#1Investor Day 2021 Maybank Group's Five-Year Strategy: M25 9 April 2021 Maybank Humanising Financial Services Dis daimer: The con ten ts of this document/information remain the intellectual property of Maybank and no part of this is to be reproduced or transmitted in any form or by any means, including electronically, photocopying, recording or in any information storage and retrieval system without the permission in writing from Maybank. The contents of this document/information are confidential and its circulation and use are restricted.#2Who We Are OUR CORE VALUES OUR MISSION Teamwork Integrity Growth Excellence & Efficiency Relationship Building Humanising Financial Services OUR UNIQUE DIFFERENTIATORS Serving our communities in ways that are simple, fair and human. Over 42,000 Maybankers who serve the mission, empowered by our TIGER Core Values. Our strong retail community franchise spanning across ASEAN. OUR STRUCTURE Group Community Financial Services Our Three Business Pillars... Share of Group's Share of Group's 420208 Share of Group's FH2020 PAY Group Global 39.8% 49.4% Banking Group Insurance & Takaful 10.8% ... Islamic Finance leverage model Enabled by Group Corporate Functions#3Our Strategic Journey #1 M25 HUMANISING FINANCIAL SERVICES Humanising Financial Services across Asia Maybank Group CEO+ Support Group Finance Office (GFO), Group Credit & Risk Management (GCRM), Group Human Capital (GHC), Legal, Compliance Communications Community Financial ISLAMIC INSPIRED Services Global Wholesale Banking Insurance & Takaful Leveraging shared distribution, Customer Segment driven, Community INTERNATIONAL EXPANSION Bank Regaining domestic leadership and aggressively pursuing ASEAN market expansion by humanising client interaction Being the National Insurance Champion and Living the ETIQA way Enterprise Transformation Services 2010-2015 ENABLEMENT ✓ Creation of the "House of Maybank" ✓ Strengthen position in our three core markets of Malaysia, Singapore and Indonesia. ✓ Building on strategic acquisitions made in Indonesia (PT Bank Internasional Indonesia in 2008) and investment banking (Kim Eng Holdings Ltd in 2011). ✓ Refocus growth agenda in target regions and exited Papua New Guinea. The Top ASEAN Community Bank The Leading ASEAN Wholesale Bank Linking Asia The Leading ASEAN Insurer The Global Leader in Islamic Finance The Digital Bank of Choice 2016-2020 ✓ Strengthen our position in ASEAN across all our key businesses. ✓ Digital technology becomes a key theme. ✓ Continue to build on capital and liquidity strengths given evolving capital and liquidity regulatory requirements. ✓ Drove sustainability-led initiatives as per five-year 20/20 Sustainability Plan established in 2015, premised on three pillars (community and citizenship; our people; access to people and services) 2021-2025 ✓ Sustainability agenda embedded in long- term strategy to become Bank's DNA. ✓ Bettering customer experience and interface through enhanced digitalisation and data analytics. ✓ Extracting growth from new value drivers. 2#4(RM' billion) Our Regional Strategy Contributed to Our Earnings Growth Net Operating Income -РРОР ■Net Profit 2010-2015: 5-Year CAGR Net Operating Income PPOP Net Profit 2015-2020: 5-Year CAGR * Net Operating Income: 3.1% (3.9%) PPOP Net Profit : 4.3% (4.7%) : -1.1% (4.6%) Figure in bracket is 4-year CAGR, excluding 2020 due to COVID-19 pandemic : 11.5% : 11.0% : 12.4% 21.24 22.17 23.24 23.66 24.74 24.76 18.54 18.53 16.77 14.82 12.32 6.5 3.82 7.36 8.54 9.61 9.42 4.88 5.75 6.55 6.72 10.95 6.84 11.69 11.91 6.74 7.52 12.42 8.11 13.18 8.2 13.52 6.48 2020-2025: 5-Year (f) ROE CIR : 13-15% : <=45% ད 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021f 2011-2015: • • • Transformation & growth Positive macroeconomic conditions with strong GDP growth in home markets (MY & IND: 5%-6%, SG: 3%-6%). Strong upside in the commodity sectors given growing economies. Given robust operating environment growth and Maybank's repositioning of business segments, net profit expanded >1.5 times from RM4.45* billion in FY2011 to RM6.84 billion in FY2015. • . 2016-2020: Building on capital and liquidity management Given rising geopolitical uncertainties, slowing economic growth between 2016-2019 (MY: >4%, SG: 0.7%-4%, IND: 5%) and volatility in commodity markets, we focused on building capital and liquidity strengths as well as new fee income streams. Focus on digitalisation in line with aspiration to become The Digital Bank of Choice. Re-balancing asset and liability portfolio strategies to optimise risk/returns in line with evolving risk management practices, enabling optimal shareholder returns (i.e.: better effective dividend cash payout) and improved capital management. • 2021-2025: Sustainable new drivers 2025f Key business decisions will be based on ESG principles with