit Plan and budget submitted; AEC regularly reviews and holds discussions with Management on actions taken to address lapses in internal controls and issues identified in reports prepared by the internal auditors, external auditors and regulatory authorities; and BRC regularly reviews risk profiles based on a range of key risk indicators, as well as other risk assessment tools.
(d)
Polisi dan manual prosedur bagi proses yang penting didokumenkan; dan disemak serta dikemas kini dari semasa ke semasa untuk diaplikasikan di seluruh Bank Islam; Dari semasa ke semasa AEC akan menyemak laporan mengenai kesempurnaan dan integriti kawalan dalaman Bank Islam dan sistem pengurusan maklumat termasuk sistem pematuhan terhadap undang-undang, peraturan, arahan dan garis panduan berkaitan yang dikenal pasti oleh IAD, juruaudit luar dan pihak pengawalseliaan. Ia juga melakukan semakan ke atas fungsi audit dalaman, skop audit, kecekapan juruaudit dan kebebasan IAD; Pelan perniagaan tahunan dan belanjawan Bank Islam dibentangkan kepada Lembaga Pengarah untuk kelulusan. Selain itu, perbezaan antara keputusan sebenar dengan keputusan yang disasarkan juga akan dibentangkan secara bulanan. Ini membolehkan respons dan tindakan pembetulan diambil dengan segera bagi mengurangkan risiko; IAD melapor kepada AEC, melaksanakan semakan dari semasa ke semasa terhadap proses untuk menilai keberkesanannya dan melaporkan sebarang risiko besar yang boleh menjejaskan Bank Islam. AEC menyemak skop tugas dan keperluan sumber IAD setiap tahun menerusi Pelan Audit dan belanjawan yang dikemukakan; Dari semasa ke semasa, AEC menyemak dan mengadakan perbincangan dengan Pengurusan mengenai tindakan yang perlu diambil bagi mengatasi kelemahan dalam kawalan dalaman dan isu yang dikenal pasti dalam laporan yang disediakan oleh juruaudit dalaman, juruaudit luar dan pihak pengawalseliaan; dan Dari semasa ke semasa, BRC menyemak profil risiko berdasarkan pelbagai penunjuk risiko utama, serta kaedah penilaian risiko yang lain.
(e)
(e)
(f)
(f)
(g)
(g)
(h)
(h)
(i)
(i)
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Bank Islam provides in the service industry a good standing of banking and financial institution that interlaces ethics, integrity and trust in every facet. The Bank has taken steps in ensuring the publics confidence and trust to sustain credibility and minimise risk of unethical or disingenuous conduct by the Banks employees and customers. To deliver steadfast financial services and solutions of global standards, the Bank has its focus on the foundation of the greatness of Islamic conduct that values principles of integrity, honesty and responsibility. Thus, expectations of customers and the public are realised. The formalisation of codes and policies which are issued to all employees represents the essential assurance in building a culture of trust and integrity in a form of visible documentation. Amongst such codes are the WhistleBlowing Policy and the Anti-Money Laundering Policy (AMLA).
Bank Islam menawarkan kepada industri perkhidmatan sebuah institusi perbankan dan kewangan yang berwibawa yang menjalinkan etika, integriti dan amanah dalam setiap aspek. Bank telah mengambil pelbagai langkah bagi menjamin keyakinan dan kepercayaan orang ramai terpelihara demi mengekalkan kredibiliti dan meminimumkan risiko disebabkan amalan tidak beretika atau ketidakjujuran oleh kakitangan dan pelanggan Bank. Bank menekankan aspek kesyumulan Islam yang meletakkan nilai yang tinggi pada prinsip integriti, kejujuran, dan kebertanggungjawaban dalam memberikan perkhidmatan dan penyelesaian kewangan bertaraf global yang mantap. Dengan itu, Bank dapat merealisasi harapan para pelanggan dan masyarakat. Formaliti kod dan dasar secara rasmi kepada semua kakitangan melambangkan jaminan asas dalam membina budaya beramanah dan berintegriti dalam bentuk dokumentasi yang dapat dilihat. Dasar Pemberian Maklumat (Whistle Blowing Policy) dan Dasar Pencegahan Pengubahan Wang Haram (AMLA) merupakan antara kod-kod yang telah dikeluarkan.
WHISTLE-BLOWING POLICY
The Whistle-Blowing policy is established to prevent employees and/or external parties from conducting fraud, wrongdoings, malpractices or any unlawful act including: Breach of policies and procedures; Fraud, embezzlement, corruption or dishonesty; Actions which could cause physical danger to another person or give rise to a risk of damage to properties/ assets; Forgery or alteration of any documents belonging to the Bank, customers, another financial institution, or agents of the Bank; Profiteering as a result of insider knowledge; Misuse of position; Breach of Bank Negara Malaysia Guideline (GP7); Any other similar or related irregularities; and Any other wrongdoings as may be determined by Board Risk Committee to be included in the scope of this procedure, from time to time.
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Dear Stakeholders,
Bank islam steadfastly withstood the challenges of volatile global financial markets, a global recession and a highly competitive operating environment to maintain its profitability and leadership position in the domestic islamic banking industry for the financial year ended 30 June 2009 (FY2009). We continued to make several strides forward on all fronts by strengthening our business fundamentals, acquiring quality assets as well as diversifying into and increasing non-fund based income.
managing Directors
Review Of Operations Ulasan Operasi
Pihak berkepentingan yang dihormati,
Bagi tahun kewangan berakhir 30 Jun 2009 (TK2009), Bank Islam berjaya mendepani cabaran pasaran kewangan global yang tidak menentu, kemelesetan ekonomi dunia dan persekitaran operasi yang sangat kompetitif untuk mengekalkan keuntungan dan kedudukan yang teguh dalam industri perbankan Islam domestik. Bank terus mengorak langkah dalam semua bidang dengan memperkukuh asas perniagaannya, menjana aset berkualiti dan juga mempelbagaikan serta meningkatkan pendapatan berasaskan bukan dana.
Pengarah urusan
Dato Sri Zukri Samat
These commendable results Pencapaian memberang Since the launch of the Turnaround came to a gratifying conclusion sangkan terhasil selepas tiga after three years of executing tahun Bank melaksanakan Plan, we have made a remarkable all five pillars of our Turnaround kesemua lima tunggak Pelan return to profitability. Plan which had been in place Pemulihannya yang bermula since October 2006. Since the pada Oktober 2006. Sejak Sejak Pelan Pemulihan dilancarkan, launch of the Turnaround Plan, Pelan Pemulihan dilancarkan, kami telah berjaya mencatat kembali we have made a remarkable kami telah berjaya mencatat return to profitability, built a kembali keuntungan keuntungan. solid foundation for future memuaskan, membina asas expansion and even grown yang mantap bagi pertumbuhan from strength to strength in masa hadapan, malah ber several key areas. As we tambah kukuh dalam beberapa prepare to embark on a new bidang utama. Pengalaman phase that will be characterised by high but sustainable daripada fasa pemulihan memberi beberapa pengajaran yang growth trends, our experiences in the turnaround phase bernilai dalam persiapan memulakan fasa baharu yang akan will provide us some valuable lessons going forward. It is bercirikan trend pertumbuhan tinggi dan mampan. Pencapaian imperative that we replicate the successes of the Pelan Pemulihan perlu dijadikan landasan di mana kesemua lima Turnaround Plan whereby all five pillars were not only tunggak disempurnakan mengikut jadual dan melangkaui jangkaan completed on schedule but exceeded expectations on terbukti dengan kecemerlangan prestasi Bank. many fronts. Indeed, the results speak for themselves.
PELaN PEmuLiHaN DaN PENCaPaiaN utama turNarouND PLaN aND kEY aCHiEVEmENtS
recapitalisation of Bank islam Two capital injection exercises for different purposes: RM1.0 billion in October 2006 to stop the bleeding, put Bank Islam back on the profitability track and rebuild our infrastructure. RM540.0 million by October 2009 to strengthen the Banks capital as well as support future growth, investment in capacity and capability building and more aggressive expansion plans. Permodalan semula Bank islam Dua suntikan modal bagi tujuan yang berbeza: Oktober 2006, suntikan modal RM1.0 bilion dibuat bagi mengawal kerugian, membina semula prasarana dan meletakkan semula Bank Islam pada landasan keberuntungan. Oktober 2009, suntikan modal RM540.0 juta selesai dilaksanakan untuk memperkukuh modal Bank di samping menyokong pertumbuhan masa hadapan, pelaburan dalam pembangunan kebolehan dan kapasiti, serta pelan pengembangan yang lebih agresif.
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return to profitability Profit before tax and zakat: FY2007 RM236.7 million FY2008 RM308.3 million (Bank Islams highest since inception). FY2009 RM233.1 million.
kembali mencatat keuntungan Keuntungan sebelum cukai dan zakat: TK2007 RM236.7 juta TK2008 RM308.3 juta (keuntungan tertinggi sejak penubuhan Bank Islam) TK2009 RM233.1 juta
Significant drop in net non-performing financing (NPF) ratio From a high of 13.6% (endSeptember 2006) to 4.9% (endJune 2009) owing to the establishment of a dedicated and specialised team to maximise recovery efforts. New asset portfolio with better asset quality NPF ratio of post2006 financing portfolio stands at about 1.0% on account of a new business model with enhanced assessment of credit and risk appetite as well as a robust risk management framework and related mechanisms. increase in transactional income or non-fund based income A hefty increase of 46.7% to RM131.0 million in FY2009, representing 10.3% of total income compared to 9.0% in FY2007 (due to the introduction of new revenue lines under the Corporate Investment Banking division, structured investment products, trade financing, etc). Lowering of cost-to-income ratio From 68.2% in FY2007 to 56.7% in FY2009 notwithstanding the aggressive investment to revamp and enhance the Banks IT infrastructure, expand its branch network, develop its human capital as well as undertake aggressive promotional and marketing initiatives.
Penurunan ketara dalam nisbah pembiayaan tak berbayar (NPF) bersih Satu pasukan khas ditubuhkan untuk memberi tumpuan kepada usaha kutipan semula, menghasilkan penurunan ketara NPF bersih daripada 13.6% (akhir September 2006) kepada 4.9% (akhir Jun 2009). Portfolio aset baharu dengan kualiti yang lebih baik Nisbah NPF bagi portfolio pembiayaan pasca2006 berada pada kadar 1.0% berikutan model niaga yang baharu dengan penilaian kredit dan risiko serta rangka kerja pengurusan risiko dan mekanisme berkaitan yang diperkukuhkan. Peningkatan dalam pendapatan transaksi atau pendapatan berasaskan bukan dana Pengenalan kepelbagaian hasil baharu di bawah Perbankan Pelaburan Korporat, beberapa produk pelaburan berstruktur, pembiayaan perdagangan dan lainlain telah membawa kepada kenaikan ketara dalam pendapatan transaksi atau pendapatan berasaskan bukan dana sebanyak 46.7% kepada RM131.0 juta pada TK2009. Ini mewakili 10.3% daripada jumlah pendapatan berbanding dengan 9.0% pada TK2007. Penurunan nisbah kos kepada pendapatan Meskipun pelaburan agresif dibuat bagi memperbaharui dan mempertingkatkan prasarana teknologi maklumat (IT) Bank, memperluaskan rangkaian cawangan, membangunkan modal insan serta melaksanakan inisiatif promosi dan pemasaran, nisbah kos kepada pendapatan turun kepada 56.7% pada TK2009 berbanding dengan 68.2% pada TK2007.
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Diversification of business lines The Corporate Investment Banking division was established in FY2007 as a result of the reorganisation of the Debt Capital Market (DCM) Department. The Corporate Finance (CF) department was then set up in FY2008 to undertake equity linked fundraising exercises and advisory services in particular to tap the opportunities created with the introduction of the Capital Market & Services Act in 2007.
Appointed as a corporate advisor for the mandatory general offer exercise for a public listed company in FY2008. Dilantik sebagai penasihat korporat untuk usaha tawaran awam mandatori bagi syarikat tersenarai awam pada TK2008.
kepelbagaian jaluran perniagaan Perbankan Pelaburan Korporat ditubuhkan pada TK2007 hasil penyusunan semula Jabatan Pasaran Modal Hutang (DCM). Ini diikuti dengan penubuhan Jabatan Kewangan Korporat (CF) pada TK2008 bagi menawarkan khidmat pengumpulan dana berkaitan ekuiti dan nasihat kewangan khususnya untuk mengambil peluang daripada pengenalan Akta Perkhidmatan dan Pasaran Modal pada tahun 2007.
Launch of wealth management products and services in FY2008 and bureau de change services in FY2009 to boost the Banks feebased income. recruitment of new talents with the required capability and experience to fill in all senior management posts Positions of Chief Financial Officer, Chief Risk Officer, Chief Technology Officer, Chief Internal Audit, Director of Corporate Investment Banking and Chief Business Support Officer, among others, have been successfully filled up. Our highly competent management team members will act as catalysts of change as well as impart their knowledge and leadership skills as part of the Banks structured succession plan.
Bank melancarkan produk dan perkhidmatan pengurusan kekayaan pada TK2008 dan khidmat biro tukaran wang asing atau bereau de change (BDC) pada TK2009 bagi merangsang pendapatan berasaskan fi. Pengambilan bakat baharu yang berkemampuan dan berpengalaman bagi mengisi jawatan pengurusan kanan Antara jawatan Pengurusan Kanan yang telah diisi adalah Ketua Pegawai Kewangan, Ketua Pegawai Risiko, Ketua Pegawai Teknologi, Ketua Audit Dalaman, Pengarah Perbankan Pelaburan Korporat dan Ketua Pegawai Sokongan Perniagaan. Barisan pengurusan kami yang kompeten menjadi pemangkin perubahan di samping berkongsi pengetahuan dan kemahiran kepimpinan sebagai sebahagian daripada pelan pewarisan berstruktur Bank.
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Execution of first corporate finance deal Appointed as a corporate advisor for the mandatory general offer exercise for a public listed company in FY2008, to become the first commercial bank in Malaysia offering such services under the wholesale Islamic banking licence. Completion of the corporate rebranding exercise and introduction of new identity, core values, brand essence, change of mindset and work culture Vigorous measures were undertaken to promote and inculcate a performanceoriented sales, credit, services and collection culture among employees. remodelling of 45 branches with fresh new look and customer friendly services The underlying intention is to ensure increased accessibility to various touch points, excellent comfort and superior service quality for customer convenience and a fulfilling banking experience. Expansion of branch network to 100 branches from 90 Additional branches were established in Ampang, Kelana Jaya, Putra Heights, Kota Damansara and Saujana Utama in Selangor; Sandakan and Karamunsing in Sabah; Kuantan in Pahang, as well as Wangsa Maju and Bukit Damansara in Federal Territory, Kuala Lumpur. Platinum award for islamic Financial Services in the annual readers Digest trusted Brands award 2009 Won this inaugural award for the success of our corporate rebranding, branch remodelling and business transformation initiatives, together with the launch of innovative and attractive products and services. All in all, quite a remarkable journey over a short three year period for Bank Islam.
Penyempurnaan urus niaga kewangan korporat yang pertama Pada TK2008, Bank Islam menjadi bank perdagangan pertama di Malaysia yang menawarkan khidmat kewangan korporat dengan pelantikannya sebagai penasihat dalam tawaran awam mandatori bagi syarikat tersenarai awam di bawah lesen perbankan Islam borong. Penyempurnaan usaha penjenamaan semula korporat dan pengenalan identiti baharu, nilai teras, inti pati jenama, perubahan perenggu minda dan budaya kerja Langkah agresif diambil untuk menggalakkan dan memupuk budaya jualan, kredit, perkhidmatan dan pungutan yang berorientasikan prestasi di kalangan kakitangan. Pemodelan semula 45 cawangan dengan penampilan baharu yang segar dan perkhidmatan mesra pelanggan Bertujuan memastikan akses yang lebih baik kepada pelbagai pusat hubungan, keselesaan dan kualiti perkhidmatan yang unggul bagi kemudahan pelanggan di samping pengalaman perbankan yang memuaskan. Pengembangan rangkaian cawangan daripada 90 kepada 100 cawangan Cawangan baharu dibuka di Ampang, Kelana Jaya, Putra Heights, Kota Damansara dan Saujana Utama di Selangor, Sandakan dan Karamunsing di Sabah, Kuantan di Pahang; serta Wangsa Maju dan Bukit Damansara di Wilayah Persekutuan, Kuala Lumpur. anugerah Platinum bagi Perkhidmatan kewangan islam sempena Annual Readers Digest Trusted Brands Award 2009 Anugerah yang buat julung kalinya diperkenalkan ini, merupakan pengiktirafan atas kejayaan Bank Islam bagi penjenamaan semula korporat, pemodelan semula cawangan dan inisiatif transformasi niaga sertapelancaran produk dan perkhidmatan yang inovatif dan menarik. Keseluruhannya, tempoh tiga tahun yang singkat ini merupakan satu pengalaman yang hebat bagi Bank Islam.
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CoNtriButorY PErFormaNCE
FaCtorS
to
FY2009S
In FY2009, Bank Islams profits were mainly derived from business operations, in contrast to the previous financial years where a significant contribution to profits came from recovery activities. Despite the huge reduction in our base financing rate to 5.6% to date from a high of 6.8% as at endNovember 2008, we registered total revenue growth of 10.0% (RM1.3 billion in FY2009 vs. RM1.2 billion in FY2008). This came on the back of a RM600.5 million growth in net financing assets to RM9.7 billion as well as a 21.4% increase in customer deposits to RM25.2 billion, which resulted in higher investment income. The share of nonfund based income was significantly higher, at 10.3% of total revenue in FY2009 as compared to 7.8% in FY2008. The increase came mainly from our structured investment product i.e. An Najah as well as higher income from the trade services, foreign exchange (forex) related and investment activities as well as dividends. The Banks asset quality has strengthened too as reflected by the decrease in our net NPF ratio to 5.0% as at endJune 2009 from 7.8% a year ago. As a result, Bank Islam registered a huge 28.2% jump in profit before provision to RM359.2 million in FY2009 from RM280.2 million in the previous financial year. What is more impressive was the fact that we managed to record this strong doubledigit growth despite higher operational expenditures resulting from continued efforts to strengthen our IT infrastructure, human capital, customer services and touch points as well as investments in branch remodelling and branch network expansion.