customers and the community being at the foremost in everything we do. New value drivers focused on digital-play (digital inclusion for SMEs, digitalising the Wholesale Banking customer experience, scaling up digital insurance business), strengthening wealth proposition with Universal Private Bank, expanding Islamic Banking from credit to investment intermediary to grow fee income contributions, and tapping on cross border opportunities of the various corridors. *The RM4.45 billion Net Profit is based on 12-month ending 30 June 2011, while 2011 bar chart data is based on calendar year. The differing figures is due to fiscal period change in 2011. Source: data.worldbank.org for GDP data 3#5Maybank's capital and risk-weight assets density positions compare very favorably relative to peers. We Continue to Maintain Strong Capital & Liquidity Positions... 15.90 HSBC Capital Adequacy Ratio¹ ■CET1 (%) AT1 (%) Tier 2 (%) 21.50 I 18.90 18.68 18.40 17.90 16.88 16.80 16.40 15.77 15.69 13.70 12.60 15.31 14.70 15.20 CBA Maybank! UOB OCBC ICBC DBS 13.18 13.90 Total Capital Ratio & CET 1 Ratio Total Capital Ratio 11.30 12.89 Our past emphasis on healthy liquidity and capital levels gave us an 19.29% 19.38% 19.02% 19.39% edge to enter this 18.68% pandemic from a position of strength. Source: 1. Bloomberg data as at 31 March 2021. Note: Calculation of RWA density = RWA / Total Assets. CET 1 Ratio 10.87 10.00 RWA Density¹ 60.4% 62.2% 49.4% 50.5% 52.2% 47.1% 41.2% 41.6% 41.8% 42.9%! 28.7% ANZ SHINHAN BOC WOORI HSBC ANZ SHINHAN OCBC CBA Maybank DBS WOORI UOB ICBC BOC Liquidity Risk Indicators LDR LCR CASA Composition 15.73% 14.77% 15.03% 15.31% 13.99% FY2016 36.0% 37.3% 42.8% 35.9% 35.5% FY2017 FY2018 FY2019 FY2020 FY2016 FY2017 FY2018 FY2019 FY2020 151.9% 141.0% 142.0% 133.1% 132.4% 93.9% 93.4% 92.7% 92.4% 90.1%#6...Enabling Steady Shareholder Rewards & Better Cash Payouts up to FY19 Total dividend payout ratio consistently above 40-60% policy rate Dividend (sen), Payout Ratio, Yield and Cash Component (%) Dividend Payout Ratio 76.5% 74.9% 79.9% 74.7% 71.9% 78.5% 76.3% 78.1% 78.5% 87.8% 91.2% 77.3% 100% 67% 53% 27% Cash Component 13% 11% 12% 20% 25% 19% 27% 34% of Total Dividend 7.3% Gross Dividend Yield 6.7% 7.1% 7.4% 5.4% 6.2% 6.4% 6.3% 5.6% 6.0% 6.1% 4.2% 65.0 64.0 60.0 57.0 57.0 55.0 55.0 53.5 54.0 52.0 52.0 33 ■Final Interim + 32 85.7%* 39 86.1%* 36.0 33 44 31 85.9%* 30 32* + 32 82.6%* 83.7%* 32 89.1%* 81.7%* 38.5 88.6%* 36 + 28 91.1%* 88.5%* 32 88.2%* 24 25 11 22.5 85.9%* 24 84.0%* 20 87.5%* 83.5%* 23 85.7%* 25 84.0%* 13.5 87.4%* FY08 FY09 FY10 FY11 FP11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 Effective Cash 1 1 1 1 1 1 Г Г Г I Dividend Paid Out I I 60.4% 61.4% I I I I I I I I 26.2% 17.2% I I L I 17.0% I I I I I 19.0% 22.0% 29.0% 23.2% I I I I 28.6% 57.2% 47.1% I I 87.8% 39.3% from Net Profit L J L L L JL Note: * + # • Actual Reinvestment Rate for Dividend Reinvestment Plan. The reinvestment rate for Final Dividend FY2020 is pending the execution of the 20th DRP. The Final Dividend for FY2017, Interim and Second Interim Dividend (reclassification from Final Dividend) for FY2019 were fully in cash. The Net Dividend is 28.5 sen of which 15 sen is single-tier dividend. Maybank adopted the single-tier dividend regime with effect from FY2012. Effective Cash Dividend Paid Out for FY2020 is based on the actual reinvestment rate for Interim Dividend FY2020 and an 85% reinvestment rate assumption for Final Dividend FY2020. 5#7Maybank2020: Achievements in Key Strategic Objectives The Top ASEAN Community Bank To be a leading retail & commercial financial services provider in ASEAN, leveraging our regional presence, banking expertise and growth opportunities in ASEAN. Consumer adoption rate using digital platforms: 2020: 66.1% 2016: 36.3% Monetary transactions through digital platforms (YoY growth): 2020: 53.0% 2016: 34.5% % of core product sales generated through digital platforms: 2020: 78.6% Regional Retail SME recorded 8.4% five-year CAGR growth in loans: 2020: RM32.7 billion 2016: 23.8% 2016: RM23.7 billion Winner: • • Regional winner (Asia Pacific) for Best Website Design Award 2020 by Global Finance Magazine 2020. Asia Trailblazer of the Year 2020 by Retail Banker International Asia Trailblazer Awards 2020. World's Best Consumer Digital Bank Awards in Asia Pacific (Malaysia, Indonesia) by Global Finance Magazine 2020. Best Digital Bank in Malaysia and Indonesia by Global Retail Banking Innovation Awards 2020 Group Wealth Management recorded 8.3% CAGR growth in total AUM over the last five years: 2020: RM244.0 billion 2016: RM177.7 billion Leader in digital banking: Largest market share in Malaysia with 60.7% in mobile banking. Introduced many innovative and first-to-market digital solutions such as: MAE by Maybank2u, a lifestyle app. • New and improved Maybank2u app with biometric and Secure2u features. QRPay and Tap2Phone, affordable digital payment solutions for small merchants. • SME Digital Financing with 10-minute approval. EzyQ, an online branch appointment system. Fully digital real-time account opening for SMEs in Malaysia. • Video Know-Your-Customer (KYC) via Maybank2u, enabling fully digital customer onboarding in Indonesia. 9#8Maybank2020: Achievements in Key Strategic Objectives The Leading ASEAN Wholesale Bank Linking Asia To be the trusted ASEAN financial partner that links Asia by leveraging our ASEAN leadership capabilities to deliver client solutions across Asia. Leading Global Banking franchise in the country and region: • Best Trade Finance Provider in Malaysia by Global Finance Trade & Supply Chain Finance Awards 2020. • Best Investment Bank in Malaysia by Euromoney, Global Finance, and Finance Asia. • Best Broker in Southeast Asia by Alpha Southeast Asia No. 1 Wholesale Bank in Malaysia by market share of loans, deposits and trade finance. Maybank2E expanded ASEAN capabilities across the region. Group Asset Management's AUM recorded five-year CAGR growth of 12.6% to RM32.6 billion in FY2020. Net Promoter Score (NPS) in Malaysia: 2020: 15 2016: 6.4 Total # of ASEAN DCM deals: 2020: 82 2016: 56 Leading brokerage franchise in ASEAN and Top 5 in Malaysia, Thailand and Indonesia. • ESG market leader in Malaysia: Consistently ranked No. 1 on the ESG League Table (Dealogic) since 2017 Executed noteworthy ESG-driven deals across the region such as the LSS3 solar power projects financing, and Indonesia's USD2.5 billion Sovereign Sukuk. Bloomberg League Table MYR Islamic Sukuk 2020: 1 2016: 1 Malaysia Bonds 2020: 2 2016: 2 Malaysia ECM 2020: 1 2016: 1 Global Sukuk 2020: 3 2016: 2 ASEAN Local Currency Bonds 2020: 2 2016: 2 7#9Maybank2020: Achievements in Key Strategic Objectives The Leading ASEAN Insurer To be a leading ASEAN insurer by leveraging synergies between Maybank's regional banking footprint and Etiqa's expertise in Takaful & bancassurance Expanded ASEAN footprint from Malaysia and Singapore to the Philippines (2014), Indonesia (2017) and Cambodia (2020). Regular Premium/Contribution Bancassurance Market Share in Malaysia: 2020: No. 1 (20.4%) 2016: No. 2 (17.3%) Life/Family APE Bancassurance Market Share in Malaysia: 2020: No. 1 (19.4%) 2016: No. 2 (16.0%) Highest ever revenue: RM11.27 billion in 2020 (in gross written premium). NPS in Malaysia: 2020: 24 2016: -7 1 No. 1: • General Takaful Provider in Malaysia. Online Insurer with over 66% market share in Malaysia. Winner: • Best Takaful Company 2019 (International Takaful Awards) Top Bancatakaful Producer 2020 (Malaysian Takaful Association) Implemented Insurance Advisor Model driving growth in bancassurance regular premium, achieving No. 1 position in Malaysia. Introduced Etiqa's Smile App enabling customers to access the full extent of services including policy details, service providers and claim submission. 8#10Maybank2020: Achievements in Key Strategic Objectives The Global Leader In Islamic Finance To continue delivering innovative client-centric universal financial solutions, building on our global leadership in Islamic Finance • Largest Islamic Finance • Provider in Malaysia and Asia Pacific. Top 5 Islamic Bank globally by asset size MGIB Contribution to Maybank Group Assets 2020:31.7% 2016: 26.9% Funding 2020: 35.7% 2016: 27.9% PBT 2020: 28.2% 2016: 21.2% Introduced innovative products such as Investment Account, HouzKEY and the first Shariah-compliant e- wallet in Malaysia, MAE. Led the development of Islamic Finance in the region: • • Joint lead arranger for one of the world's largest green Sustainable and Responsible Investment (SRI) sukuk in 2019. Contributed and collaborated with academic, educational and governmental bodies such as INCEIF, ISRA and IIUM to develop Islamic Finance knowledge, learning and banking modules. Winner: • Global Islamic Bank of the Year (2014, 2015, 2020) The Banker Awards = (Financial Times) Asia-Pacific Islamic Bank of the Year - (2016-2020) The Asset Triple A Islamic Finance Awards NPS in Malaysia: 2020: 33 2016: -6 Sukuk League Table MYR 2020: No. 1 2016: No. 1 Global 2020: No. 3 2016: No. 2 Established Maybank's first branch in the Dubai-DIFC to drive GCC-ASEAN flow. 6#11Maybank2020: Achievements in Key Strategic Objectives The Digital Bank of Choice To be the digital bank of choice by putting our customers' preferences first and transforming to deliver next-generation customer experience. Further enhanced customer experience by building partnerships, digital assets, platforms and capabilities such as: Introduced various customer facing capabilities and innovations as mentioned across the four strategic objectives above, such as SME Digital Financing with 10-minute approval and MAE by Maybank2u