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Kami juga melancarkan AlWe also launched Al-Awfar, a Awfar, suatu produk deposit deposit product which To reflect our commitment to helping yang menggabungkan ciriciri combines certain features of tertentu akaun simpanani dan our savingsi and investmenti retrenched customers ride out the pelaburani Bank. Produk accounts. A first in Islamic economic woes, we launched the inovatif yang berasaskan banking, this innovative Mudharabah ini adalah yang Mudharabahbased product EHSAN Programme. pertama seumpamanya dalam rewards deserving account Program EHSAN dilancarkan sebagai perbankan Islam. Produk ini holders with cash prizes of up memberi peluang kepada to RM100,000 every quarter tanda komitmen Bank membantu pemegang akaun untuk which ultimately allows them to pelanggan yang kehilangan pekerjaan memenangi wang tunai save and simultaneously earn sehingga RM100,000 pada profit on investment of the akibat kemelut ekonomi. setiap suku tahun. Ini amount saved. Another membolehkan pemegang innovation was the An-Najah akaun menyimpan dan pada NID-i our first structured masa yang sama, memperoleh keuntungan daripada pelaburan investment product incorporating a healthcare focus. It yang dibuat. Produk inovatif lain adalah An-Najah NID-i produk enables customers to enjoy relatively higher returns while pelaburan berstruktur pertama kami yang bertemakan penjagaan having protection of their initial capital. The An-Najah kesihatan. Produk ini membolehkan pelanggan menikmati NID-i received an overwhelming response, attracting a pulangan yang lebih tinggi sementara modal permulaannya pula total subscription of RM353 million within four weeks of dilindungi. Respons yang diberi kepada An-Najah NID-i amat its launch. memberangsangkan di mana ia berjaya menarik sejumlah RM353.0 juta dalam tempoh empat minggu selepas pelancaran. In collaboration with Tenaga Nasional Berhad, we embarked on the Sinar Letrik Home Campaign to reimburse Dengan kerjasama Tenaga Nasional Berhad, kami melancarkan new home financing customers for their electricity usage Kempen Sinar Letrik Rumah di mana kos penggunaan elektrik over a fiveyear period. To reflect our commitment to pelanggan pembiayaan rumah baharu dibayar balik oleh Bank helping retrenched customers ride out the economic sepanjang tempoh lima tahun. Program EHSAN dilancarkan woes, we launched the EHSAN Programme. This 12month sebagai tanda komitmen Bank membantu pelanggan yang instalment deferment scheme offers special respite to our kehilangan pekerjaan akibat kemelut ekonomi. Skim ini home financingi customers who have been retrenched menawarkan penangguhan bayaran ansuran selama 12 bulan from 1 July 2008 as a result of the current economic kepada pelanggan pembiayaan rumahi yang telah diberhentikan downturn. kerja dari 1 Julai 2008 akibat kemelesetan ekonomi semasa.
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Consumer Banking has also begun to customise financing solutions for specific groups such as young graduates, civil servants, medical practitioners and bankers, which became instant hits. Our Bank Islam MasterCard Own Your Address in the City campaign was a runaway success, attracting over 4.6 million eligible entries and chalking up the highest ever monthly sales volume over a fivemonth period. In September 2009, in partnership with Lembaga Tabung Haji, Bank Islam launched the Tabung Haji Uniteller Service. This customerfriendly and efficient initiative is the firstofitskind in Malaysia and will enable Muslims all over the country to perform Tabung Haji related financial transactions and Hajj registration at any of Bank Islams 97 branches. The division also undertook several strategic initiatives during the financial year to enhance efficiency and extend its reach. These included centralising processing activities to expedite the turnaround time as well as enhancing the uniformity of credit evaluation process nationwide.
Satu lagi produk yang mendapat sambutan hangat adalah program pembiayaan khusus yang ditawarkan oleh Perbankan Pengguna kepada kumpulan tenaga kerja yang spesifik seperti siswazah muda, kakitangan awam, pengamal perubatan dan pegawai bank. Kempen MasterCard Bank Islam Miliki Rumah di Bandar Raya juga merupakan satu kejayaan besar. Ia menarik lebih 4.6 juta penyertaan dan meningkatkan jumlah jualan bulanan tertinggi dalam tempoh lima bulan. Pada September 2009, Bank Islam melancarkan Khidmat Uniteller dengan kerjasama Lembaga Tabung Haji. Inisiatif yang cekap dan mesra pelanggan ini merupakan inisiatif yang pertama seumpamanya di Malaysia. Menerusi inisiatif ini umat Islam di seluruh negara dapat menjalankan transaksi kewangan Tabung Haji dan urusan pendaftaran Haji di manamana cawangan Bank Islam. Perbankan Pengguna juga melaksanakan beberapa inisiatif strategik sepanjang tahun kewangan ini bagi meningkatkan kecekapan dan memperluaskan jangkauan. Ini meliputi aktiviti pemprosesan setempat yang dijalankan bagi menyingkatkan masa urus niaga dan meningkatkan keseragaman proses penilaian kredit di seluruh negara.
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To boost performance and maintain its competitive edge in the future, Consumer Banking will adopt specific strategies in four core areas. On the assets front, we will endeavour to offer competitivelypriced products and grow our assets by financing the purchase of properties in good locations. We will be focusing on high yielding hero products i.e. credit cards and personal financing as well as financing facilities for the vehicle segment while embarking on more humanity banking initiatives such as the EHSAN Programme. On the customer deposits/ liabilities front, we will grow our current accounts and savings accounts (CASA) base to close the gap between financings and deposits as well as introduce more attractive deposit products. In relation to fund based income, we intend to capture the market by offering competitive financing rates commensurate with the risks taken as part of our initial steps to implement riskbased pricing. On the feebased income, we will create new hero products using our electronic banking, wealth management and BDC platforms. To date, we have successfully developed our bancatakaful and will writing services. We will also endeavour to make electronic banking a profit centre and will aggressively promote existing popular products among the younger generation. On the operational front, we will work to reduce operational expenses, improve service efficiency and delivery system at our branches as well as further elevate customer service efforts. Ultimately, our focus will be on building rapport and closer relationships with our customers from all walks of life and backgrounds.
Untuk meningkatkan prestasi dan mengekalkan kelebihan daya saingnya pada masa depan, Perbankan Pengguna akan mengguna pakai strategi khusus dalam empat bidang teras. Dari segi aset, kami akan menawarkan produk yang kompetitif dari segi harga dan menambah aset melalui pembiayaan harta tanah di lokasi lokasi yang strategik. Kami akan memberi tumpuan pada produk utama yang berpulangan tinggi, iaitu kad kredit dan pembiayaan peribadi serta kemudahan pembiayaan kenderaan di samping melaksanakan lebih banyak inisiatif perbankan kemanusiaan seperti Program EHSAN. Dari segi deposit/liabiliti pengguna, kami akan meningkatkan portfolio akaun semasa dan akaun simpanan (CASA) untuk merapatkan jurang antara pembiayaan dan deposit serta memperkenalkan produk deposit yang lebih menarik. Berhubung dengan pendapatan berasaskan dana, kami berazam untuk menguasai pasaran dengan menawarkan kadar pembiayaan yang kompetitif setara dengan risiko yang diambil. Ini adalah sebahagian daripada langkahlangkah awal ke arah pelaksanaan penetapan harga berasaskan risiko. Dari segi pendapatan berasaskan fi, kami akan mewujudkan produkproduk utama baharu dengan menggunakan platform perbankan elektronik, pengurusan kekayaan dan BDC. Sehingga kini, kami berjaya menyediakan perkhidmatan seperti bankatakaful dan penulisan wasiat. Kami juga akan berusaha menjadikan perbankan elektronik satu pusat keuntungan manakala produk popular yang sedia ada akan dipromosikan secara agresif kepada generasi yang lebih muda. Dari segi operasi, kami akan berusaha mengurangkan perbelanjaan operasi, meningkatkan kecekapan perkhidmatan dan sistem penyampaian di cawangancawangan Bank serta meneruskan usaha menambah baik khidmat pelanggan. Yang pentingnya, kami akan memberi tumpuan pada usaha meningkatkan hubungan baik dengan para pelanggan daripada semua lapisan masyarakat.
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memenuhi keperluan khusus Catering to Customers Pelanggan Specific Needs SMEs also stand to benefit from our Dalam suasana ekonomi In the current economic semasa, Perbankan Komersil climate, Commercial Banking offer of procurement contract akan terus memberi tumpuan will continue to focus on financings and various other vendor pada pembiayaan berasaskan specific programmebased program khusus untuk financings for its SME programmes. pelanggan PKSnya. Ini customers. These include PKS juga mendapat manfaat daripada termasuk beberapa skim yang several Governmentfunded dibiayai Kerajaan seperti Skim schemes like the SME tawaran pembiayaan kontrak Bantuan Jaminan PKS, Skim Assistance Guarantee Scheme, perolehan dan pelbagai program Jaminan Modal Kerja dan Working Capital Guarantee Skim Dana Pinjaman Scheme and Industry vendor kami yang lain. Pembiayaan Penstrukturan Restructuring Financing Loan Semula Industri. PKS juga Guarantee Scheme. SMEs also mendapat manfaat daripada stand to benefit from our offer tawaran pembiayaan kontrak perolehan dan pelbagai program of procurement contract financings and various other vendor kami yang lain. Bagi segmen Korporat Baharu Muncul, vendor programmes. As for our Emerging Corporate kami akan memberi tumpuan pada industri berpotensi yang segment, we will focus on specific growth industries and spesifik dan memanfaatkan hubungan yang sedia erat kami leverage on our established relationships with GLCs. dengan GLC. Even as we continue to provide financing, we will Walaupun pembiayaan terus ditawarkan, kami akan melaksanakan undertake the necessary due diligence and establish usaha ketekunan wajar yang perlu dan mewujudkan kriteria yang appropriate criteria to match the Banks riskreward sesuai dengan profil tanggungan ganjaran risiko Bank. Kami akan appetite. We will continue to adopt a customercentric terus menerima pakai model yang mengutamakan pelanggan model while serving our customers business chain ketika khidmat diberikan kepada rantaian perniagaan pelanggan through a walletsizing approach. The division will also kami melalui pendekatan wallet-sizing. Kami juga akan memberi focus on identifying greenfield businesses especially with tumpuan dalam mengenal pasti perniagaan dalam bidang baharu regard to SMEs. terutamanya yang berkaitan dengan PKS. Moving forward, Commercial Banking will focus its efforts Pada masa hadapan, Perbankan Komersil akan memberi tumpuan on penetrating GLCs in the oil and gas, plantations, pada usaha menembusi GLC dalam industri minyak dan gas, energy and utilities as well as food and beverage perladangan, tenaga dan utiliti serta industri makanan dan industries. We will also actively launch new financing minuman. Kami juga akan melancarkan program pembiayaan programmes for our Enterprise Banking customers. Finally, baharu secara aktif untuk pelanggan Perbankan Perusahaan the division intends to grow its market share by striving kami. Akhir sekali, bahagian ini berhasrat meningkatkan bahagian to become the main banker for its existing prime pasaran dengan berusaha menjadi bank utama pelanggan yang customers. sedia ada.
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The year also saw all processing operations of the Trade Services unit being centralised while the processing teams are being empowered to meet customers specific needs. The Trade Sales team has been identified as the reference point for trade customers and other Bank Islams business units. It has been tasked to respond promptly to all trade customerrelated issues as well as customer visits and trainings. During the year under review, Bank Islam embarked on correspondent banking activities which involve effecting remittances for Majlis Amanah Rakyat (MARA) sponsored students studying abroad. In early 2009, we secured the Ministry of Higher Educations (MOHE) mandate to remit monthly allowances to Malaysian students in Australia and New Zealand. The Correspondent Banking units 7.0% growth in income was mainly due to the increase of rebates gained through student remittances. To facilitate increasing commercial banking and Treasury related activities, Correspondent Banking opened a new Pound Sterling (GBP) Nostro account and a new Canadian Dollar (CAD) Nostro account. Correspondent Banking is presently arranging to effect the monthly remittances for MoHE and MARA students using CyberPay, a webbased, realtime remittance system while also exploring the use of several other remittance systems. Growing through innovation The outlook for Corporate Banking is closely linked to economic conditions at home and abroad. The immediate key strategy for Corporate Banking is to grow its asset base. The division hopes to increase the nonfund based income through the provision of forex related services and increased participation in syndicated transactions which should give a lift to the Banks profile while improving the management of balance sheet exposures. Corporate Banking will also focus on developing niche markets and fostering enhanced relationships with customers. The division will endeavour to roll out more innovative financial solutions that will enable our customers to outsource the management of their payables and receivables to Bank Islam. To gain new ground, the division will provide flexible, customised and competitively priced financial solutions to meet customer requirements. Other initiatives will see the implementation of a new core banking system to support new cash management products as well as the assignment of dedicated relationship managers and a knowledgeable ebanker support team to each corporate customer.
Tahun kewangan ini juga menyaksikan semua operasi pemprosesan unit Perkhidmatan Perdagangan dijalankan setempat manakala pasukan pemprosesan diberi persediaan bagi memenuhi keperluan khusus para pelanggan. Pasukan Jualan Perdagangan telah dikenal pasti sebagai sumber rujukan bagi pelanggan perniagaan dan unit perniagaan lain Bank Islam. Unit ini ditugaskan untuk mengambil tindakan segera terhadap semua isu berkaitan pelanggan perniagaan serta menguruskan lawatan pelanggan dan latihan. Pada tahun kewangan ini, Bank Islam menjalankan aktiviti perbankan koresponden yang melibatkan kiriman wang untuk pelajar Malaysia di luar negara tajaan Majlis Amanah Rakyat (MARA). Pada awal tahun 2009, kami berjaya mendapat mandat Kementerian Pendidikan Tinggi (MOHE) untuk mengirim elaun bulanan kepada para pelajar Malaysia di Australia dan New Zealand. Pertumbuhan 7.0% dalam pendapatan unit Perbankan Koresponden didorong terutamanya oleh peningkatan hasil rebat atas pengiriman wang pelajar. Bagi memudahkan aktiviti perbankan komersil dan yang berkaitan Perbendaharaan yang semakin rancak, Perbankan Koresponden melancarkan akaun Nostro Pound Sterling (GBP) dan akaun Nostro Canadian Dollar (CAD) yang baharu. Kini, Perbankan Koresponden sedang membuat persediaan untuk membolehkan pengiriman bulanan kepada para pelajar tajaan MoHE dan MARA dengan menggunakan CyberPay, suatu sistem pengiriman masa nyata berasaskan web. Perbankan Koresponden juga sedang mengenal pasti beberapa sistem pengiriman lain. Pertumbuhan melalui inovasi Prospek bagi Perbankan Korporat berkait rapat dengan keadaan ekonomi dalam dan luar negara. Strategi utama dalam masa terdekat bagi Perbankan Korporat adalah untuk meningkatkan portfolio aset. Kami berharap agar dapat meningkatkan pendapatan berasaskan bukan dana melalui perkhidmatan berkaitan forex dan peningkatan penyertaan dalam urus niaga bersindiket yang akan menaikkan profil Bank di samping menambah baik pengurusan kunci kirakira. Perbankan Korporat juga akan memberi tumpuan untuk membangunkan pasaran khusus dan memupuk perhubungan yang lebih baik dengan para pelanggan. Kami akan berusaha melancarkan lebih banyak penyelesaian kewangan inovatif yang akan membolehkan pelanggan mengupah Bank Islam bagi mengurus perkara perlu dibayar dan pembayaran belum terima. Kami akan menyediakan penyelesaian kewangan yang fleksibel dan bersesuaian pada harga yang berdaya saing untuk memenuhi keperluan pelanggan bagi memperluaskan perniagaan. Inisiatif inisiatif lain meliputi pelaksanaan sistem perbankan teras baharu untuk menyokong produk pengurusan tunai baharu serta pelantikan pengurus perhubungan khusus dan pasukan sokongan ejurubank yang berpengetahuan untuk setiap pelanggan korporat.
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To maintain its competitiveness, the Trade Services unit will accommodate secure online applications; develop its Letter of CreditTrade Working Capital Financingi (LC TWCFi) using the Istisna contract to complement Murabahahbased LC transactions; and develop multi currency financing facilities, among other initiatives.
Bagi mengekalkan daya saingnya, unit Perkhidmatan Perdagangan antara lain akan menyediakan aplikasi dalam talian yang selamat; membangunkan Surat KreditPembiayaan Modal Kerja Perniagaani (LC TWCFi) dengan menggunakan kontrak Istisna untuk melengkapi transaksi LC berasaskan Murabahah; dan membangunkan kemudahan pembiayaan pelbagai mata wang.
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Strong Strides Forward During the year, Bank Islam became the manager for the Terengganu Investment Authoritys RM5.0 billion Islamic MediumTerm Notes (IMTN) Programme. This landmark 30year issue has earned the reputation of being Malaysias longest tenured bond for both the Sukuk and conventional markets. Treasury entered into Bank Islams first Shariah based equity option and undertook its first asset swap transaction which entailed applying hedge accounting for the first time to a bond portfolio. Treasury also launched a new line of business, the Bulk Payment Foreign Exchange transaction. Over the course of the financial year, Commodity Undertakingi and a new customer service, namely the daily market news updates via SMS were introduced. In addition, Bank Islam was selected as one of Malaysias first Islamic Principal Dealers (and the only fullfledged Islamic bank) by Bank Negara Malaysia on 1 July 2009. Comprehensive Product Spectrum With the launch of new Treasury products such as deposits, investments, foreign exchange and hedging solutions, Bank Islams Treasury product range is now complete and we have an equivalent Shariahbased treasury product for almost every conventional counterpart. Going forward, Treasury will focus its efforts to provide innovative Shariahbased Treasury solutions and will look to create differentiation through superior customer service. Revenue growth is expected to come from foreign exchange, Shariahbased derivative solutions and securities transactions. Treasury will also endeavour to grow its feebased income aggressively and will strengthen its market share via higher deposit growth in particular lowcost deposits and a bigger share of customers wallets through crossselling activities.