lifestyle app. Standardised and rolled out base applications and Straight-Through Processing capabilities across the countries and geographies to serve our customers. Established Maybank Labs to augment digital and analytical delivery for Maybank Group. Sealed strategic partnerships with Grab, Samsung Pay, Alipay and Shopee. Increased in-house capabilities to manage and develop financial applications and improve cyber defence capabilities. SAMA-SAMA LOKAL By Maybank2u • Launched Maybank Sandbox as a regional collaboration platform for FinTech developers to test out new ideas using real banking APIs. Introduced CARisMa (Capital Adequacy and Risk Management), an integrated system to better manage assets, liabilities and risks. Built connections to partner ecosystems to allow seamless payments & customer experience, i.e. Grab, Lazada and Shopee. Rolled out FutureReady digital upskilling programmes for employees. First local bank to introduce SWIFT gpi in 2019, enabling speedier, convenient and secure cross-border remittances. Supporting community development, particularly during the pandemic: Launched Sama-Sama Lokal in 2020, a platform that enables small businesses to operate online at no cost. Introduced MaybankHeart in 2016 - the first-of-its-kind digital social fundraising platform for non-governmental organisations (NGOs). Maybank Heart 10 10#12Maybank Is The Most Valuable Company in Malaysia Company Market Cap Rank (Ranking as at 30 March 2021) (RM Bil) Market Price (RM) No. of Shares (in Bil) PE Ratio (times) 1 Malayan Banking Bhd 95.88 8.40 11.41 14.57 2 Public Bank Bhd 83.08 4.28 19.41 17.05 3 Petronas Chemicals Group Bhd 64.80 8.10 8.00 40.50 4 Tenaga Nasional Bhd 59.33 10.40 5.70 16.48 5 IHH Healthcare Bhd 47.67 5.43 8.78 240.27 6 CIMB Group Holdings Bhd 44.26 4.46 9.92 37.04 7 Press Metal Aluminium Holdings Bhd 40.87 10.12 4.04 89.40 8 Hong Leong Bank Bhd 40.75 18.80 2.17 15.37 9 Top Glove Corp Bhd 37.29 4.78 7.80 5.66 10 Maxis Bhd 36.38 4.65 7.82 26.12 Source: Bloomberg 11#13Strong Financial & Leadership Positions within ASEAN Leading Regional Financial Services Group Largest Banking Network In Malaysia & Present in all 10 ASEAN Countries 2,626 retail branches worldwide 51 investment banking branches worldwide Total Assets (USD bil) 1 branches Investment banking branches • 167 360 DBS 492 OCBC 395 UOB 327 Maybank CIMB 213 150 Bangkok Bank 127 Kasikornbank 122 Public Bank 112 Krung Thai Bank 111 Siam Commercial 109 DBS OCBC Bank Central Asia UOB Maybank Bank Rakyat Indonesia 9 Bank Mandiri Public Bank BDO Unibank Kasikornbank PATAMI (USD mil) 1 No.4 Loans and Deposits (USD bil) 1 286 DBS 352 213 UOB 246 202 OCBC 238 Maybank 13044 No.4 CIMB 91101 Bangkok Bank 79 94 Public Bank Krung Thai Bank 78 Siam Commercial Bank Rakyat Indonesia 76 81 67 Loans ■ Deposits 81 Market Capitalisation (USD bil)² 3,448 DBS 55.0 2,412 1,865 Bank Central Asia OCBC 54.2 39.4 1,682 Bank Rakyat Indonesia 38.2 1,542 No.5 UOB 32.2 Maybank 23.1 1,280 1,176 Bank Mandiri Public Bank 20.3 20.0 1,160 1,005 Siam Commercial Kasikornbank 12.2 11.1 917 No.6 Note: As at 31st December 2020. 2 As at 30th March 2021 Source: Bloomberg. Note: Except for Market Capitalisation, Maybank's figures are computed based on internal exchange rate assumptions. The deposit balances for Maybank and CIMB are inclusive of Investment Accounts. 12#14Over the Past Decade (Prior to COVID-19 Pandemic), Banks in Our Home Markets Have Seen ROEs Decline... ...with Maybank's ROE declining at a relatively slower gradient and remaining above its reducing cost of equity ( <9% since 20181) 27.1 16.3 16.2 15.2 14.5 ROE (%) of Malaysia Banks 14.8 ROE (%) of Singapore Banks 14.5 14.3 12.1 13.2 11.5 11.4 11.6 11.4 12.1 9.1 11.3 10.9 8.1 10.2 7.6 7.4 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Maybank Peer 1 Peer 2 Peer 3 11.5 13.6 11.4 11.3 10.3 10.9 10.8 43.8 11.2 10.3 9.5 33.3 9.6 8.1 9.3 7.7 24.7 8.8 7.0 7.4 24.4 ROE (%) of Indonesia Banks 20.0 16.5 18.8 18.4 18.0 10.5 16.1 14.0 9.4 14.5 2.1 14.4 14.0 8.1 11.4 10.9 2.9 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2010 2011 Maybank Peer 1 Peer 2 Peer 3 Peer 4 Peer 5 2012 2013 Maybank 2014 Peer 1 2015 2016 Peer 2 2017 Peer 3 2018 2019 2020 Peer 4 Source: ROES extracted from Bloomberg Maybank's ROE for 2020 would be below cost of equity due to COVID-19 pandemic 13#15Operating Context Against these emerging macroeconomic and social trends, our next five year strategy was designed... Maybank Humanising Financial Services#16Our Operating Context (1/2) We have seen heightened uncertainty in the global economy in the past five years, impacting the banking sector ROES. Exacerbating this environment is the recent pandemic- induced uncertainties. Global Economic Policy Uncertainty Index1 440 Pandemicrisis -US- China Trade Brexit War... Referendum; Global Financial Crisis & Eurozone Sovereign US Presidential Election Debt Crisis Global Recession Growth Slowdown SARS 400 360 320 280 240 200 Asian Post-DotCom Bubble Financial Recession 160 Crisis 120 80 40 السلسلة Dec-09- Nov-10- Oct-11 Sep-12 Aug-13 Jul-14 Jun-15 May-16- Apr-17- Mar-18 Feb-19- Jan-20 Jan-09 Jan-98 Dec-98 Nov-99 Oct-00- Sep-01 Aug-02- Jul-03- Jun-04- May-05- Apr-06 Mar-07 Feb-97 Global Average Interest Rates (% p.a.)