Langkah kemajuan Bagi masa Depan Pada tahun kewangan ini, Bank Islam menjadi pengurus bagi Program Nota Bertempoh Sederhana Islam (IMTN) terbitan Badan Pelaburan Terengganu bernilai RM5.0 bilion. Terbitan mercu tanda 30tahun ini telah mendapat pengiktirafan sebagai bon bertempoh matang paling lama bagi Sukuk dan pasaran konvensional di Malaysia. Perbendaharaan menandatangani perjanjian opsyen bagi ekuiti berasaskan Syariah yang pertama untuk Bank Islam. Kami juga melaksanakan transaksi swap aset pertama bagi Bank Islam melibatkan penggunaan perakaunan lindung nilai buat pertama kali bagi portfolio bon. Perbendaharaan juga melancarkan cabang perniagaan baharu, iaitu urus niaga Pembayaran Pukal bagi Pertukaran Asing. Sepanjang tahun kewangan ini, Aku Janji Komoditii dan suatu perkhidmatan pelanggan baharu (perkembangan berita pasaran harian terkini melalui SMS) diperkenalkan. Selain itu, Bank Islam dipilih sebagai salah satu Peniaga Utama Islam pertama di Malaysia (dan (satusatunya bank Islam sepenuhnya) oleh Bank Negara Malaysia pada 1 Julai 2009. Spektrum Produk yang komprehensif Dengan pelancaran produk Perbendaharaan baharu seperti deposit, pelaburan, pertukaran asing dan penyelesaian lindung nilai, kini Bank Islam mempunyai barisan produk Perbendaharaan yang lengkap dan berlandaskan Syariah setanding dengan hampir semua produk konvensional. Pada masa hadapan, Perbendaharaan akan menumpukan usaha bagi menyediakan penyelesaian Perbendaharaan berlandaskan Syariah yang inovatif dan akan cuba mewujudkan perbezaan melalui khidmat pelanggan yang cemerlang. Pertumbuhan hasil dijangka berpunca daripada pertukaran asing, penyelesaian derivatif berlandaskan Syariah dan urus niaga sekuriti. Perbendaharaan juga akan berusaha meningkatkan pendapatan berasaskan fi secara agresif dan akan memperkukuh bahagian pasarannya melalui pertumbuhan deposit yang lebih pesat khususnya deposit berkos rendah dan bahagian lebih besar daripada pendapatan boleh guna pelanggan menerusi aktiviti penjualan bersilang.
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As part of its efforts to provide valueadded services to clients, the division conducted a Business Seminar on Capital Raising & Financing Options during the year which drew a good turnout from GLCs and the private sector. Going forward, the division will continue to organise similar seminars or conferences for the purpose of creating new business opportunities. Seamless Solution offering For the year under review, our Corporate Investment Bankings operations remained a distinct business unit until its recent merger with the Corporate Banking division. Pursuant to the reorganisation of both divisions and the transfer of toptier corporate banking accounts to Corporate Investment Banking, the newly structured division is now able to offer a seamless package of Shariahbased products and services to the Banks corporate customers ranging from bridging financing and bilateral financing to capital market fundraising and equity related advisory services. The improved efficiencies and synergistic benefits arising from housing all corporate related financial products and services under one division present a key value proposition for the Corporate Investment Banking division to scale greater heights moving forward. a Cautious and Selective approach While the implementation of the two stimulus packages and various other measures has so far resulted in improved investor confidence, Corporate Investment Banking prefers to adopt a cautious and selective revenuedriven approach with a focus on credit quality and transaction viability. At the same time, the division will leverage on its corporate banking as well as debt and equity capital market capabilities to maintain its competitiveness as it pursues new business opportunities.
Sebagai sebahagian daripada usaha menyediakan khidmat nilai tambahan kepada pelanggan, kami menganjurkan Seminar Perniagaan mengenai Pilihan Terbitan Modal dan Pembiayaan dalam tahun tersebut yang berjaya menarik kehadiran GLC dan sektor swasta. Pada masa hadapan, kami akan terus menganjurkan seminar atau persidangan yang serupa, bertujuan untuk mewujudkan peluangpeluang perniagaan baharu. tawaran Penyelesaian tidak terbatas Pada tahun kewangan ini, operasi Perbankan Pelaburan Korporat kekal sebagai sebuah unit perniagaan tersendiri sehingga penggabungannya barubaru ini dengan bahagian Perbankan Korporat. Berikutan penstrukturan semula keduadua bahagian dan pemindahan akaun korporat peringkat tinggi kepada Perbankan Pelaburan Korporat, bahagian yang baharu ini kini mampu menawarkan pakej produk dan perkhidmatan berlandaskan Syariah yang tidak terbatas kepada pelanggan korporat Bank. Ini termasuk pembiayaan penyambung dan pembiayaan dwi hala untuk terbitan dana pasaran modal dan khidmat nasihat yang berkaitan ekuiti. Peningkatan kecekapan dan manfaat sinergi berikutan terhimpunnya semua produk dan perkhidmatan kewangan berkaitan korporat di bawah satu bahagian merupakan tawaran nilai yang utama bagi Perbankan Pelaburan Korporat untuk melangkah lebih jauh pada masa hadapan. Pendekatan yang Berhati-hati dan terpilih Walaupun pelaksanaan dua pakej rangsangan dan pelbagai langkah lain telah meningkatkan keyakinan pelabur, Perbankan Pelaburan Korporat memilih untuk mengambil pendekatan secara berhatihati dan penjanaan hasil yang terpilih dengan tumpuan pada kualiti kredit dan daya maju urus niaga. Pada masa yang sama, kami akan memanfaatkan keupayaan perbankan korporat serta pasaran hutang dan ekuiti untuk mengekalkan daya saing ketika berusaha mencari peluang perniagaan baharu.
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Sepanjang tahun kewangan During the financial year under ini, kami berjaya membantu review, the unit successfully pelanggan yang menghadapi helped customers who were During the financial year under review, masalah kewangan untuk facing financial difficulties to menjadualkan semula reschedule their payments as the unit successfully helped pembayaran mereka dan juga well as assisted those who customers who were facing financial membantu mereka yang layak were eligible to make difficulties. membuat pengeluaran withdrawals from the Employees daripada Kumpulan Wang Provident Fund. In addition, Sepanjang tahun kewangan ini, kami Simpanan Pekerja. Selain itu, the Consumer Recovery team berjaya membantu pelanggan yang pasukan Pemulihan Pengguna ensured that all Takaful claims memastikan semua tuntutan were expedited in instances menghadapi masalah kewangan. Takaful dipercepatkan untuk where customers were pelanggan yang telah deceased or faced permanent meninggal dunia atau yang disability. The units initiatives menghadapi hilang upaya have gone a long way in kekal. Inisiatif kami telah banyak membantu dalam melegakan relieving the financial burden of hard pressed customers beban kewangan pelanggan sementara pada masa yang sama while improving the Banks asset quality at the same berjaya meningkatkan kualiti aset Bank. time. Based on the subpar economic outlook for 2010, Consumer Recovery believes that collection activities will continue to be difficult going forward while expecting a slight uptick to its NPF position. To overcome this, Consumer Recovery plans to continue with the initiatives that have been effective thus far while constantly monitoring accounts with lower Months in Arrears (MIA) to ensure minimal deterioration. To boost its performance and maintain its competitive edge, Consumer Recovery plans to put in place a comprehensive financial collection system. Berdasarkan tinjauan ekonomi bagi tahun 2010 yang kurang memberangsangkan, Pemulihan Pengguna percaya ia akan terus mengalami kesukaran dalam aktiviti pungutan pada masa depan. Kami juga menjangkakan kedudukan NPF akan meningkat sedikit. Bagi menangani masalah ini, Pemulihan Pengguna merancang untuk meneruskan inisiatif yang terbukti berkesan setakat ini selain terus memantau akaun yang mempunyai tunggakkan bulanan yang rendah (MIA) bagi memastikan kemerosotan yang minimum bagi kualiti aset. Bagi merangsang prestasi dan mengekalkan daya saing, kami merancang untuk mewujudkan sistem pungutan kewangan yang komprehensif.
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Network Expansion Plans Bank Islam will continue to invest in branch network expansion and business development as well as focus on developing certain niche businesses to build a solid foundation for sustainable growth. In relation to franchise development, we will continue to invest to ensure greater customer accessibility and convenience. As at November 2009, we had expanded our branch network to 100 branches from 90 in FY2008. By endJune 2011, we aim to have in place a total of 115 branches nationwide. At the same time, the Group will continue with its branch rationalisation exercise which entails redefining our business direction and relocating our existing branches to more strategic business growth areas. The Bank will also promote other delivery channels such as Internet banking, mobile banking and selfservice terminals in the form of automated teller machines, cash deposit machines and cheque deposit machines. In addition to our first two BDC outlets at the LCCTKLIA and in Karamunsing which serve as a touch point for customers to reach our retail foreign currency services, we will open more standalone BDC outlets nationwide to make these services more accessible. Over time, other products and services including encashment of travellers cheques and remittances will gradually be introduced. Business Growth Strategies As per our key business direction, we shall continue to expand our nonfund based income by enhancing our key sources of feebased income such as structured deposit products, wealth management and bancatakaful services as well as our foreign exchange and trade businesses. As a key strategic response to sustaining profitability when net financing income is compressed, we will grow our lowcost deposits in particular current and savings accounts (CASAs). Going forward, Bank Islam aims to attract more non Muslims (in particular high net worth individuals) who now account for less than 10% of its overall retail clientele. Among potential retail customers, we are now targeting to reach out to the more lucrative middletohigh income group with value propositions that will render us increasingly attractive as the preferred banker or the most trusted financial advisor for these more affluent customers. We will do this without undermining our longstanding commitment to providing support to our traditional customer base. While Corporate Investment Banking (including the Corporate Banking department) shifts its
Pelan Pengembangan rangkaian Bank Islam akan terus melabur dalam pengembangan rangkaian cawangan dan pembangunan perniagaan serta tumpuan untuk membangunkan perniagaan khusus bagi membina asas yang kukuh demi pertumbuhan yang mampan. Bagi perluasan francais, kami akan terus melabur untuk memastikan pelanggan mendapat kemudahan dan akses yang lebih baik. Pada November 2009, kami telah menambah rangkaian cawangan kami kepada 100 cawangan daripada 90 pada TK2008. Sehingga akhir Jun 2011, kami meletakkan sasaran untuk mempunyai 115 cawangan di seluruh negara. Pada masa yang sama, Kumpulan juga akan meneruskan usaha rasionalisasi cawangannya yang melibatkan pentakrifan semula arah tuju niaga kami dan penempatan semula cawangan cawangan yang sedia ada ke kawasan yang lebih strategik. Bank juga akan mempromosi saluran penyampaian lain seperti perbankan Internet, perbankan mudah alih dan terminal layan diri dalam bentuk mesin teler automatik, mesin deposit tunai dan mesin deposit cek. Sebagai tambahan kepada dua cawangan BDC pertama kami di LCCTKLIA dan di Karamunsing yang bertindak sebagai pusat hubungan untuk pelanggan bagi mendapat menjangkau khidmat mata wang asing runcit, kami akan membuka lebih banyak cawangan BDC di seluruh negara bagi memberi kemudahan akses perkhidmatan ini. Produk dan perkhidmatan lain termasuk penunaian cek kembara dan kiriman wang akan mula diperkenalkan secara berperingkat pada masa akan datang. Strategi Pertumbuhan Perniagaan Sebagaimana hala tuju perniagaan utama kami, kami akan terus meningkatkan pendapatan berasaskan bukan dana dengan menambah sumber bagi pendapatan berasaskan fi yang utama seperti produk deposit berstruktur, pengurusan kekayaan dan perkhidmatan bankatakaful serta perniagaan pertukaran asing dan perniagaan perdagangan. Bagi mengekalkan keuntungan apabila terdapat tekanan dalam pendapatan pembiayaan bersih, strategi kami adalah untuk mengembangkan deposit berkos rendah, khususnya akaun semasa dan simpanan (CASA). Pada masa hadapan, Bank Islam menyasarkan untuk menarik lebih ramai pelanggan bukan Islam (terutamanya individu yang bernilai bersih yang tinggi) yang kini hanya 10.0% daripada keseluruhan pelanggan runcit kami. Antara pelanggan berpotensi runcit, kami kini menyasarkan untuk mendapat kumpulan berpendapatan pertengahanketinggi yang lebih menguntungkan dengan saranan bernilai yang akan menjadikan kami bank pilihan atau penasihat kewangan yang dipercayai bagi kumpulan pelanggan ini. Tindakan ini akan dilakukan tanpa menjejaskan komitmen jangka panjang Bank bagi menyokong pelanggan
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focus towards toptier conglomerates, GLCs and other highend companies with good credit quality, the Commercial Banking division will concentrate on small andmedium enterprises as well as vendors and other companies in the supply chain of GLCs. Structural Changes There have been several structural changes within our organisation since 1 July 2009. Our Corporate Banking Division has been streamlined whereby the Top Tier portfolio has been redesignated to the Corporate Investment Banking Division while the Emerging Corporate portfolio is now under the Commercial Banking Division. The Recovery & Rehabilitation Division now reports to the Chief Financial Officer and the Transaction Services Division has been reorganised and now comprises Cash Management, Credit Administration, Head Office Service Delivery, Trade Services, Trade Operations and Channel Management (Branch Operations & Branch Performance) activities that report to the Chief Business Support Officer. We are confident that this new structure will bring in higher synergistic values, enhance the overall efficiency of the Banks business and operational processes as well as support various ongoing initiatives and those in the pipeline. The establishment of the Product Development Department is to spearhead the development of innovative and universally acceptable Islamic financial products and services as well as Islamic financial solutions customised for specific customer needs. People Strategy Even as we seek to map a new strategic outline, develop new business models or enhance existing ones, and design a new organisational structure, we will ensure that all of our initiatives will be owned and driven by staff who we can count on to deliver.
tradisional kami. Perbankan Pelaburan Korporat (termasuk jabatan Perbankan Korporat) akan mengalih tumpuannya pada konglomerat peringkat tinggi, GLC dan syarikat berprestij lain dengan kualiti kredit yang baik sementara bahagian Perbankan Komersil akan memberi tumpuan pada perusahaan kecil dan sederhana serta vendor dan syarikat lain dalam rantaian penawaran GLC. Perubahan Struktur Sejak 1 Julai 2009, organisasi kami telah melalui beberapa perubahan struktur. Bahagian Perbankan Korporat kami diperkemas di mana portfolio Peringkat Tinggi diletakkan di bawah Bahagian Perbankan Pelaburan Korporat sementara portfolio Korporat Baharu Muncul diletakkan di bawah Bahagian Perbankan Komersil. Kini Bahagian Pemulihan dan Rehabilitasi melapor kepada Ketua Pegawai Kewangan. Bahagian Perkhidmatan Urus Niaga pula telah distrukturkan semula untuk merangkumi aktiviti Pengurusan Tunai, Pentadbiran Kredit, Penyampaian Perkhidmatan Ibu Pejabat, Perkhidmatan Perdagangan, Operasi Perdagangan dan Pengurusan Saluran (Operasi Cawangan dan Prestasi Cawangan) yang melapor kepada Ketua Pegawai Sokongan Perniagaan. Kami yakin bahawa struktur yang baharu ini akan membawa nilai sinergi yang lebih tinggi, meningkatkan kecekapan keseluruhan dalam proses perniagaan dan operasi Bank serta menyokong pelbagai inisiatif yang sedang dilaksanakan termasuk yang masih dalam peringkat perancangan. Penubuhan Jabatan Pembangunan Produk adalah untuk menerajui pembangunan produk dan perkhidmatan kewangan Islam yang inovatif dan diterima secara universal serta penyelesaian kewangan Islam yang memenuhi keperluan khusus pengguna. Strategi modal insan Di samping melakar rangka kerja strategik dan membangunkan model niaga yang baharu atau menambah baik yang sedia ada serta membentuk struktur organisasi baharu, kami akan memastikan bahawa kesemua inisiatif ini dipertanggungjawabkan kepada dan dipacu oleh kakitangan kami yang mampu melaksanakannya.
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With demand for effective leadership at an alltime high, the importance of grooming inhouse allrounded leaders who are geared up to take on challenges in all forms anytime, is magnified. Bank Islams workforce, its current and future leaders our most valuable assets must be able to execute any conceived strategy, drive revenue generating activities and deliver the intended results. The Bank has been developing and implementing a structured leadership and succession planning programme where the plan extends to identifying suitable candidates who will be equipped and armed with knowledge and skills through the relevant training and development programmes as well as other onthejob exposures to prepare for any trials and tribulations in the future. Moving forward, for Bank Islam to scale greater heights, our Management team and staff will endeavour to honour the responsibility entrusted upon us with great dedication, high integrity and a strong commitment to value delivery. This will be achieved through the continuous and unwavering support from all our shareholders.
Dengan permintaan yang tinggi terhadap keberkesanan kepimpinan, usaha mempersiapkan pemimpin dalaman yang serba boleh dan bersedia menyahut cabaran dalam apa jua bentuk pada setiap masa menjadi semakin penting. Warga kerja Bank Islam, pemimpin Bank Islam yang sedia ada dan yang akan datang merupakan aset paling berharga Bank harus mampu melaksanakan sebarang strategi yang dirancang, memacu aktiviti yang menjana hasil dan menghasilkan keputusan yang diharapkan. Bank telah membangunkan dan melaksanakan program berstruktur kepimpinan dan perancangan pewarisan bertujuan untuk mengenal pasti calon yang sesuai. Mereka akan dilengkapi dengan pengetahuan dan kemahiran melalui program latihan dan pembangunan yang relevan serta pendedahan semasa bertugas untuk bersedia menempuh sebarang ujian pada masa depan. Mengorak langkah ke hadapan, bagi membolehkan Bank Islam mencapai ke tahap yang lebih tinggi, barisan Pengurusan dan kakitangan kami akan berusaha melaksanakan tanggungjawab yang diamanahkan dengan penuh dedikasi, integriti dan iltizam yang tinggi demi memastikan pelaksanaan yang berjaya. Ini boleh dicapai melalui sokongan padu yang berterusan dari semua pihak berkepentingan kami.