³ 5.00 Given the volatility globally and slowing economic growth, we have been experiencing a prolonged low interest rate environment since the Global Financial Crisis, with new interest 4.50 4.00 3.50 3.00 2.50 DotCom Bubble 2.00 Burst 1.50 1.00 0.50 0.00 rate lows seen in 2020. Eurozone Sovereign Debt Crisis Global Finantel Crists & Recession Global Weighted Average Benchmark Interest Rate (% p.a.) -Global Aggregate 10-Year Sovereign Bond Yield (% p.a.) China-led Global Slowdown- US-China Trade Decreasing industry ROE trajectory² 30.00 25.00 * * 20.00 * 15.00 10.00 5.00 0.00 2005 2007 2006 2008 2009 2010 2012 2011 2013 2014 2015 2016 MY Banks SG Banks 2018 2017 ID Banks 2019 YTD bps ASEAN Central Banks Have Slashed Policy Rates Amid the Pandemic Crisis4 Change in Policy Rate 0 -100 -75 -125 -125 -200 -150 -200 -200 -200 -300 -250 -300 -400 -500 COVID -19 -600 2020 Global Financial Crisis Sep-00 May-01- Jan-02- Sep-02- May-03- Jan-041 Sep-04- May-05 Jan-06 Sep-06- May-07- Jan-08- Sep-08- May-09 Jan-10- Sep-10 May-11- Jan-12- Sep-12- May-13- Jan-14- Sep-14- May-15- Jan-16 Sep-16- May-17- Jan-18- Sep-18- May-19- Jan-20- Sep-201 -700 -700 -800 Vietnam Philippines Malaysia Indonesia Thailand Source: 1) "ASEANX Macro Global Economy Update: The Good, The Bad, The Uncertain" by MKE Research @ 7 Aug 2020 2) S&P Global Market Intelligence 3) "ASEAN Macro Year Ahead: 2021 Recovery & Reopening" by MKE Research @ 7 Dec 2020 4) “Year Ahead 2021: ASEAN - Herd Immunity & Escape Velocity" by MKE Research @ 7 Dec 2020 15#17Our Operating Context (2/2) Investment trends continue to show increasing spend on digitalisation efforts across ASEAN, even during the recent pandemic, with more users being on-boarded on digital banking platforms. Companies with high Environmental, Social and Governance (ESG) performance relative to their sector peers have done well and continue to attract capital. Tech Investment in ASEAN Stayed Resilient at USD5.6 bn in 1H20, more than Double the Amount in 2H191 Mobile Banking App Users Jumped the Most in Vietnam, Philippines & Indonesia² YTD montly active user growth for select mobile banking apps USD mn 10 9 8 7 6 5 4 3 2.1 2 1.6 1.2 1.4 1.0 0.9 1 0.5 0.3 0.2 0 Capital Invested Number of Deals (RHS) 80% 400 70% 8.7 350 60% 300 6.5 50% 5.6 250 40% +73% 200 4.4 30% 3.6 150 20% 2.2 100 10% 50 0% Vietnam 1H132H131H142H141H15 2H15 1H162H161H172H171H182H18 1H192H19 1H20 Performance of MSCI ESG index vs MSCI Asia ex-Japan index 150 140 130 120 110 100 90 ༔ +53% +44% +33% +17% +5% Thailand Philippines Indonesia. Malaysia Singapore Note: Refers to period of Jan to Sep 2020 vs. previous period. MSCI Asia x Japan ESG Leaders index/MSCI Asia x Japan Index In Asia ex Japan, MSCI ESG leaders have been steady outperformers for some and also during the pandemic. 08 09 10 11 12 13 14 15 16 17 18 19 20 Yr Source: 1) & 2) "ASEAN X MACRO The Post-Pandemic Normal" by MKE Research @ 13 Nov 2020 3) "Sustainability: New Directions, Expanding Opportunities" by MKE Research @ 20 Oct 2020 16#18M25 Refreshing our mission and anchoring our strategy on three priorities Maybank Humanising Financial Services#19Humanising Financial Services Our purpose has been refreshed to reflect long-term priorities and a new operating landscape • . • HUMANISING FINANCIAL SERVICES Being at the heart of the community, we will: Make financial services simple, intuitive and accessible Build trusted partnerships for a sustainable future together Treat everyone with respect, dignity, fairness and integrity Customers • experience Transition support to For our stakeholders: Regulators To create the following impact: Best-in-class customer Convenient access to financial services (digital & physical) Fair terms & pricing; advisory based on needs sustainable practices Shareholders Sustainable and responsible returns Strong governance and transparency Employees Growth and capability building Inclusiveness, diversity and well-being Standard-bearer for the industry Professionalism and business ethics Communities Financial inclusion and empowerment Commitment to low-carbon economy Empowering Everyone to thrive and advance their ambitions Poverty Eradication with financial inclusion & improved livelihoods Reduced Inequalities across populations, geographies, gender, etc Clean & Sustainable Environment through low carbon economy, green infrastructure Stronger Institution via responsible