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17 oCt/okt 2008
Bank Islam acted as Principal Adviser for the Mandatory TakeOver Offer Exemption exercises of TH Plantations Berhad and Lembaga Tabung Haji. Bank Islam bertindak sebagai Penasihat Utama bagi perlaksanaan Pengecualian Tawaran Pengambilalihan Mandatori TH Plantations Berhad dan Lembaga Tabung Haji.
9 DEC/DiS 2008
Bank Islam acted as Principal Adviser for the Plantation Assets Acquisition exercise of TH Plantations Berhad. Bank Islam bertindak sebagai Penasihat Utama bagi perlaksanaan Pemerolehan Aset Ladang bagi TH Plantations Berhad.
21 NoV/NoV 2008
The Consulate of the Republic of Uganda visited Bank Islam to gain knowledge in Islamic banking and financing to set up Islamic banks in their home country. Pejabat Konsul Republik Uganda mengunjungi Bank Islam untuk tujuan menimba ilmu mengenai perbankan dan pembiayaan Islam dalam usaha untuk mewujudkan bank Islam di negara mereka.
19 SEPt/SEPt 2008
Bank Islam acted as Joint Manager for the RM1.5 billion Government Guaranteed Islamic Medium Term Notes Programme for Malaysia Debt Ventures Berhad, the government owned venture capital financier and facilitator for the information and communications technology (ICT) and highgrowth sectors in Malaysia. Bank Islam bertindak sebagai Pengurus Bersama bagi Program Nota Islam Berjangka Sederhana Jaminan Kerajaan yang bernilai RM1.5 bilion untuk Malaysian Debt Ventures Berhad, pembiaya dan pemudah cara bagi modal usaha niaga milik Kerajaan khusus untuk teknologi maklumat dan komunikasi (ICT) serta sektorsektor pertumbuhan tinggi di Malaysia.
29 NoV/NoV 2008
Friendly Golf Tournament with Accountant General (AG) which has been organised annually by Bank Islam symbolises the continuance of affiliation between Bank Islam and AG. Pertandingan Golf Persahabatan tahunan dengan Jabatan Akauntan Negara (AG) anjuran Bank Islam sebagai lambang kerjasama yang berterusan antara Bank Islam dengan AG.
2008
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10 DEC/DiS 2008
Bank Islam acted as Joint Lead Arranger and Shariah Adviser for the RM200 million Bai Murabahah Medium Term Notes Programme for TH Plantations Berhad. Bank Islam bertindak sebagai Penyusun Utama Bersama dan Penasihat Syariah bagi Program Nota Jangka Sederhana Bai Murabahah untuk TH Plantations Berhad yang bernilai RM200 juta.
14 DEC/DiS 2008
Friendly Golf Game with FELCRA organised by Bank Islam was held to foster the business relationship and further strengthen ukhuwah between the two. Pertandingan Golf Persahabatan dengan FELCRA yang dianjurkan oleh Bank Islam. Pertandingan ini bertujuan untuk mengeratkan ikatan perniagaan dan memperkukuhkan ukhuwah antara keduaduanya.
13 DEC/DiS 2008
Bank Islam expanded its foreign currency retail services with the opening of its first Bureau De Change (BDC) outlet at the Low Cost Carrier Terminal, Kuala Lumpur International Airport. Bank Islam mengembangkan perkhidmatan runcit mata wang asingnya dengan pembukaan Biro Tukaran Wang Asing (BDC) pertama di Low Cost Carrier Terminal, Lapangan Terbang Antarabangsa Kuala Lumpur.
13 DEC/DiS 2008
Rebranding Bank Islam via Individual Transformation of Personnel which was conducted by Yang Berbahagia Dato Dr. Fadzilah Kamsah and organised by Bank Islam was aimed to personalise the Banks rebranding in each and every employee. Penjenamaan semula Bank Islam melalui Transformasi Kakitangan Individu anjuran Bank Islam yang dikendalikan oleh Yang Berbahagia Dato Dr. Fadzilah Kamsah. Program ini bertujuan untuk menjadikan penjenamaan semula ini sesuatu yang peribadi bagi setiap kakitangan.
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15 JaN/JaN 2009
Bank Islam Innovation Award for students of Universiti Institut Teknologi Mara (UiTM) was designed to promote interest and boost confidence among the UiTM students in creating an innovative culture and broadening talent as this could fashion world class designers and researchers. Anugerah Inovasi Bank Islam bagi para pelajar Universiti Institut Teknologi Mara (UiTM) direka untuk menggalakkan minat dan merangsang keyakinan diri di kalangan para pelajar UiTM bagi mewujudkan budaya inovatif dan memperluaskan bakat kerana usaha ini mampu menghasilkan para pereka dan penyelidik bertaraf dunia.
19 JaN/JaN 2009
Bank Islam distributed New Straits Times and Berita Harian newspapers every Monday to 13 adopted PINTAR schools as an act of encouraging students to read and use newspaper as a source of reference. Bank Islam mengedarkan akhbar New Straits Times dan Berita Harian pada setiap hari Isnin kepada 13 sekolah angkat PINTAR dalam usaha menggalakkan para pelajar membaca surat khabar dan menjadikannya sebagai sumber rujukan.
22 JaN/JaN 2009
Festival Pembangunan Ekonomi Islam was where Bank Islam set up a booth with the goal of introducing and promoting Islamic banking and finance. Festival Pembangunan Ekonomi Islam merupakan festival di mana Bank Islam mendirikan gerai dengan matlamat untuk memperkenalkan dan mempromosikan perbankan dan kewangan Islam.
2009
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FEB/FEB 2009
Distribution of Buku Wang Saku to 429 adopted schools under Bank Negara Malaysia and also Braille version of Buku Wang Saku to visually impaired students to expose students on financial planning and savings habits. Pengedaran Buku Wang Saku ke 429 sekolah angkat di bawah Bank Negara Malaysia dan juga Buku Wang Saku versi Braille kepada para pelajar cacat penglihatan untuk mendedahkan para pelajar kepada perancangan kewangan dan tabiat menabung.
9 FEB/FEB 2009
Bank Islam was awarded The Edge Lipper Malaysia Fund Awards 2009 for ASBI Dana AlMunsif Best Mixed Asset MYR Balanced Islamic Fund for period ending December 2008, managed by the subsidiary of Bank Islam, BIMB Investment Management Berhad. Bank Islam dianugerahkan The Edge Lipper Malaysia Fund Awards 2009 untuk ASBI Dana AlMunsif Dana Islam Seimbang MYR Aset Campuran Terbaik (Best Mixed Asset MYR Balanced Islamic Fund) bagi tempoh berakhir Disember 2008, yang diuruskan oleh BIMB Investment Management Berhad, subsidiari Bank Islam.
12 FEB/FEB 2009
A Memorandum of Understanding paved the way for an exclusive partnership between Bank Islam Trust Company (Labuan) Ltd. and Bank Muamalat Indonesia Group to cooperate in the promotion of Islamic trust products to the worlds largest Islamic nation. Memorandum Persefahaman merintis jalan bagi perkongsian eksklusif antara Bank Islam Trust Company (Labuan) Ltd. dengan Bank Muamalat Indonesia Group untuk bekerjasama dalam mempromosi produk amanah Islam kepada negara yang mempunyai bilangan penduduk Islam terbesar di dunia.
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20 FEB/FEB 2009
English for Young Learners programme were conducted in PINTAR schools, designed to bring the English language to life, cultivate creativity, encourage interaction, build confidence and effortlessly develop effective communications among the students. Program English for Young Learners atau Bahasa Inggeris untuk Para Pelajar Muda telah dikendalikan di sekolahsekolah PINTAR. Ia dirumus khusus untuk menghidupkan Bahasa Inggeris dalam kehidupan, memupuk kreativiti, menggalakkan interaksi, membina keyakinan diri, dan mewujudkan komunikasi berkesan secara bersahaja di kalangan para pelajar.
20 FEB/FEB 2009
Education of the present shapes our future. Bank Islam as a responsible corporate body has carried out the Mesmerize with English for Teachers programme throughout PINTAR schools that was targeted to enhance lecturing techniques, role playing, simulations, oral presentations and public speaking components which helps students in their comprehension of English. Pendidikan hari ini berupaya membentuk masa depan kita. Sebagai sebuah badan korporat yang bertanggungjawab, Bank Islam telah menjalankan program Mesmerize with English for Teachers atau Terpukau dengan Bahasa Inggeris untuk Para Guru di semua sekolah PINTAR terpilih dengan tujuan untuk menambah baik teknik mengajar, aksi lakonan, simulasi, pembentangan/ persembahan lisan dan pidato umum yang boleh membantu penguasaan Bahasa Inggeris di kalangan para pelajar.
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27 FEB/FEB 2009
Bank Islam was awarded the mandate as Principal Adviser/Lead Arranger, Facility Agent and Shariah Adviser for the RM115.0 million Sukuk and RM60.0 million Bridging Financing Facility for ASSAR Chemicals Dua Sdn Bhd, a Sarawak state government related oil and gas company. Bank Islam diberi mandat sebagai Penasihat Utama/Penyusun Utama, Ejen Kemudahan dan Penasihat Syariah bagi Sukuk yang bernilai RM115.0 juta dan Kemudahan Pembiayaan Penyambung yang bernilai RM60.0 juta untuk ASSAR Chemicals Dua Sdn Bhd, iaitu syarikat minyak & gas Kerajaan Negeri Sarawak.
22 FEB/FEB 2009
As part of our expansion plan, the new Sandakan Branch was officially launched by Sabah Deputy Chief Minister, Yang Berhormat Datuk Seri Panglima Haji Yahya Hussin, and now Bank Islams products and services are within reach throughout major cities of the state. Sebagai sebahagian daripada rancangan pengembangan kami, Cawangan Sandakan telah dilancarkan secara rasmi oleh Timbalan Ketua Menteri Sabah, Yang Berhormat Datuk Seri Panglima Haji Yahya Hussin, dan kini produk dan perkhidmatan Bank Islam telah menjangkau ke seluruh bandarbandar utama di negeri Sabah.
mar/maC 2009
Jom Save Cost Campaign (Electricity, Paper, and Water) series started off in March as cost saving measures to survive the global economic turmoil. Siri Kempen Jom Save Cost (Elektrik, Kertas, dan Air) bermula pada bulan Mac sebagai langkah penjimatan kos dalam usaha mengharungi kemelut ekonomi global yang sedang dihadapi.
25 FEB/FEB 2009
Bank Islams Corporate Investment Banking conducted a seminar on Capital Raising & Financing Options in Miri, Sarawak to provide participants with an understanding of the key elements on financing for projects. Perbankan Pelaburan Korporat Bank Islam telah mengadakan seminar mengenai Pengumpulan Modal & Opsyen Pembiayaan di Miri, Sarawak untuk memberi kefahaman kepada para peserta mengenai unsurunsur utama dalam pembiayaan sesuatu projek.
27 FEB/FEB 2009
Bank Islam Kota Samarahan branch relocates to larger premises, re enforcing the Banks rebranding plan. Pelan penjenamaan semula Bank diperkukuh dengan perpindahan cawangan Bank Islam Kota Samarahan ke premis yang lebih besar.
4 mar/maC 2009
The Bank announced a Profit Before Zakat and Tax (PBZT) of RM100.6 million for the six months ended 31 December 2008. Bank mengumumkan Keuntungan Sebelum Zakat dan Cukai (PBZT) berjumlah RM100.6 juta untuk enam bulan berakhir 31 Disember 2008.
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9 mar/maC 2009
Maulidur Rasul Celebration at Dataran Merdeka was held as a symbol of belief and unity. Sambutan Maulidur Rasul di Dataran Merdeka diadakan sebagai lambang kepercayaan dan perpaduan.
25 mar/maC 2009
Bank Islam launched the firstofits kind product, AlAwfar Savings Accounti & Investment Accounti that offers a unique proposition of allowing the Bank to reward deserving account holders with cash prizes of up to RM100,000. Bank Islam melancarkan produk yang julungjulung kali diperkenalkan, Akaun Simpanani & Akaun Pelaburani Al Awfar yang memberikan tawaran unik yang membolehkan Bank memberi hadiah wang tunai berjumlah sehingga RM100,000.
19 mar/maC 2009
Bank Islam rewards card members in its Own Address In The City campaign with grand prize of a Metropolitan Square Service Apartment worth RM314,100.00 in Damansara Perdana, Petaling Jaya. Bank Islam menganugerahkan para pemegang kad dengan hadiah utama berupa Pangsapuri Berperkhidmatan Medan Metropolitan bernilai RM314,100.00 di Damansara Perdana, Petaling Jaya dalam kempen Alamat tersendiri di Bandar Raya.
14 mar/maC 2009
In collaboration with NSTP, Bank Islam sponsored Niexter Competition for Secondary and Primary students. Melalui jalinan kerjasama dengan NSTP, Bank Islam telah menaja Pertandingan Niexter bagi para pelajar Sekolah Menengah dan Sekolah Rendah.
28 mar/maC 2009
Bank Islam arranged the Managers Conference 2009 for team building to keep all managerial staff abreast with team management responsibilities. Bank Islam telah mengatur Persidangan Para Pengurus 2009 untuk memastikan bahawa kesemua kakitangan peringkat pengurusan bersedia untuk melaksanakan tanggungjawab.
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7 aPr/aPr 2009
Bank Islams Weekend Banking Campaign at the new Ampang branch was a campaign to serve its customers better. Kempen Perbankan Hujung Minggu Bank Islam yang diadakan di cawangan baharu Ampang merupakan kempen untuk memberi perkhidmatan yang lebih baik kepada para pelanggan.
26 aPr/aPr 2009
Bank Islam set up a booth at Minggu Amanah Saham Malaysia held at Padang B, Plaza Angsana, Johor Bahru which was launched officially by the Prime Minister, Yang Amat Berhormat Dato Seri Mohd. Najib bin Tun Abdul Razak. Bank Islam membuka gerai sempena sambutan Minggu Amanah Saham Malaysia yang diadakan di Padang B, Plaza Angsana, Johor Bahru. Program tersebut telah dirasmikan oleh Perdana Menteri, Yang Amat Berhormat Dato Seri Mohd. Najib bin Tun Abdul Razak.
10 aPr/aPr 2009
Bank Islam offers customers a 12month installment deferment scheme as part of the EHSAN programme to offer relief to the Banks financingi customers who have been affected by the current economic slowdown. Bank Islam menawarkan kepada para pelanggannya skim penangguhan ansuran 12bulan sebagai sebahagian daripada program EHSAN bagi mengurangkan beban yang ditanggung oleh para pelanggan pembiayaani yang terjejas oleh kemelesetan ekonomi yang sedang melanda negara.
16 aPr/aPr 2009
Bank Islam implemented the Interbank Murabahah Master Agreement (IMMA) which was launched by AIBIM to increase Islamic banking activities and act as a benchmark for global Islamic banking industry. Bank Islam menyempurnakan Perjanjian Induk Murabahah Antara Bank (IMMA) yang dilancarkan oleh AIBIM untuk menambahkan aktiviti perbankan Islam dan bertindak sebagai penanda aras bagi industri perbankan Islam global.
4 maY/mEi 2009
Passion for Extraordinary Performance conducted by Dr. Lawrence Walter Ng was organised by Human Resource to inculcate high performance culture amongst our middle management staff. Keghairahan mencapai Prestasi Cemerlang yang dikendalikan oleh Dr. Lawrence Walter Ng anjuran Sumber Manusia untuk memupuk budaya prestasi tinggi di kalangan kakitangan pengurusan pertengahan.
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21 JuN/JuN 2009
In the Ipoh Starwalk 2009, part of the Banks corporate responsibility was to distribute free newspapers to participants, to inculcate the habit of reading. Semasa Ipoh Starwalk 2009, Bank telah melaksanakan sebahagian daripada tanggungjawab korporatnya dengan mengedarkan surat khabar kepada para peserta bagi memupuk minat membaca.
8 maY/mEi 2009
Bank Islam acted as Principal Adviser for the Employees Share Option Scheme exercise of TH Plantations Berhad. Bank Islam bertindak sebagai Penasihat Utama bagi perlaksanaan Skim Opsyen Saham Pekerja bagi TH Plantations Berhad.
27 JuN/JuN 2009
GotongRoyong activities at Asrama Penyayang Nur Iman organised by Treasury Department to provide a better living for the orphanages. Aktiviti GotongRoyong di Asrama Penyayang Nur Iman anjuran Jabatan Perbendaharaan untuk menyediakan suasana kehidupan yang lebih baik dan selesa di rumahrumah anak yatim.
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3 JuL/JuL 2009
Sinar Letrik Home Campaign launched by Bank Islam helps house owners pay for their electricity bills for 5 years under a collaboration with Tenaga Nasional Berhad (TNB). Kempen Sinar Letrik Rumah yang dilancarkan oleh Bank Islam membantu pemilik rumah membayar bil elektrik mereka selama 5 tahun di bawah usaha sama dengan Tenaga Nasional Berhad (TNB).
12 JuL/JuL 2009
Bank Islam organised the Annual Bowling Tournament with Accountant General at Alamanda, Putrajaya to strengthen the business relationship. Bank Islam menganjurkan Pertandingan Boling Tahunan dengan pejabat Ak auntan N egar a di A l am an da, Putrajaya bagi mengeratkan lagi hubungan niaga antara keduadua pihak.
16 JuL/JuL 2009
Association of Development Financing Institutions in Asia and the Pacific (ADFIAP) from Philippines visited Bank Islam to gain knowledge in Islamic banking and finance. Persatuan Institusi Pembiayaan Pembangunan di Asia dan Asia Pasifik (ADFIAP) dari Filipina mengunjungi Bank Islam untuk menambah pengetahuan mereka mengenai perbankan dan kewangan Islam.