practices, future-proofing resilience • 18#20Maybank's Next Five-year Strategy: M25 Anchored on our purpose of Humanising Financial Services Sustainable ROE Pervasively Digital M25 HUMANISING FINANCIAL SERVICES Evolve from being a financial services provider towards becoming our customers' lifestyle partner, on the back of advanced data analytics, resilient systems and platforms, enabled by a FutureReady and agile culture. Top Rated Customer Experience Group Strategic Priorities New Value Drivers Transformative initiatives that go beyond the current business-as-usual outcomes and represent new growth opportunities such as in the areas of digital, sustainability, SME and wealth, with the goal of building long-term competitive advantages. Regional ESG Leader Sustainability Drive the change for a better world and partner our stakeholders to achieve sustainable growth with a focus on enabling responsible transition to a low-carbon economy, empowering our communities and leading by example with good governance practices. Preferred ASEAN Bank Business Strategic Thrusts Global Leader in Islamic Finance TIGER CORE VALUES Leading ASEAN Insurer 19#21Group Strategic Priorities Pervasively Digital • M25 HUMANSING FINANCIAL SERVICES Pervasively Digital represents our digital efforts to strengthen and deliver more value to the stakeholders, guided by the Core principles of Experience, Trust and Resilience. The Core Principles guide.. EXPERIENCE DATA DATA CUSTOMERS RESILIENCE TRUST DATA .. Our Focus Areas... Customer Engagement Platforms Digital Ecosystems Data Monetisation Strategy Customer 360 view • Deepened Engagements • Reforms in Distribution • Partnership Ecosystem • Exploration of New Opportunities ... which is enabled by: • Workforce capabilities powered by new/digital skills and rethinking models • Systems, policies and processes that support • mobile workforce and agility Strengthened core and auxiliary systems • Expansion of Robotic Process Automation • Integrated data system • Enhanced cash management flow • Multi-cloud tech platforms for quicker server provisioning and scale Micro-service platforms for speed and agility Our goal is to evolve from being a financial services provider to becoming our customers' lifestyle partner and build wraparound experiences within our services, products and platforms. 20 20#22Group Strategic Priorities New Value Drivers M25 HUMANSING FINANCIAL SERVICES • New Value Drivers go beyond the current business-as-usual (BAU) and represent new business growth opportunities covering SME, wealth, trade, ESG and digital. These are transformative initiatives meant to help us grow over the long-term and sustainably build our competitive edge. • • Group Community Financial Services Driving financial inclusion for SMEs through digital and data-led solutions Strengthening wealth proposition with one-stop Universal Banking solutions • $ Group Global Banking Group Islamic Banking Digitalising end-to-end Wholesale Banking customer experience • Re-imagining the Islamic Banking business by expanding from credit to investment intermediation Group Insurance & Takaful Scaling up digital insurance through strengthened digital position, delivering best Auto digital solutions and becoming the preferred digital banca partner We aim to defend and grow our customer base, generate income more effectively & efficiently, provide beyond financial services, and fortify our propositions in the different markets we serve. 21#23Group Strategic Priorities Sustainability • We aim to drive the change for a better world and partner clients to achieve sustainable growth. • Our sustainability agenda is predicated on three key pillars: enabling responsible transition to a low carbon economy, empowering our communities and leading by example with good governance practices. 1 Responsible Transition Enable transition to a low carbon economy balancing environmental and social imperatives with stakeholders' expectation • • Supporting the Transition to a Low-Carbon Economy Developing Sustainability Focused Products & Services Systemic Risk Management ESG integration in Financial Analysis Engaging our People in Sustainability Business Ethics • Financing Commitments: 2 Enabling our Communities Building community resilience across ASEAN, undertake responsive action to promote economic development and social well-being Empowering Communities • Financial Inclusion • Climate Resilience • Transparency and Trust • Diversity, Equity and Inclusion 3 Our House is in Order & We Walk the Talk M25 HUMANSING FINANCIAL SERVICES Leading by example with good management practices and ensuring that Maybank's ESG strategy is based upon a strong foundation Governance and Compliance • • Privacy • Our Supply Chain Our Environmental Impact ✓ No Deforestation, No New Peat, and No Exploitation (NDPE) stance approved by the Board in January 2020 (which applies to all relevant sectors including but not limited to palm oil, forestry and logging, construction and real estate). ✓ The Group will not provide financing to black listed activities deemed not in line with the Group's core values. ✓ No financing of new coal activities (transitioning together with existing borrowers to achieve sustainable renewable energy mix over medium- to long-term) 22#24Business Strategic Thrusts Preferred ASEAN Bank - Group Community Financial Services Group Community Financial Services aspires to be the "Most Preferred Community Bank" through: AIM HOW? OUTCOME Forefront Position in the SME Space Strengthen our position in home markets; create a digital eco-system and marketplace - improve SME commerce capabilities and enable connectivity between SMEs and end-consumers Grow ≥3x borrowing base in MY Attain M25 HUMANSING FINANCIAL SERVICES Data and Digital-led Strategy Enhance data analytics capabilities - shift towards advanced analytics to better drive customer centricity solutioning and offerings Continue to build and upscale our digital banking capabilities and propositions - enable seamless product and service delivery across the region > 5.0x Avg product holding ≥ 80.0% Digital sales contribution and digital customer penetration rate Fortify Our Wealth Management Propositions . Position ourselves to be the Universal Private Bank - gateway to full suite of financial offerings ranging from retail to corporate solutions Enable regional Private Wealth borderless customer experience - via consistent enhancement of delivery of product and services across our markets 2x growth in Private Wealth Customers 23 223#25Business Strategic Thrusts Preferred ASEAN Bank - Group Global Banking Group Global Banking aspires to be the "Valued ASEAN Banking Partner Globally' through: AIM KEY ENABLERS STRATEGIC INITIATIVES Undisputed No. 1 In Malaysia BUSINESS MODEL SHIFTS Effective Balance Sheet Management, Income Diversification & Structural Shifts The Partner Of Choice For Our Clients Globally CLIENT SERVICING MODEL VIA DIGITAL BREAKTHROUGH Infrastructure building to deliver superior client experience & improve productivity M25 HUMANSING FINANCIAL SERVICES OUTCOME Client segment diversification for optimal risk-return profile • Ramp-up flow business by driving GM-TB sales franchise • Investment Banking & Investment Management (IM) propositions • Building community resilience across ASEAN, undertake responsive action to promote economic development and social well being. >50% five-year CAGR from New Profit Drivers (NPD) for IB & AMG income Efficient, Value Generating Regional Banking Franchise INTERNATIONAL GO-TO-MARKET STRATEGY Focus on business with sustainable returns • • Platform to automate end-to-end on boarding and credit processing Trade, treasury and cash platform optimisation to provide integrated flow solutions Reposition our focus in key international markets (SG, ID & Greater China) through targeted segments, infrastructure building, cross-border solutions and tapping into intra-ASEAN and ASEAN+ corridors Invest in capacities, infrastructure and capabilities in CLMV & the Philippines to complete our flow business proposition 10% - 15% improve TAT >40% five-year CAGR from NPDs for Trade, Treasury & Cash Mgt income >50% five-year CAGR from NPDs for income through cross-border flows 24 14#26Business Strategic Thrusts Global Leader in Islamic Finance Group Islamic Banking aspires to be a Global Leader in Islamic Finance through Financial Resilience, Global Prominence and Thought Leadership in Sustainable Finance, Product Innovation and Shariah through: EXPANDED BUSINESS MODEL Credit Intermediation ↓ Investment Intermediation Fund-Based Income ↑ Fee-Based Income Traditional Digital Domestic Contribution International Contribution Typical Banking Solutions ↓ Social Finance WHY? . Embrace the risk-sharing model that is more equitable in terms of risk-return • • Reduce reliance on balance sheet • Reduce reliance on balance sheet • • • • Manage cost of capital more efficiently Reduce costs and widen the reach of our products and services Stay ahead of the curve, riding the digital wave Provide seamless customer service Capture the opportunities in the growth markets such as Indonesia, Singapore and GCC Enlarge the pool of income beyond Malaysia. To be a truly global Islamic bank Empower underserved segments economically. Up- scale them to be bankable customers Amplify the social impacts of Islamic finance M25 HUMANSING FINANCIAL SERVICES + HOW? Introduction of multiple funds under Multi-Asset Investment Account (MAIA) Investment Account (IA) as Capital Raising Instrument • MAIA/ IA as Capital Raising Instrument • • Islamic Estate Planning (IEP) and Investment Solutions under Islamic Wealth