28 JuL/JuL 2009
Bank Islam in collaboration with JAKIM sponsored 13 episodes of Sayang di Sayang Programme at RTM1 to raise awareness on the need to help elevate the well being of our community. Bank Islam dengan usaha sama JAKIM telah menaja 13 episod Program Sayang di Sayang yang disiarkan di RTM1 untuk meningkatkan kesedaran mengenai keperluan menambah baik kesejahteaan komuniti kita.
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4 auG/oGo 2009
Bank Islams Managing Director, Yang Berbahagia Dato Sri Zukri Samat presented the Banks business zakat worth RM1.7 million to Yang Berhormat Senator Dato Major General (B) Datuk Jamil Khir Baharom to be contributed to the needy. Pengarah Urusan Bank Islam, Yang Berbahagia Dato Sri Zukri Samat menyerahkan zakat perniagaan Bank bernilai RM1.7 juta kepada Yang Berhormat Senator Dato Major General (B) Datuk Jamil Khir Baharom untuk diagihkan kepada penerimapenerima yang layak.
4 auG/oGo 2009
Bank Islam was represented by four speakers, Yang Berbahagia Dato Sri Zukri Samat, Puan Mashitah Hj Osman, Puan Norashikin Mohd Kassim as well as Mr. Jeroen P.M.M. Thijs and was one of the lead sponsors for IFN forum held on 3rd 5th August 2009 at Mandarin Oriental, Kuala Lumpur. Dalam forum IFN yang diadakan pada 3 5 Ogos 2009 di Mandarin Oriental, Kuala Lumpur, Bank Islam diwakili oleh empat penceramah, iaitu Yang Berbahagia Dato Sri Zukri Samat, Puan Mashitah Hj Osman, Puan Norashikin Mohd Kassim serta En. Jeroen P.M.M. Thijs. Bank Islam juga merupakan antara penaja utama bagi program tersebut.
9 auG/oGo 2009
Bank Islam organised a Friendly Bowling Tournament with Media as a means of strengthening ukhuwah between the Bank and members of the media. Bank Islam menganjurkan Pertandingan Boling Persahabatan dengan pihak Media sebagai satu kaedah untuk mengeratkan ikatan ukhuwah antara keduadua pihak.
18 auG/oGo 2009
Bank Islam offers micro financing, a minimum of RM100 million to Celcom dealers in the Northern region to upgrade their business as part of the Celcom Xclusive Programme. Bank Islam menawarkan pembiayaan mikro dengan minimum RM100 juta kepada wakil penjual Celcom di wilayah Utara untuk menaikkan taraf perniagaan mereka sebagai sebahagian daripada Program Celcom Xclusive.
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21 auG/oGo 2009
Bank Islam participated in the Malaysian Financial Planning Council (MFPC), a Shariah awareness programme for undergraduates and polytechnics 2009/2010. Bank Islam menyertai Majlis Perancangan Kewangan Malaysia (MFPC) dalam satu program kesedaran Syariah untuk mahasiswa dan pelajar politeknik 2009/2010.
1 SEP/SEP 2009
Bank Islam distributed Ramadhan gift packs at AKLEH Highway, Ampang, Kuantan Merdeka Square Ramadhan Bazaar, Penang Bridge toll and Skudai toll in Johor. Bank Islam mengedarkan bungkusan hadiah Ramadhan di Lebuh Raya AKLEH, Ampang, Bazar Ramadhan Dataran Merdeka Kuantan serta di tol Jambatan Pulau Pinang dan Skudai, Johor.
24 auG/oGo 2009
Signed an agreement with SAS Malaysia on Risk Management System to elevate and enhance its bankwide risk management system. Menandatangani perjanjian mengenai Sistem Pengurusan Risiko dengan SAS Malaysia untuk menambah baik sistem pengurusan risiko secara menyeluruh di Bank Islam.
28 auG/oGo 2009
Bank Islam opened three new branches in Kota Damansara, Putra Heights USJ as well as Kuantan, Pahang which totals to 96 branches in line with its continuous efforts to meet the everincreasing needs of its valued customers. Sejajar dengan usaha untuk memenuhi keperluan para pelanggannya yang terus meningkat, Bank Islam membuka tiga cawangan baharu di Kota Damansara, Putra Heights USJ serta di Kuantan, Pahang. Ini meningkatkan jumlah cawangan Bank kepada 96 kesemuanya.
2 SEP/SEP 2009
The Bank announced a Profit Before Zakat and Tax (PBZT) of RM233.1 million for the 12 months ended 30 June 2009. Although the PBZT was 24.3% lower than the RM308.3 million achieved in the same period last year, the bank had registered a 28.0% improvement in its Operating Profit. Bank mengumumkan Keuntungan Sebelum Zakat dan Cukai (PBZT) berjumlah RM233.1 juta untuk 12 bulan berakhir 30 Jun 2009. Walaupun PBZT 24.3% ini lebih rendah daripada jumlah RM308.3 juta yang dicapai dalam tempoh yang sama pada tahun lalu, bank berjaya merekod peningkatan dalam Keuntungan Operasi sebanyak 28.0%.
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6 SEP/SEP 2009
Bank Islam sponsored Majlis Berbuka Puasa and presented zakat worth RM3000 each to orphanage home in Kelantan, Melaka, Kedah and Sarawak. Bank Islam menaja Majlis Berbuka Puasa dan menyampaikan zakat bernilai RM3000 setiap satu kepada rumahrumah anak yatim di Kelantan, Melaka, Kedah dan Sarawak.
28 SEP/SEP 2009
Joint effort with Tabung Haji in launching the Uniteller Service which enables performance of Tabung Haji transactions and Hajj registration at any of Bank Islam branches nationwide. Bekerjasama dengan Tabung Haji melancarkan Khidmat Uniteller yang membolehkan perlaksanaan urus niaga Tabung Haji dan pendaftaran Haji di manamana cawangan Bank Islam di seluruh negara.
15 SEP/SEP 2009
Bank Islam acted as CoManager for the RM4.0 billion Government Guaranteed Islamic Medium Term Notes Programme for Syarikat Prasarana Negara Berhad, the governmentowned developer and operator of the urban public transport infrastructure in Malaysia. Bank Islam bertindak sebagai Pengurus Bersama bagi Program Nota Islam Berjangka Sederhana Jaminan Kerajaan bernilai RM4.0 bilion bagi Syarikat Prasarana Negara Berhad, pemaju milik kerajaan dan pengendali infrastruktur pengangkutan bandar di Malaysia.
28 SEP/SEP 2009
Bank Islam Raya Open House at Sime Darby Convention Centre was held as a symbol of unity between Bank Islam and its valued clients. Majlis Rumah Terbuka Bank Islam di Pusat Konvensyen Sime Darby diadakan sebagai lambang perpaduan antara Bank Islam dengan para pelanggannya yang amat dihargai.
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Bank Islam has always been committed towards undertaking responsible corporate practices that empower our stakeholders, especially the communities we operate in, and which promote the development of Islamic banking. These objectives continue to remain the cornerstones of the Banks Corporate Responsibility (CR) programme. As we continue to advocate integrity in our business undertakings and endeavour to make a positive economic, social and environmental impact via our business practices, the Bank continues to bring into play pragmatic CR initiatives aimed at the workplace, marketplace, community and the environment. In the year under review, the Bank embarked on several notable initiatives and programmes nationwide in line with the Banks desire to achieve its CR objectives and vision of becoming a global leader in Islamic banking.
Bank Islam sentiasa komited ke arah menerapkan amalan korporat yang bertanggungjawab bagi memperkasa pihak berkepentingan, terutamanya masyarakat tempat kami beroperasi, dan yang menggalakkan pembangunan perbankan Islam. Matlamat ini terus kekal sebagai tunjang program Tanggungjawab Korporat Bank. Dalam usaha menyokong integriti perniagaan kami dan menghasilkan kesan yang positif ke atas ekonomi, sosial dan persekitaran melalui amalan perniagaan, Bank Islam terus menjalankan inisiatif Tanggungjawab Korporat yang pragmatik di tempat kerja, pasaran, masyarakat dan persekitaran. Dalam tempoh tahun kewangan ini, Bank Islam memulakan beberapa inisiatif dan program penting di seluruh negara sejajar dengan hasratnya untuk mencapai matlamat dan visi Tanggungjawab Korporat untuk menjadi pemimpin global dan perbankan Islam.
religious lectures delivered by notable in-house and invited speakers; appointment of internal fire/floor marshals at each level of our offices; hand sanitizer facilities and facial masks for all staff and customers to contain the spread of Influenza A (H1N1); daily updates to our employees through our Intranet and Microsoft Outlook facilities; offer sundry fund and festival advancement to employees requiring financial assistance; and top priority to internal applicants for job vacancies.
kuliah agama yang disampaikan oleh penceramah dalaman dan jemputan terkenal; pelantikan floor marshals di setiap aras pejabat kami; kemudahan sanitiser tangan dan topeng muka untuk semua kakitangan dan pelanggan bagi mengekang tersebarnya Influenza A (H1N1); laporan kemas kini harian kepada kakitangan kami melalui kemudahan Intranet kami dan Microsoft Outlook; tawaran pelbagai dana dan pendahuluan untuk sambutan perayaan kepada kakitangan yang memerlukan bantuan kewangan; dan keutamaan diberikan kepada pemohon dalaman bagi kekosongan jawatan.
mEmakmurkaN PaSaraN
Sebagai perintis perbankan Islam di negara ini, kami terus memainkan peranan penting dalam memakmurkan pasaran dengan meningkatkan kesedaran orang ramai mengenai produk dan perkhidmatan berasaskan Syariah dan memakmurkan industri melalui inisiatifinisiatif yang berikut:
(1)
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University and IBS College of Sarawak. Our representatives have also delivered a public lecture at the London Business School, United Kingdom; served on the advisory board for the establishment of the Centre for Islamic Studies, Universiti Malaysia Sabah; and provided advisory support to the Financial Services Talent Enrichment Programme (FSTEP) at Universiti Sains Malaysia as well as the Islamic Finance Programme for the Accountant General and religious departments nationwide; participation in the Malaysian Financial Planning Council (MFPC), a Shariah awareness programme for undergraduates and polytechnics 2009/2010 where as many as 10,000 undergraduates at selected local and private universities and polytechnics learn to equip themselves with Takaful and Islamic financial planning knowledge and information with the aim of taking up a potential career in the Islamic finance industry; participation in the 3rd International Conference Muslim Tourism, Hajj & Umrah (InCoMTHU), organised by the Malaysian Association of Tour and Travel Agents (MATTA) in collaboration with the Department of Zakat, Wakaf and Hajj as well as Tourism Malaysia, Lembaga Tabung Haji and the Royal Embassy of Saudi Arabia. The main objective of this conference was to share knowledge and promote Muslim Travel & Tourism in the global arena as well as position Malaysia as a prime Muslim tourist destination. The conference also served as a platform for delegates to discuss issues relating to the Hajj, Umrah and Muslim tour operations within Malaysia and other Muslim countries; participation in the Islamic Economic Development Festival Exhibitions 2009 (iFest 2009), organised by Yayasan Pembangunan Ekonomi Islam Malaysia (YAPEIM) to explore new markets as well as facilitate interaction, discussion and relationships among the participants, governments and the public sector;
Teknologi MARA (UiTM), Monash University dan IBS College Sarawak. Wakilwakil kami juga telah menyampaikan kuliah awam di London Business School, United Kingdom; berkhidmat dalam lembaga penasihat bagi penubuhan Pusat Pengajian Islam, Universiti Malaysia Sabah; dan memberikan sokongan khidmat nasihat kepada Program Memperkayakan Bakat Perkhidmatan Kewangan (FSTEP) di Universiti Sains Malaysia serta Program Kewangan Islam untuk Akauntan Negara dan jabatanjabatan agama di seluruh negara; menyertai program kesedaran Syariah anjuran Malaysian Financial Planning Council (MFPC) untuk pelajar universiti dan politeknik 2009/2010, di mana sebanyak 10,000 pelajar di universiti dan politeknik tempatan terpilih memperlengkap diri dengan pengetahuan dan maklumat tentang perancangan kewangan Islam dan Takaful dengan tujuan untuk meneroka peluang kerjaya dalam industri kewangan Islam; menyertai Persidangan Pelancongan Islam, Haji & Umrah Antarabangsa (InCoMTHU) ke3, anjuran Malaysian Association of Tour and Travel Agents (MATTA) dengan kerjasama Jabatan Zakat, Wakaf dan Haji serta Tourism Malaysia, Lembaga Tabung Haji dan Royal Embassy of Saudi Arabia. Matlamat utama persidangan ini adalah untuk berkongsi pengetahuan dan mempromosi Muslim Travel & Tourism dalam arena global serta meletakkan Malaysia sebagai destinasi utama pelancongan Islam. Persidangan ini juga dijadikan sebagai platform untuk membolehkan para delegasi membincangkan isu berkaitan dengan Haji, Umrah dan operasi pelancongan Islam di Malaysia dan di negaranegara Islam lain; menyertai Pameran Festival Pembangunan Ekonomi Islam 2009 (iFest 2009), anjuran Yayasan Pembangunan Ekonomi Islam Malaysia (YAPEIM) untuk meneroka pasaran baharu serta memudahkan interaksi, perbincangan dan hubungan antara peserta, kerajaan dan sektor awam;
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participation in Malaysia Services Exhibition 2009 (MSE09) by virtue of an invitation from the Bank Negara Malaysia (BNM), organised by Malaysia External Trade Development Corporation. This served as a knowledgesharing platform with potential business partners, clients from UAE and other regional markets in the Gulf region; helped promote Bank Islams products to West Asia and the surrounding regions (North Africa & Commonwealth of Independent States Countries); as well as enabled us to forge strategic alliances with potential clients; participation in the 4th World Halal Forum, an avenue with expanding opportunities for market leaders, industry experts, academicians, and Islamic scholars to gather and comment on the Global Halal Standard as well as gain some insights into potential implications for Halal integrity, business and trade; promotion of the Shariah Registered Financial Planner (RFP) as an alternative route to a professional Shariah financial planning career for undergraduates and practitioners; participation in a TV programme (FORUM PERDANA), a platform for knowledgesharing to gain a better understanding of the Islamic banking industry; sponsor weekly prizes for 60 episodes of Tilawah Interaktif 2009 Programme (RTM) from June 2009 to December 2009. (2) Growing a Pool of islamic Banking talent As part of our efforts to grow a pool of credible Islamic banking talent within the industry, we have embarked on the following initiatives: collaborated with Dewan Amal Islam Hadhari (DAMAI) and the Islamic Banking and Finance Institution Malaysia (IBFIM) to provide training to graduates in Islamic studies; conducted practical training to graduates interested in developing a career in Islamic banking; (2)
menyertai Pameran Perkhidmatan Malaysia 2009 (MSE09) atas jemputan Bank Negara Malaysia (BNM), anjuran Perbadanan Pembangunan Perdagangan Luar Malaysia (Malaysian External Trade Development Corporation, MATRADE). Ini merupakan satu platform perkongsian pengetahuan dengan rakan perniagaan potensi, pelanggan dari UAE dan pasaran serantau lain di rantau Teluk; membantu mempromosi produk Bank Islam ke Asia Barat dan rantaurantau di sekitarnya (Afrika Utara & Negaranegara Commonwealth of Independent States); serta membolehkan kami mengadakan pakatan strategik dengan pelanggan potensi; menyertai Forum Halal Dunia ke-4, satu saluran yang menawarkan peluang yang lebih besar kepada peneraju pasaran, pakar industri, ahliahli akademik, dan cendekiawan Islam untuk berhimpun dan memberi komen tentang Piawaian Halal Global serta mendapatkan kefahaman tentang kesan yang mungkin berlaku terhadap integriti, perniagaan dan perdagangan Halal; mempromosi Perancang Kewangan Berdaftar (RFP) Syariah sebagai laluan alternatif bagi graduan dan pengamal kewangan untuk menjadikan perancangan kewangan Syariah profesional sebagai satu kerjaya; menyertai program TV (FORUM PERDANA), iaitu satu platform perkongsian pengetahuan untuk mendapatkan kefahaman yang lebih mendalam tentang industri perbankan Islam; menaja hadiah mingguan untuk 60 episod Program Interaktif Tilawah 2009 (RTM) dari bulan Jun 2009 hingga Disember 2009. meningkatkan modal insan Perbankan islam Sebahagian daripada usaha kami untuk meningkatkan modal insan perbankan Islam yang berwibawa di dalam industri, kami telah melaksanakan pelbagai inisiatif yang berikut: bekerjasama dengan Dewan Amal Islam Hadhari (DAMAI) dan Institut Perbankan dan Kewangan Islam Malaysia (IBFIM) bagi menyediakan latihan dalam pengajian Islam kepada siswazah; mengadakan latihan praktikal untuk graduan yang berminat membangunkan kerjaya dalam perbankan Islam;
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assisted the International Centre for Education in Islamic Finance (INCEIF) to develop the syllabus and content for various Islamic banking courses by tapping into the experience and knowledge of our pioneer professionals; facilitated in research and thesis projects on Islamic banking and finance by undergraduate and postgraduate students from the Asian Institute of Management from the Philippines and India, as well as four local universities; provided insights into career prospects in Islamic banking by participating in a Career Carnival in Cairo, Egypt; and initiated a bilateral knowledge and expertise exchange with the European Islamic Investment Bank Plc based in London in the form of short term professional attachments. (3) Building the Future through Education To build a better future for our younger generations, Bank Islam has wholeheartedly participated in these educational initiatives: adopted 13 schools nationwide for three years under the Governments Promoting Intelligence, Nurturing Talent and Advocating Responsibility (PINTAR) programme; to help improve the educational achievement of children especially from low income families by providing financial assistance to the schools organise motivational & team building programme, educational support programme, capability & capacity building programme and reducing vulnerabilities and social issues programme; provided English workshops to PPSMI teachers and Standard 5 students for 13 adopted schools; participated in the School Adoption Programme with the BNM totalling 429 schools nationwide (257 Primary Schools and 172 Scondary Schools) while actively distributing pocket money booklets published by the Central Bank. Each school received 100 copies while Bank Islam also helped distribute Braille version of the booklets to the visually impaired; (3)
m e m b a n t u P u s a t P e n d i d i k a n K e w a n g a n I s l a m Antarabangsa (INCEIF) membangunkan sukatan pelajaran dan kandungan untuk pelbagai kursus perbankan Islam dengan memanfaatkan pengalaman dan pengetahuan perintis kami; membantu dalam penyelidikan dan projek tesis mengenai perbankan dan kewangan Islam daripada sarjana muda dan sarjana Asian Institute of Management dari Filipina dan India, serta empat universiti tempatan; memberikan pandangan tentang prospek kerjaya dalam perbankan Islam dengan menyertai Karnival Kerjaya di Kaherah, Mesir; dan merintis pertukaran pengetahuan; dan kepakaran dua hala dengan European Islamic Investment Bank Plc berpusat di London dari segi penempatan profesional jangka pendek. membina masa Depan melalui Pendidikan Untuk membina masa depan generasi muda kita, Bank Islam dengan bersungguhsungguh menyertai pelbagai inisiatif pendidikan yang berikut: mengambil 13 sekolah angkat di seluruh negara selama tiga tahun di bawah program Kerajaan yang dinamakan Promoting Intelligence, Nurturing Talent and Advocating Responsibility (PINTAR) untuk membantu meningkatkan pencapaian anakanak terutamanya dari kalangan keluarga yang berpendapatan rendah dengan menyediakan bantuan kewangan di sekolah menganjurkan program motivasi dan pembinaan kelompok (team building), program sokongan pendidikan, program pembinaan keupayaan dan kapasiti dan program mengatasi kelemahan dan isu sosial; menyediakan bengkel bahasa Inggeris kepada guru-guru PPSMI dan pelajar Tahun 5 untuk 13 sekolah angkat; menyertai Program Sekolah Angkat anjuran BNM yang berjumlah 429 sekolah di seluruh negara (257 Sekolah Rendah dan 172 Sekolah Menengah) dengan secara aktif mengedarkan buku wang saku dan buku penyata akaun keluarga yang diterbitkan oleh Bank Negara Malaysia. Setiap sekolah menerima 100 naskhah buku dan Bank Islam juga membantu mengedarkan buku buku kecil versi Braille kepada golongan cacat penglihatan;
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sponsored various programmes that promote innovation and creativity at universities such as Mathematics Week (UiTM), Invention, Innovation & Design Award UiTM as well as supported various competitions including sponsorship of the annual Best Student Awards for several local universities; collaborated with the New Straits Times Press (NSTP), one of Malaysias major newspapers, to sponsor Niexter Competitions (NSTPs supplement, published every Thursday fortnightly), targeting secondary and primary school students. Our commitment extended to running three contests, namely the Magical Act of Kindness, Puzzle Mania and Tag It contests. (4) (4) Enhancing Stakeholder Value To establish stronger ties with our many stakeholders and add value to them, we have undertaken the following initiatives: set in place high ethical standards in the Banks procurement process so that all suppliers and vendors have an equal opportunity to place a bid for a competitive tender; offered customers the EHSAN Programme, a 12month instalment deferment scheme for home financing customers who have been retrenched since July 2008; continued to expand and improve our branch network incorporating online and telephone banking as well as fullservice banking machines to serve our customers better; held sporting events and recreational activities for targeted stakeholders; organised events such as the Top Employers Package Programme where distinguished speaker Ustaz Mohamed Abdel Aziz Mahmoud Al Ghonim, youngest Egypt Fatwa Council member was invited to speak at our public talk/tazkirah programme for selected customers participating in our package financing facilities; Sinar Letrik Campaign a campaign where Bank Islam will reimburse the electricity bill (according to scale) to eligible customers who applied for house financing or refinancing in Peninsular Malaysia.
menaja pelbagai program yang menggalakkan inovasi dan kreativiti di universiti seperti Hari Matematik (UiTM), Invention, Innovation & Design Award UiTM serta menyokong pelbagai pertandingan, termasuk menaja Anugerah Pelajar Terbaik tahunan di beberapa universiti tempatan; bekerjasama dengan New Straits Times Press (NSTP), salah sebuah akhbar utama di Malaysia, untuk menaja Niexter Competitions (sisipan NSTP yang diterbitkan setiap Khamis dua minggu sekali), dengan menetapkan sasaran kepada pelajar sekolah rendah dan menengah. Komitmen kami dipergiat dengan penganjuran tiga pertandingan, iaitu pertandingan Magical Art of Kindness, Puzzle Mania dan Tag It. mempertingkatkan Nilai Pihak Berkepentingan Dalam usaha menjalin ikatan yang lebih teguh dengan pelbagai pihak berkepentingan kami dan memberi nilai positif kepada mereka, kami telah melaksanakan inisiatif berikut: menyediakan piawaian etika yang tinggi dalam proses pemerolehan Bank supaya semua pembekal dan vendor mempunyai peluang yang sama rata bagi mengemukakan bida untuk tender yang berdaya saing; menawarkan kepada pelanggan yang mengambil pembiayaan rumah Program EHSAN, iaitu satu skim penangguhan ansuran 12bulan bagi mereka yang telah diberhentikan kerja sejak Julai 2008; terus memperluaskan dan meningkatkan rangkaian cawangan kami termasuk perbankan dalam talian dan telefon serta mesin khidmat perbankan sepenuhnya bagi menyediakan perkhidmatan yang lebih baik kepada pelanggan; mengadakan acara sukan dan aktiviti rekreasi untuk pihak berkepentingan yang tertentu; menganjurkan acara seperti Program Pakej Majikan Terbaik dengan menjemput penceramah terkenal, Ustaz Mohamed Abdel Azizi Mahmoud Al Ghonim, ahli Majlis Fatwa Mesir yang termuda berceramah dalam wacana awam kami/ program tazkirah untuk pelangganpelanggan terpilih yang menyertai pakej kemudahan pembiayaan kami; Kempen Sinar Letrik satu kempen di mana Bank Islam akan membayar balik kos bil elektrik (mengikut skala) kepada pelanggan yang memohon pembiayaan atau pembiayaan semula rumah di Semenanjung Malaysia.
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ELEVatiNG CommuNitiES
Since Bank Islams establishment 26 years ago, we have always been committed to elevating the wellbeing of communities. We strongly believe in giving back to the community and continue to undertake numerous activities to fulfil this commitment. To date, the following initiatives have been implemented: helped the poor, sick and needy in the way of education by setting up welfare zakat funds for students in local universities, financial assistance for Malaysian students studying in the Middle East as well as building and upgrading religious schools, mosques and musolla (prayer rooms); collaborated with JAKIM to sponsor 13 episodes of a television programme Sayang di Sayang, to raise public awareness on the need to help elevate the wellbeing of the community. Each episode telecasts real life scenarios such as the daily activities at orphanages, stories of single parents, old folks and critical illness patients; participated in the Ipoh Starwalk 2009 sponsoring the free distribution of 5,000 copies of The Star newspaper to participants and the public; supported the needy and underprivileged children via gotong royong activities at the Asrama Penyayang Nur Iman by cleaning the internal and external areas, supplying the residents with basic necessities and extending direct financial assistance by taking up their rental payments; partnered with Prokhas for Projek Amal Jariah, a project to repair homes of underprivileged families and people with disabilities; distributed duit raya and gifts in kind to orphans, old folks and zakat fund to orphanage in conjunction with Hari Raya Aidil Fitri; organised Majlis Berbuka Puasa with orphans at Kedah, Melaka, Kelantan and Sarawak; distributed Ramadhan gift packs at toll plazas and Pasar Ramadhan; collaborated with Aman Palestin Berhad in promoting donation and sponsorship for Palestinian during Ramadhan month;
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participated in Kempen Keselamatan Jalanraya 2009/2010 organised by Yayasan Belia Malaysia in conjuction with Festive Season on the importance of road safety to the public; supported the underprivileged, retired athletes via sponsoring the Majlis Makan Malam and launching of Anda Tetap Di Hati organised by Yayasan Kebajikan Atlet Kebangsaan.
menyertai Kempen Keselamatan Jalan Raya 2009/2010 yang dianjurkan oleh Yayasan Belia Malaysia bersempena Musim Perayaan yang menegaskan kepada khalayak awam betapa pentingnya keselamatan di jalan raya; memberi sokongan kepada atlet kurang bernasib baik, yang telah bersara dengan menganjurkan Majlis Makan Malam dan melancarkan Anda Tetap Di Hati anjuran Yayasan Kebajikan Atlet Kebangsaan.
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coordination due to the involvement of multiple departments. The process also kicks in when complaints are submitted through the Managing Directors Office, website, the call centre and other touch points, or when complaints are submitted through a third party such as Bank Negara Malaysia (BNM), governmental ministries, consumer associations and the media, among others.
Pada kebiasaannya, pengurusan aduan diperlukan apabila pelanggan dan pemilik produk dan perkhidmatan gagal mencapai persetujuan atau penyelesaian atau apabila aduan memerlukan koordinasi disebabkan penglibatan pelbagai jabatan. Proses berkenaan juga akan berlaku apabila aduan dibuat melalui Pejabat Pengarah Urusan, laman web, pusat panggilan dan saluran aduan yang lain, atau apabila aduan dibuat melalui pihak ketiga antara lainnya, seperti Bank Negara Malaysia (BNM), kementeriankementerian, persatuan pengguna dan media.
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Bank Islams Human Resources (HR) Division remains an active partner in sustaining the growth and development of the Bank and its 3312 employees. The division acts as a strategic partner to the business and support our units in all matters relating to human resource development and management. By continuously enhancing the skills and capabilities of our employees, we are placing ourselves on the right track to create a knowledgebased organisation and a performancedriven culture of excellence. HR has played a major role in the Banks turnaround and transformation exercises whereby the division has lent support in the areas of organisational strategy and executable human capital Initiatives.
Bahagian Sumber Manusia (HR) Bank Islam terus menjadi rakan yang aktif dalam memastikan pertumbuhan dan perkembangan kekal mampan bagi Bank dan kakitangannya yang berjumlah 3312 orang. Bahagian ini bertindak sebagai rakan strategik kepada perniagaan dan menyokong unit kami dalam semua hal berkaitan dengan pembangunan dan pengurusan sumber insan. Dengan meningkatkan kemahiran dan keupayaan kakitangan secara berterusan, kami menempatkan diri kami pada landasan yang betul untuk mewujudkan organisasi berasaskan pengetahuan dan budaya kecemerlangan yang dipacu oleh prestasi. HR telah memainkan peranan utama dalam usaha pemulihan dan transformasi Bank di mana bahagian ini telah memberi sokongan dalam aspek strategi organisasi dan pelaksanaan inisiatif modal insan.
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Programme is being developed to identify and cultivate future leaders from the Banks current pool of employees. Moving forward, greater emphasis will be placed on building the skills of our Senior Management Team, thereby establishing a robust pipeline of emerging leaders with the capability to engender organisational excellence.
pembinaan keupayaan, Program Pembangunan Bakat & Pengurusan Pewarisan sedang dibangunkan untuk mengenal pasti dan memupuk pemimpin masa depan daripada kumpulan kakitangan Bank ketika ini. Melangkah ke hadapan, tumpuan yang lebih menyeluruh akan diberikan pada pembinaan kemahiran Pasukan Pengurusan Kanan kami, seterusnya mengukuhkan saluran bakal pemimpin yang berupaya untuk mewujudkan kecemerlangan organisasi.
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The use of Information Technology (IT) has featured prominently in Bank Islams transformation agenda and we will continue to leverage heavily on IT to drive the Banks growth. In the year under review, we focused our efforts on rolling out IT initiatives in several key areas. These included improvements to our delivery channel; upgrades to our IT hardware infrastructure platform and network; upgrades to our core banking system; plus the implementation of collection and recovery plus risk management systems. We also centralised our data management activities and stepped up our IT governance, IT human capital and IT security efforts.
Technology improvements on the delivery channel front included the successfully roll-out of our first Bureau De Change (BDC) in December 2008. Kemajuan teknologi dari segi saluran penyampaian telah menampakkan hasil dengan kejayaan mengetengahkan saluran penyampaian Biro Tukaran Wang Asing (BDC) pertama kami pada bulan Disember 2008.
Penggunaan Teknologi Maklumat (IT) amat dititikberatkan dalam agenda transformasi Bank Islam dan dalam usaha memacu pertumbuhan Bank, kami akan terus memanfaatkan IT sepenuhnya. Dalam tahun kewangan ini, kami menumpukan usaha mengetengahkan inisiatif IT dalam beberapa bidang utama. Ini termasuk menambah baik saluran penyampaian, menaik taraf platform dan rangkaian infrastruktur perkakasan IT; menaik taraf teras sistem perbankan, termasuk melaksanakan sistem pungutan dan kutipan balik serta sistem pengurusan risiko. Kami juga telah memusatkan aktiviti pengurusan data serta meningkatkan usaha tadbir urus, modal insan dan kawalan keselamatan IT.
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Penambahbaikan ini akan terus membantu menambah baik sistem penyampaian perkhidmatan bank kepada para pelanggan dan meningkatkan keberkesanan infrastruktur pendapatan berasaskan fi yang baharu dalam bidang pertukaran mata wang asing.
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imProVEmENtS to it SECuritY
The year also saw us completing a security assessment of the Banks IT systems and infrastructure and establishing key security improvement projects based on the findings of the Security Assessment Report from an independent third party. Bank Islam will continue to undertake improvements to its IT security as part of our commitment to continuously improve and protect the Banks IT information assets as well as ensure compliance with regulatory requirements.
PENamBaHBaikaN kESELamataN it
Tahun ini juga menyaksikan penyempurnaan penilaian sistem keselamatan IT dan prasarana Bank serta pewujudan projek penambahbaikan keselamatan utama berdasarkan penemuan yang dilaporkan dalam Laporan Penilaian Kawalan Keselamatan daripada badan bebas. Bank Islam akan terus melaksanakan penambahbaikan keselamatan IT, iaitu sebagai sebahagian daripada komitmen kami yang berterusan untuk menambah baik dan melindungi aset maklumat IT serta memastikan pematuhan terhadap keperluan pengawalseliaan.
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Subsidiaries of Bank islam malaysia Berhad anak Syarikat Bank islam malaysia Berhad
al-Wakalah Nominees (tempatan) Sdn Bhd (122372P) 10th Floor, Wisma Bank Islam Jalan Dungun Bukit Damansara 50490 Kuala Lumpur Tel : 032088 8000 Fax / Faks : 032088 8742 BimB investment management Berhad (276246X) (Formerly known as BIMB Unit Trust Management Berhad) Level 15, Menara Tun Razak Jalan Raja Laut 50350 Kuala Lumpur Tel : 032694 6617 Fax / Faks : 032694 3516 BimB Foreign Currency Clearing agency Sdn Bhd (507913V) 9th Floor, Menara Tun Razak Jalan Raja Laut, Peti Surat 11080 50734 Kuala Lumpur Tel : 032693 4287 Fax / Faks : 032693 4115 Bank islam trust Company (Labuan) Ltd (LL04013) Level 5 (J), Main Office Tower Financial Park Complex Jalan Merdeka 87000 F.T Labuan Tel : 087451 806 Fax / Faks : 087451 808 BimB offshore Company management Services Sdn Bhd
(587171M)
Level 5 (J), Main Office Tower Financial Park Complex Jalan Merdeka 87000 F.T Labuan Tel : 087451 806 Fax / Faks : 087451 808
address & Contact No. of regional office of Bank islam alamat dan No. telefon Pejabat Wilayah Bank islam
Central region / Wilayah tengah Tingkat Bawah, Menara Tradewinds (Menara Tun Razak) Jalan Raja Laut 50350 Kuala Lumpur Head / ketua : ABDUL RAHMAN ALI Tel : 032691 0292/293/294 Fax / Faks : 032691 0298 East malaysia region / Wilayah malaysia timur Lot 423426, Bangunan Aiman Section 5, Jalan Kulas Barat 93400 Kuching Sarawak Head / ketua : ABDUL MALEK ABDULLAH General Line / Talian Am: 082425 118 Fax / Faks : 082235 521/234/108 082237 392/233/172 Eastern region / Wilayah timur Tingkat 4, 7, 8, 9 & 10 Bangunan Darul Takaful Jalan Sultan Ismail 20200 Kuala Terengganu Terengganu Head / ketua : WAN ROSITA WAN MOHAMED General Line / Talian Am : 09627 2700/2777 Fax / Faks : 09627 2793/2818/2817 09622 1509 Southern region / Wilayah Selatan Bank Islam Malaysia Berhad Pejabat Wilayah Koridor Selatan Tingkat 15, Menara Tabung Haji PTB 20485, Jalan Ayer Molek 80000 Johor Bahru Johor Head / ketua : FAISAL JAAFAR Tel : 07225 8800 Fax / Faks : 07225 8901 Northern region / Wilayah utara Bank Islam Malaysia Berhad Pejabat Wilayah Koridor Utara Tingkat Bawah & Mezanine Bangunan KWSP No. 3009, Lebuh Tenggiri 2 13700 Seberang Jaya Pulau Pinang Head / ketua : AHMAD FAUZI MOHD AKHIR General Line / Talian Am: 04382 9100 Fax / Faks : Credit Admin / Pentadbiran Kredit : 04382 9179/9180 Commercial Banking / Perbankan Komersil : 04382 9166
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address & Contact No. of automobile Financing Centres, (Business) Bank islam alamat dan No. telefon Pusat Pembiayaan automobil (Perniagaan) Bank islam
kuaLa LumPur Tingkat 5, SME Bank Jalan Sultan Ismail 50250 Kuala Lumpur Manager / Pengurus : AMIRUL HAKIM ABDULLAH Tel : 032691 0282/86/75/76/77 Fax / Faks : 032698 8636 kota BHaru Tingkat 1 Lot 1542, Persiaran KK 6 Jln Raja Perempuan Zainab II Bandar Baru Kubang Kerian 16150 Kota Bharu Kelantan Manager / Pengurus : AHMAD RAFIK YAHYA Tel : 09764 0072/0073/0075 Fax / Faks : 09764 0079 ButtErWortH No. 75, Ground Floor Jalan Taman Selat Off Jalan Bagan Luar 12720 Butterworth Pulau Pinang Manager / Pengurus : NOR SADIKIN HAMID Tel : 04332 1333/6754 Fax / Faks : 04333 0244 kuaLa tErENGGaNu Ground Floor, Lot 11291130 Darul Takaful, Jalan Sultan Ismail 20200 Kuala Terengganu Terengganu Manager / Pengurus : MAZLAN A. BAKAR Tel : 09631 4544/6544/7544 Fax / Faks : 09631 5455 SHaH aLam Tingkat Bawah, Wisma Perbadanan Kemajuan Pertanian Selangor (PKPS) Seksyen 14, Persiaran Perbandaran 40675 Shah Alam Manager / Pengurus : GHAZALAINI GHAZALI Tel : 035519 5188/5518 6435/ 5510 5602/5519 7677/ 5510 7188 (D/L) Fax / Faks : 035519 6188 kuaNtaN No. 106,107, Mahkota Square Jalan Mahkota, 25000 Kuantan Pahang Manager / Pengurus : SUMUN MAT SAED Tel : 09513 6262 515 8624/8627 Fax / Faks : 09515 8623 JoHor BaHru No. 801, Jalan Padi Emas 5/2 Bandar Baru Uda 81200 Johor Bahru Johor Manager / Pengurus : MOHD FADZIL AJMAIN Tel : 07237 9155/9153 Fax / Faks : 07237 9166 aLor SEtar No. 1, Kompleks Perniagaan Utama Jalan Sultanah Sambungan 05150 Alor Setar Kedah Manager / Pengurus : AZMI SHARIFF Tel : 04735 5966/5930/5931 Fax / Faks : 04735 1002 kuCHiNG Tingkat 2, Lot 433435 Seksyen 11 KTLD Bangunan Tuanku Muhammad AlIdrus, Jalan Kulas 93400 Kuching Sarawak Manager / Pengurus : AZENI SAHAT Tel : 082240 499/254 186 Fax / Faks : 082414 360 kota kiNaBaLu Ground & 1st Floor Bangunan UMNO Sabah Jln Kemajuan, Karamunsing 88000 Kota Kinabalu Sabah Manager / Pengurus : ZAMRI ABDUL KUMANG Tel : 088447 316 (DL) 088447 294/295/304 Fax / Faks : 088447 305
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Pulau Pinang
ButtErWortH No. 71 & 73, Jalan Taman Selat Off Jalan Bagan Luar Peti Surat 303 12720 Butterworth Pulau Pinang Tel : 04331 2358/2358 332 1301/1317 Fax / Faks : 04331 2360 Branch Manager / Pengurus Cawangan : RASIDI UMAR Date of Operations / Tarikh Operasi : 24/11/1984 GEorGEtoWN Ground Floor, Wisma Great Eastern Light Street, Peti Surat 1204 10200 Georgetown Pulau Pinang Tel : 04262 4724/4933/5019/0626 Fax / Faks : 04262 2594 Branch Manager / Pengurus Cawangan : CHE SABRI CHE MAN Date of Operations / Tarikh Operasi : 30/07/1994 Date Moved / Tarikh Pindah : 04/08/2001 & 16/06/2008 kEPaLa BataS No. 2146 & 2147 Tingkat Bawah, Jalan Bertam 13200 Kepala Batas Seberang Perai Utara Pulau Pinang Tel : 04575 4463/5517/5579/3376 Fax / Faks : 04575 3986 Branch Manager / Pengurus Cawangan : JAMILAH BINTI ABDUL Date of Operations / Tarikh Operasi : 28/01/1992 Date Moved / Tarikh Pindah : 20/06/2005 BaYaN Baru No. 3 & 5, Persiaran Mahsuri 1/3 Sunway Tunas Bayan Baru 11900 Pulau Pinang Tel : 04642 5094/5095/5096/5097 Fax / Faks : 04642 5098 Branch Manager / Pengurus Cawangan : KHIRRILANUAR ZAKARIA Date of Operations / Tarikh Operasi : 25/03/1995 Date Moved / Tarikh Pindah : 09/04/2007 BaNDar Baru PErDa No. 2, Lorong Perda Selatan 2 Bandar Baru Perda 14000 Bukit Mertajam Pulau Pinang Tel : 04540 3150/3151/3153 540 3154/3155 Fax / Faks : 04540 3152 Branch Manager / Pengurus Cawangan : ALWI BIN MAHMUD Date of Operations / Tarikh Operasi : 24/07/2006
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Sabah
kota kiNaBaLu Tingkat Bawah & Tingkat 1 Bangunan UMNO Sabah Jalan Kemajuan, Karamunsing 88000 Kota Kinabalu Sabah Tel : 088447 285/306/312/314 Fax / Faks : 088447 314 Branch Manager / Pengurus Cawangan : FAUZIAH ABU BAKAR TITINGAN Date of Operations / Tarikh Operasi : 21/02/1987 Date Moved / Tarikh Pindah : 31/03/2008 taWau Tingkat Bawah & Satu Lot 1 & 2, Block 41 Fajar Commercial Complex Jalan Haji Karim 91000 Tawau, Sabah Tel : 089779 917 778 758/966 Fax / Faks : 089779 666 Branch Manager / Pengurus Cawangan : HERMAN ARIPUDDIN Date of Operations / Tarikh Operasi : 15/05/1992 LaHaD Datu Lot 54 & 55, Blok 4 Bandar Wilayah 91100 Lahad Datu, Sabah Tel : 089889 233/244/255/266 Fax / Faks : 089889 277 Branch Manager / Pengurus Cawangan : AHMAD ABIR MOHD NOOR Date of Operations / Tarikh Operasi : 27/12/1997 SaNDakaN Lot 1 & Lot 2, Block 23 Bandar Indah, Mile 4 North Road, 90000 Sandakan Sabah Tel : 089214 885/942/964 Fax / Faks : 089214 977 Branch Manager / Pengurus Cawangan : AMNAH LABURAH Date of Operations / Tarikh Operasi : 12/01/2009 karamuNSiNG No. G91 Kompleks Karamunsing Jalan Tuaran, 88100 Kota Kinabalu Sabah Tel : 088270 761/764 Fax / Faks : 088270 768 Branch Manager / Pengurus Cawangan : ABD RAHIM MULUK Date of Operations / Tarikh Operasi : 23/10/2009
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Sarawak
kuCHiNG Lot 433, 434 & 435 Seksyen 11, KTLD Bangunan Tuanku Muhamad AlIdrus Jalan Kulas, 93400 Kuching Sarawak Tel : 082414 159/412 259 417 289/413 229 Fax / Faks : 082410 446 Branch Manager / Pengurus Cawangan : KAMARUZZAMAN PADIL Date of Operations / Tarikh Operasi : 22/03/1986 BiNtuLu No. 195 & 196, Phase 3 Bintulu Parkcity Commercial Centre Jln Tun Ahmad Zabidi 97000 Bintulu, Sarawak Tel : 086337 413/418/434/493/781 Fax / Faks : 086337 401 Branch Manager / Pengurus Cawangan : RALIAH ADENI Date of Operations / Tarikh Operasi : 30/11/1993 Date Moved / Tarikh Pindah : 19/07/2004 miri No. 1257 & 1528, Block 9 Centre Point Commercial District Jalan Melayu, 98000 Miri Sarawak Tel : 085415 422/424/425 Fax / Faks : 085415 421 Branch Manager / Pengurus Cawangan : KAMERI BIN EDI Date of Operations / Tarikh Operasi : 07/02/1994 kota SamaraHaN No. 1 3 Desa Ilmu Commercial Centre Jalan Datuk Mohd Musa 94300 Kota Samarahan Sarawak Tel : 082662 616/617 662 284/285 Fax / Faks : 082662 618 Branch Manager / Pengurus Cawangan : AHMAD FADILLAH HARIS (05/10/09) Date of Operations / Tarikh Operasi : 10/01/1998 Date Moved / Tarikh Pindah : 02/03/2009
164
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terminology / istilah
meaning / maksud
A sale contract in which a security deposit is paid in advance as part payment towards the price of the asset if the contract continues to its conclusion. The deposit is forfeited if the buyer does not meet his obligation to complete the purchase of the asset. The forfeited money is considered as to the seller. Suatu kontrak jual-beli di mana wang cagaran dibayar terlebih dahulu sebagai sebahagian daripada pembayaran harga aset jika kontrak disempurnakan. Wang cagaran ini akan hangus jika pembeli tidak memenuhi tanggungjawab menyempurnakan pembelian aset tersebut. Wang cagaran yang hilang akan dianggap sebagai hadiah kepada penjual. A contract of sale on a deferred payment basis within an agreed payment period. Suatu kontrak jualan berdasarkan pembayaran tertangguh dalam satu tempoh pembayaran yang dipersetujui. A contract of sale based on cost plus where the acquisition cost and the sellers profit margin are disclosed to the buyer at the time of the contract. The settlement of the price is normally made on deferred payment terms. Suatu kontrak jualan di mana kos pemerolehan dan margin keuntungan penjual didedahkan kepada pembeli semasa kontrak dimeterai. Biasanya, penyelesaian harga dibuat mengikut terma pembayaran tertangguh. A financing facility involving two separate sale and purchase contracts on a same asset and it can be in the following two arrangements: 1. A financier sells an asset to a customer on deferred payment terms. Immediately thereafter, the financier repurchases the same asset from the customer on cash terms at a price lower than that of the deferred payment sale.
2.
A financier buys an asset from a customer on cash terms. Immediately thereafter, the financier sells back the same asset to the customer on deferred payment terms at a price higher than that of the cash sale. Satu kemudahan pembiayaan yang melibatkan dua kontrak jual beli yang berasingan menggunakan aset yang sama dan ia boleh dilakukan dalam dua bentuk berikut: 1. Pembiaya menjual aset kepada pelanggan mengikut terma pembayaran tertangguh. Sebaik sahaja selepas itu, pembiaya membeli balik aset yang sama daripada pelanggan secara tunai pada harga yang lebih rendah daripada harga jualan pembayaran tertangguh. Pembiaya membeli aset daripada pelanggan secara tunai. Sebaik sahaja selepas itu, pembiaya menjual balik aset yang sama kepada pelanggan mengikut terma pembayaran tertangguh pada harga yang lebih tinggi daripada jualan tunai.
2.
It refers to the buying and selling of debt instruments, e.g. certificates, securities, trade documents and papers in the secondary market that conform to the Shariah requirements. All these documents are essentially issued by the debtors to the creditors as evidence of indebtedness. Only documents evidencing real debts i.e. debts arising from bona fide business transactions may be traded. Ia merujuk pada pembelian dan penjualan instrumen hutang, contohnya. sijil, saham, dokumen perdagangan dan sekuriti dalam pasaran sekunder yang mematuhi tuntutan Syariah. Pada asasnya, kesemua dokumen ini dikeluarkan oleh penghutang kepada pemiutang sebagai bukti keberhutangan. Hanya dokumen hutang yang telah wujud, iaitu hutang yang berpunca daripada transaksi perniagaan sebenar boleh diniagakan.
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terminology / istilah
meaning / maksud
A contract between a supplier and a buyer whereby the supplier supplies a particular item on an ongoing basis on an agreed mode of payment until they terminate the contract. Suatu kontrak antara pembekal dengan pelanggan di mana pembekal membekalkan barangan tertentu secara berterusan mengikut kaedah pembayaran yang telah dipersetujui sehingga mereka menamatkan kontrak tersebut. A purchase order contract whereby a buyer orders a seller to manufacture an asset according to specifications in the purchase contract to be delivered on a certain future date. The settlement of the purchase price is according to an agreed terms and conditions between the two parties. Suatu kontrak pesanan belian di mana pembeli mengarahkan penjual membina aset mengikut spesifikasi yang terdapat dalam kontrak pembelian untuk diserahkan pada suatu tarikh masa depan tertentu. Penyelesaian harga pembelian itu adalah menurut terma dan syarat yang dipersetujui oleh kedua-dua pihak. A sale of an asset in public through the process of bidding among potential buyers and the asset is sold to the highest bidder. This is commonly known as auction sale. Jualan aset kepada orang ramai melalui proses bida dalam kalangan bakal pembeli dan aset dijual kepada pembida tertinggi. Biasanya, ia dikenali sebagai jualan lelong. A contract in which a full payment of the price is paid in advance at the time of contract for assets to be delivered later at a future date. It is necessary that the quality of the assets intended to be purchased is fully specified leaving no ambiguity leading to dispute. Suatu kontrak di mana pembayaran harga dibuat sepenuhnya terlebih dahulu semasa kontrak dimeterai supaya aset dapat diserahkan kemudian pada suatu tarikh masa depan. Kualiti aset yang dirancang untuk dibeli perlu ditetapkan sepenuhnya tanpa meninggalkan kesamaran yang boleh mendorong kepada pertikaian. A contract with a condition that when the seller pays back the price of the sold asset, the buyer returns the asset to the seller. It is a baic (sale) in form but a pledge in substance. Suatu kontrak dengan syarat apabila penjual membayar balik harga aset yang telah dijual itu, pembeli memulangkan semula aset tersebut kepada penjual. Ia merupakan bai (penjualan) dari segi bentuk tetapi cagaran dari segi asasnya. Null and void. Batal. Emergency. In the emergency, Muslims may disregard aspects of Shariah laws in order to save their faith, life, property, intellect and posterity. Darurat. Ketika dalam darurat, orang Islam boleh dikecualikan daripada beberapa aspek undangundang Syariah bagi mempertahankan aqidah, nyawa, harta benda, akal fikiran dan zuriat. A contract where a person underwrites claims or obligations that should be fulfilled by a debtor, supplier or contractor. In the event that the debtor, supplier or contractor fails to fulfil his obligations, the guarantor is responsible to fulfil such obligations. Majority of fuqah view that the dhamnah is similar with kaflah. Suatu kontrak di mana seseorang menjamin tuntutan atau kewajipan yang perlu dipenuhi oleh penghutang, pembekal atau kontraktor. Sekiranya penghutang, pembekal atau kontraktor gagal memenuhi kewajipan mereka, penjamin wajib bertanggungjawab bagi memenuhi kewajipan itu. Majoriti para fuqah berpendapat bahawa dhamnah adalah sama dengan kaflah.
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terminology / istilah
meaning / maksud
An opinion or pronouncement on Shariah issued by a group of scholars (fuqaha) who are sufficiently qualified and knowledgeable of the methodology for the issuance of fatwa, as wellestablished under the discipline of Islamic jurisprudence (usul fiqh). Suatu pendapat atau pengumuman mengenai hukum Syariah yang dikemukakan oleh sekumpulan cendekiawan Islam (fuqaha) yang cukup berkelayakan dan berpengetahuan dalam kaedah mengeluarkan fatwa serta mantap dalam disiplin perundangan Islam (usul fiqh). An unknown fact or condition. In a commercial transaction, an excessive/major , e.g. the fact or condition of either the contracting parties or the asset in the contract or the price of the asset are not known or made known to contracting parties makes a contract null and void. Fakta atau keadaan yang tidak diketahui. Dalam urus niaga komersil, gharar yang berlebihlebihan/ melampau misalnya fakta atau keadaan salah seorang pihak yang berkontrak atau aset yang dikontrakkan atau harganya tidak diketahui atau tidak dimaklumkan kepada pihak-pihak berkontrak mengakibatkan sesuatu kontrak itu batal dan tidak sah. Cheating, fraud, or deception. All of these are prohibited by the Shariah. Penipuan atau perdayaan. Kesemua ini adalah dilarang oleh Syariah. The sayings, deeds and endorsement of the prophet Muhammad SAW. Hadth is also referred as Sunnah. Kata-kata, perbuatan dan pengesahan/perakuan oleh Nabi Muhammad SAW. Hadth juga dirujuk sebagai Sunnah. Lawful or permissible. The concept of hall has spiritual overtones. In Islam there are activities, professions, contracts and transactions that are explicitly prohibited (harm) by the Shariah. All other activities, professions, contracts and transactions are hall. The concept of hall differentiates Islamic economics from conventional economics. In conventional economics all activities are judged on economic utility. In Islamic economics, spiritual and moral factors are also involved, where an activity may be economically sound but may not be allowed if it is forbidden by the Shariah. Sah atau diharuskan. Konsep hall mempunyai nada kerohanian. Dalam Islam terdapat kegiatan, profesion, kontrak dan urus niaga yang dengan jelas dilarang (diharmkan) oleh Syariah. Kesemua kegiatan, profesion, kontrak dan urus niaga lain adalah hall. Konsep hall itu membezakan antara ekonomi Islam dengan ekonomi konvensional. Dalam ekonomi konvensional kesemua kegiatan adalah dinilai mengikut utiliti ekonomi. Dalam ekonomi Islam, faktor kerohanian dan moral juga diambil kira, di mana sesuatu kegiatan nampak baik dari segi ekonomi tetapi tidak dibenarkan jika ditegah oleh Syariah. Unlawful or forbidden. Activities, professions, contracts and transactions that are explicitly prohibited by the Shariah. Menyalahi undang-undang atau ditegah. Kegiatan, profesion, kontrak dan urus niaga yang dengan jelas dilarang oleh Syariah. Refers to rights on the asset. Examples of such rights are haq dayn (rights to the claim of a debt) and haq tamalluk (rights of ownership). Merujuk pada hak atas aset. Contoh hak tersebut ialah haq dayn (hak untuk menuntut hutang) dan haq tamalluk (hak pemilikan). A gift awarded to a person voluntarily or something given to a person without exchange. Hadiah yang diberikan kepada seseorang secara suka rela atau sesuatu yang diberi kepada seseorang tanpa pertukaran.
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terminology / istilah
meaning / maksud
A contract of transferring a debt obligation of a debtor to a third party. Suatu kontrak pemindahan tanggungjawab hutang seorang penghutang kepada pihak ketiga. Giving up of a right. In a commercial transaction a creditor gives up part or all of his right to a debtor usually for early settlement of the debt. Melepaskan hak. Dalam urus niaga komersil, pemiutang melepaskan sebahagian atau semua haknya kepada penghutang, biasanya untuk penyelesaian awal hutang itu. A contract whereby an owner of asset leases out the asset to a lessee at an agreed rental payment and pre-determined lease period upon the contract. The ownership of the asset remains with the lessor while the lessee only owns the right of the use of the asset. Suatu kontrak di mana pemilik aset menyewakan aset kepada penyewa pada kadar sewa yang dipersetujui dan tempoh sewaan yang ditetapkan terlebih dahulu semasa kontrak dimeterai. Pemilikan aset kekal dengan pemberi sewa, sementara penyewa hanya memiliki hak penggunaan aset tersebut. Refers to an Ijrah contract to be followed by a bai (sale) contract. Under the first contract, the lessor leases out an asset to a lessee at an agreed rental payment over a specified period. Upon expiry of the leasing period, the lessee enters into a second contract to purchase the property c from the owner at an agreed price. In certain jurisdiction, Ijrah Thumma Bai is called Ijarh Muntahiah Bit-Tamleek. Merujuk pada kontrak Ijrah yang diikuti dengan kontrak bai (jualan). Di bawah kontrak pertama, pemilik aset menyewakan aset kepada penyewa pada kadar sewaan yang telah dipersetujui sepanjang tempoh yang ditetapkan. Menjelang tiba tamat tempoh sewaan, penyewa memeterai kontrak kedua untuk membeli harta tanah daripada pemilik pada harga yang telah dipersetujui. c Di beberapa rantau lain, Ijrah Thumma Bai dipanggil Ijarh Muntahiah Bit-Tamleek. A jurist (faqih)s endeavor to formulate a rule or legal decision (hukum) by interpretation of the evidence (dall) found in the Shariah sources. Usaha pakar undang-undang (faqih) untuk merumuskan peraturan atau keputusan (hukum) dengan mentafsirkan bukti-bukti (dall) yang terdapat dalam sumber-sumber Syariah. Ignorance. Kejahilan. A unilateral contract promising a reward for the accomplishment of a specific task. Satu kontrak sehala yang menjanjikan hadiah atas penyempurnaan sesuatu tugas tertentu. A breach of trust, betrayal or treachery which is clearly prohibited by Shariah. Pecah amanah, pengkhianatan atau pembelotan yang jelas dilarang oleh Syariah. Gambling. Any activity that involves betting, involving money or any items on the outcome of an unpredictable event. The bet is forfeited if the outcome is not as predicted by the bettor and the person against whom the bet is made takes the bet. This activity is clearly prohibited by the Shariah. Perjudian. Sebarang kegiatan yang melibatkan pertaruhan, yang membabitkan wang atau apaapa perkara mengenai hasil daripada peristiwa yang tidak boleh diramal. Pertaruhan akan hilang jika hasilnya tidak seperti yang dijangkakan oleh pembuat pertaruhan dan sebaliknya individu penerima pertaruhan mendapat pertaruhan itu. Kegiatan ini jelas dilarang oleh Syariah. Anything of natural desire by humankind, and can be stored for times of necessity; has specific or general use and is permissible by Shariah for the purpose of extracting its benefit. Sebarang benda yang diingini oleh manusia secara semulajadi, dan boleh disimpan untuk keperluan akan datang; yang mempunyai kegunaan khusus atau am dan dibenarkan oleh Syariah bagi tujuan mendapatkan manfaat daripadanya.
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terminology / istilah
meaning / maksud
A contract between a capital provider (rabbul ml) who provides 100% capital for a business and entrepreneur (mudhrib) who manages the business applying his expertise. Under this contract, the resulting profit is to be shared between them according to a pre-agreed ratio, while any loss is to be borne solely by the provider of capital. Suatu kontrak antara pemodal (rabbul ml) yang memberi 100% modal untuk perniagaan dengan usahawan (mudhrib) yang menguruskan perniagaan dengan menggunakan kepakarannya. Di bawah kontrak ini, keuntungan yang diperoleh akan dibahagikan antara mereka mengikut nisbah yang dipersetujui sebelumnya, sementara sebarang kerugian akan ditanggung sepenuhnya oleh pemodal. Debt settlement by contra transaction or setting off. Penyelesaian hutang melalui urus niaga kontra atau tolak selesai. An agricultural contract whereby the owner of agricultural land shares its produces with another person in return for his services in irrigating the garden. Kontrak pertanian di mana pemilik tanah pertanian berkongsi hasil pengeluaran dengan individu lain sebagai pulangan atas khidmatnya mengairi kebun itu. A general kind of sale in which price of the asset to be traded is bargained between seller and the purchaser without any reference to the acquisition cost incurred by the seller. Sejenis jualan am di mana terdapat tawar menawar dalam harga aset yang didagangkan antara penjual dengan pembeli tanpa sebarang rujukan terhadap kos pemerolehan yang ditanggung oleh penjual. A contract between two or more parties to contribute capital in various proportions to a partnership. Profits generated by the partnership are shared in accordance with the terms of mushrakah contract whilst losses are shared in proportion to the respective contributors shares of the capital. Suatu kontrak ke arah perkongsian antara dua pihak atau lebih untuk menyumbang modal dalam pelbagai perkadaran. Keuntungan yang dijana oleh perkongsian dibahagikan mengikut terma kontrak mushrakah, manakala kerugian dikongsi mengikut perkadaran bahagian sumbangan modal masing-masing. Diminishing mushrakah; allows equity participation and sharing of profits in a pre-agreed ratio, and sharing of losses on a pro-rata basis. This provides a method through which the bank keeps on reducing its equity in the asset, ultimately transferring ownership of the asset to the customer/ partner. Mushrakah berkurangan; membenarkan penyertaan ekuiti dan perkongsian untung mengikut nisbah yang ditetapkan sebelumnya, dan perkongsian kerugian mengikut perkiraan pro rata. Kaedah ini membolehkan bank untuk terus mengurangkan ekuitinya dalam aset itu, yang akhirnya memindahkan pemilikan aset tersebut kepada pelanggan/rakan kongsi. An agricultural contract whereby a person works the land of another person in return for a share in the produce of the land. Suatu kontrak pertanian di mana individu mengerjakan tanah milik individu lain dengan mendapat pulangan pada sebahagian hasil tanah tersebut. Qabadh means taking possession in the contracts of exchange (cuqud mucwadht). Generally qabadh is practiced based on urf i.e. the common practices of the local community in recognising the way the possession of an asset has taken place. Qabadh varies from one type of asset to another. Qabadh bermaksud mengambil pemilikan dalam kontrak pertukaran (cuqud mucwadht). Pada amnya, qabadh diamalkan berdasarkan urf, iaitu amalan biasa komuniti setempat dalam mengiktiraf cara pegangan pemilikan sesuatu aset berlaku. Qabadh berbeza mengikut jenis aset.
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terminology / istilah
Loan. Pinjaman.
meaning / maksud
Refers to benevolent loan i.e. a loan contract between two parties with no extra charge over and above the loan. Any extra payment imposed by the lender or promised by the borrower is considered as riba, thus prohibited. However the borrower is permitted to pay extra on payment at his absolute discretion as a token of appreciation to the lender. Merujuk pada pinjaman ihsan, iaitu satu kontrak pinjaman antara dua pihak tanpa caj tambahan dikenakan melebihi pinjaman tersebut. Sebarang tambahan pembayaran yang dikenakan oleh pemberi pinjaman atau dijanjikan oleh peminjam adalah riba, maka dengan itu dilarang. Walau bagaimanapun, peminjam dibenarkan membayar lebih atas budi bicara beliau sepenuhnya sebagai tanda penghargaan kepada pemberi pinjaman. The holy scriptures of Islam i.e. the words of Allah revealed to the Prophet Muhammad SAW in Arabic conveyed by the angel Jibrail AS. Kitab suci Islam, iaitu firman Allah yang diturunkan kepada Nabi Muhammad SAW dalam bahasa Arab yang disampaikan melalui malaikat Jibril AS. Making an asset a security or collateral for a debt. The collateral will be used to settle the debt when the debtor is in default. It may also be used as a name for a kind of borrowing with collateral or pawn broking. Menjadikan sesuatu aset sebagai jaminan atau cagaran bagi sesuatu hutang. Cagaran ini akan digunakan untuk menyelesaikan hutang apabila penghutang tertunggak dalam pembayarannya. Ia juga digunakan sebagai satu nama sejenis peminjaman dengan cagaran atau pajak gadai. An increase, in a loan transaction or in exchange of a ribaw asset, accrued to the owner (lender or seller) without giving an equivalent counter value or compensation in return to the other party. It is prohibited according to Shariah. In lending, it is the extra payment imposed by the lender or promised by the borrower over and above the loan (known as rib qardh). In trade it is mostly the difference in weight in the exchange of gold of different measures of purity, e.g. 10 grams of 750 gold with 8 grams of 835 gold (known as rib fadhl); or the difference in time between payment and delivery in foreign currency exchange, e.g. payment or RM10,000 on 1st January 2008 and delivery of USD3,800 on 2nd January 2008 (known as rib nasah). Peningkatan dalam transaksi pinjaman atau pertukaran aset ribawi, terakru kepada pemilik (pemberi pinjaman atau penjual) tanpa memberi nilai pertukaran yang setara atau pampasan sebagai pulangan kepada pihak yang satu lagi. Ia dilarang menurut Syariah. Dalam pemberian pinjaman, terdapat lebihan pembayaran dikenakan oleh pemberi pinjaman atau dijanjikan oleh peminjam melebihi pinjaman itu (dikenali sebagai rib qardh). Dari segi perdagangan, ia lebih merupakan perbezaan berat dalam pertukaran emas mengikut sukatan ketulenan berbeza, contohnya 10 gram daripada 750 emas dengan 8 gram daripada 835 emas (dikenali sebagi rib fadhl); atau perbezaan dari segi masa antara pembayaran dengan penyerahan dalam kadar pertukaran mata wang asing, contohnya pembayaran atau RM10,000 pada 1 Januari 2008 dan penghantaran USD3,800 pada 2 Januari 2008 (dikenali sebagai rib nasah). Voluntary charitable giving. Sedekah. Pemberian amal secara sukarela.
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BANK ISLAM
terminology / istilah
meaning / maksud
A contract of buying and selling of currencies. Satu kontrak pembelian dan penjualan mata wang. Islamic laws relating to all aspects of human life established by Allah for his servants. The laws are divided into three i.e. those relating to belief (caqdah), those relating to deeds (fiqh) and those relating to ethics (akhlq). In this meaning, Shariah is another word for Islam. Undang-undang Islam yang berkaitan dengan segala aspek kehidupan manusia yang ditetapkan oleh Allah kepada hambanya. Undang-undang ini dibahagikan kepada tiga, iaitu, yang berkaitan dengan kepercayaan (caqdah), yang berkaitan dengan ibadat (fiqh) yang berkaitan dengan etika (akhlq). Berdasarkan makna ini, Syariah juga bermaksud Islam. Asset backed bonds which are structured in accordance with Shariah. Sukk evidencing an undivided pro-rata ownership of underlying asset. Most of these bonds may be traded in the market, depending upon how they are structured; at par, premium or discount. Distrukturkan berasaskan prinsip-prinsip Syariah. Sukk membuktikan pemilikan aset semasa mengikut kadar yang tidak berbahagi. Kebanyakan bon ini boleh didagangkan dalam pasaran, bergantung pada bagaimana bon-bon ini distrukturkan; pada tara, premium atau diskaun. Compensation agreed upon by the contracting parties as a payment that can be claimed by the creditor when the debtor defaults in the payment of his debt. Shariah Advisory Council of Bank Negara Malaysia decided that the tacwidh may be imposed on the defaulting debtor who fails to meet his obligation to pay the financing based on the following conditions: i. ii. The amount of tacwidh cannot exceed the actual loss suffered by the financier; The determination of compensation is made by a third party, which is Bank Negara Malaysia; and
iii. The default or delay of payment is due to negligence on the part of the debtor. Gantirugi yang dipersetujui oleh pihak-pihak yang mengikat kontrak sebagai pembayaran yang boleh dituntut oleh pemiutang apabila penghutang ingkar dalam pembayaran hutang mereka. Majlis Penasihat Syariah Bank Negara Malaysia memutuskan bahawa tacwidh boleh dikenakan ke atas penghutang ingkar yang gagal memenuhi kewajipannya membayar pembiayaan ini berdasarkan syarat-syarat yang berikut: i. ii. iii. Jumlah tacwidh tidak boleh melebihi kerugian sebenar yang ditanggung oleh pembiaya; Penentuan pampasan dibuat oleh pihak ketiga, iaitu Bank Negara Malaysia; dan Keingkaran atau kelewatan pembayaran adalah disebabkan oleh kecuaian daripada pihak penghutang.
An act of a seller intentionally hiding the defects of goods, which is clearly prohibited by Shariah. Tindakan penjual yang dengan sengaja menyembunyikan kecacatan pada barangan yang jelas dilarang oleh Syariah.
BANK ISLAM
171
terminology / istilah
meaning / maksud
Shariah compliant insurance i.e. a protection plan based on Shariah requirements (concept of sharing and protecting of one another via contribution to a pool by taking advantage of a sizeable group). A person becomes a participant by undertaking a contract of tabarruc and paying a participative contribution (tabarruc) to a common takful fund whereby he allows his contributions to be used to help other participants whenever they suffer defined losses. The commercial contracts of mudhrabah and waklah are incorporated into tabarruc contracts to increase the size of the takful fund. Insurans patuh Syariah, iaitu satu pelan perlindungan berdasarkan kehendak Syariah (konsep saling berkongsi dan melindungi antara satu sama lain melalui sumbangan kepada satu kumpulan dengan mengambil kelebihan kumpulan yang besar). Seseorang individu itu akan menjadi peserta dengan melaksanakan kontrak tabarruc dan membuat sumbangan penyertaan (tabarruc) ke dalam dana takful umum di mana beliau membenarkan carumannya digunakan bagi membantu peserta-peserta lain apabila mereka ditimpa musibah yang tertentu. Kontrak komersial mudhrabah dan waklah digabungkan ke dalam kontrak tabarruc bagi menambah saiz dana takful ini. A conspiracy between a seller and a buyer wherein the seller is willing to sell the asset at a price higher than that of the market. This is done so that others will rush to buy the asset at a higher price, resulting in the seller obtaining a huge profit. This act is clearly prohibited by Shariah. Suatu konspirasi antara penjual dengan seorang pembeli di mana penjual hendak menjual aset pada harga yang lebih tinggi daripada harga pasaran. Ini dilakukan supaya pihak lain akan bergegas untuk membeli aset itu pada harga yang lebih tinggi, dan hasilnya penjual mendapat keuntungan yang besar. Kegiatan ini jelas dilarang oleh Syariah. It is the purchase of a commodity (i.e. the subject matter of tawarruq) on deferred payment basis c c by way of either bai muswamah or bai murbahah. The commodity is then sold for cash (wriq) to a party other than the original seller. c Pembelian komoditi (iaitu aset dasaran tawarruq) secara tangguh sama ada secara bai c muswamah atau bai murbahah. Komoditi kemudiannya dijual untuk mendapatkan wang tunai (wriq) kepada suatu pihak selain daripada penjual asal. A payment for manfacah i.e. benefit of others property. Another term related to ujrah is ajr (plural ujr), which refers to payment for a service. It is also applied to salary, wage, pay, fee(s), charge, enrolment, honorarium, remuneration, reward, etc. Suatu pembayaran untuk penggunaan manfaat, harta benda orang lain. Istilah lain yang berkaitan dengan ujrah ialah ajr (plural ujr) yang merujuk pada pembayaran untuk sesuatu perkhidmatan. Ia juga turut dipakai untuk upah, pembayaran, fi, caj, pendaftaran, honorarium, saraan, ganjaran, dsb. Also called Islamic jurisprudence i.e. the discipline of knowledge and methodologies of understanding and interpreting Shariah. Ia juga dipanggil asas-asas perundangan Islam, iaitu disiplin ilmu dan kaedah memahami dan mentafsir Syariah.
172
BANK ISLAM
terminology / istilah
meaning / maksud
Safe custody. Originally, safe custody is referred to as wadah yad amnah i.e. trustee custody, which according to Shariah, the trustee custodian has the duty to safeguard the property held in trust. Wadah yad amnah changes to wadah yad dhamnah (guaranteed custody) when the trustee custodian violates the conditions to safeguard the property. He (the custodian) then has to guarantee the property. Jagaan selamat. Pada asalnya, jagaan selamat dirujuk sebagai wadah yad amnah, i.e. iaitu jagaan pemegang amanah, yang menurut Syariah, penjaga pemegang amanah mempunyai kewajipan untuk melindungi harta benda yang dipegang olehnya. Wadah yad amnah bertukar menjadi wadah yad amnah (jagaan terjamin) apabila penjaga pemegang amanah melanggar syarat semata-mata melindungi harta benda ini. Kemudian, beliau (penjaga) perlu menjamin harta benda itu. A contract of appointment of an agent whereby a person appoints another to act on his behalf. Suatu kontrak pelantikan ejen yang melibatkan seseorang melantik orang lain untuk bertindak bagi pihaknya. An endowment or a charitable trust set up for Islamic purposes (usually for education, mosques, or for the poor). It involves tying up a property in perpetuity so that it cannot be sold, inherited, or donated to anyone. Wakaf dan khairat yang diwujudkan untuk tujuan yang berkaitan dengan Islam (biasanya untuk pendidikan, masjid, atau untuk orang miskin). Ia melibatkan tambatan harta benda untuk selamalamanya supaya harta itu tidak boleh dijual, diwarisi, atau didermakan kepada sesiapa. A religious obligation of alms-giving on a Muslim to pay a certain amount of his wealth annually to one of the eight categories of needy Muslims (asnf). The objective is to take away a part of the wealth of the well-to-do to be distributed among the asnf. According to the Shariah, zakat purifies wealth and souls. Satu tanggungjawab agama di mana orang Islam memberi jumlah tertentu daripada harta kekayaan mereka setiap tahun kepada salah satu daripada lapan kategori orang Islam yang memerlukan (asnf). Matlamatnya adalah untuk mengambil sebahagian daripada kekayaan orang yang berada untuk diagihkan dalam kalangan asnf. Menurut Syariah, zakat membersihkan harta kekayaan dan jiwa.
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