Management (IWM) Amplifying trade financing solutions for Halal industry Adoption of Group CFS Digital Ecosystem initiatives including Halal Marketplace and Digital distribution for MAIA and IWM OUTCOME RM2 billion Revenue (Over 5 Years) 30% Fee-Based Income Composition <25% Cost income ratio . Indonesia - Shariah First strategy and SOE deals Singapore IWM business Dubai - Sukuk, syndicated financing and trade finance Micro financing solutions • Cash Waqf Funds Social Enterprise Incubation Programme 25% International Contribution to PBT Positive Social Impact Indicators 25 25#27Business Strategic Thrusts Leading ASEAN Insurer M25 HUMANSING FINANCIAL SERVICES Etiqa aspires to be "A Leading ASEAN Insurer" in line with its purpose of "We Want To Make The World A Better Place" by putting the interests of our customers & communities first and providing protection & wellness offerings to as many people as possible. AIM No. 1 Digital Insurer Of Choice in ASEAN OUTCOME $ Be the #3 ASEAN owned insurer Grow our PBT with a CAGR of 12% over the next 5 years All Things Auto More than Double our Topline with a CAGR of 15% over the next 5 years Establish an Auto platform that goes beyond Insurance Continue to be Agile & have SCRUM as a key enabler Remain focused on being Fast & Easy to deal with & giving the Best Advice to our customers 命 Banca Preferred Partner Retained our #1 Bancassurance position while securing a broader base of Banca partners Expanded our #1 Digital Insurer position across the Region while offering personalised services online 26#28M25 Targeted Outcomes Drivers behind ROE uplift To improve a BAU potential ROE of around -11.5% by 2025, we have identified New Profit Drivers (NPD) that will bring us closer towards achieving our aspirational ROE of between 13%-15% by 2025. Aspirational ROE NPD BAU ROE: ~11.5% Etiqa GGB GCFS MGIB's NPDS are embedded across the 3 pillars Group Community Financial Services (GCFS) Group Global Banking (GGB) . • • Group Islamic Banking (MGIB) • • Digital: Continuously enhance STP capabilities, drive customer engagement & stickiness. Group Private Wealth: Leveraging regional platforms and targeting niche and neglected segments. SME: Digitise sales in home markets (i.e.: RSME loans) and enabling lateral connectivity to SME customers across our home markets. IB & IM: Prime brokerage, investment and asset management ESG centric growth Capture cross border flows from SG-MY and ASEAN+ corridors. Automate end-to-end onboarding and credit processing. Optimise trade, treasury and cash platforms so flow business for GB & CFS clients remain relevant Expand role from an Islamic Bank to investment intermediation, to drive Islamic fee-based income contribution to Group. Develop Wealth Management business in home markets through product innovation and prioritising customer experience, as well as linking investors from Dubai and Brunei to our home markets. FY25 ROE: BAU + NPD NPD Breakdown Group Insurance & Takaful (Etiqa) • • • Digitising sales to become No. 1 Digital Insurer of Choice in ASEAN. To become preferred banca partner leveraging digital tools. Expand Auto digital service offerings. 27 22#29M25 Targeted Outcomes Desired Long-Term Outcomes Sustainable ROE M25 HUMANISING FINANCIAL SERVICES Top Rated Customer Experience 13-15% Return on equity <=45% Cost to income ratio > 100 sen Earnings per share 40-60% Dividend payout ratio (net cash basis) Build top-notch experience for our customers via digital and hybrid services by leveraging data analytics: Net Promoter Score (NPS) Digital Penetration • Conversion Rate • Regional ESG Leader • Mobilise RM50 billion in Sustainable Finance by 2025. • Improve the lives of 1 million households across ASEAN by 2025. Commitment to a carbon neutral position of our own emissions by 2030. Achieve 1 million hours p.a. for sustainability and delivering 1 thousand significant UN-SDG related outcomes by 2025. 28#30MALAYAN BANKING BERHAD 14th Floor, Menara Maybank 100, Jalan Tun Perak 50050 Kuala Lumpur, Malaysia Tel: (6)03-2070 8833 www.maybank.com Disclaimer: This presentation has been prepared by Malayan Banking Berhad (the "Company") for information purposes only and does not purport to contain all the information that may be required to evaluate the Company or its financial position. No representation or warranty, express or implied, is given by or on behalf of the Company as to the accuracy or completeness of the information or opinions contained in this presentation. The presentation does not constitute or form part of an offer, solicitation or invitation of any offer, to buy or subscribe for any securities, nor should it or any part of it form the basis of, or be relied in any connection with, any contract, investment decision or commitment whatsoever. The Company does not accept any liability whatsoever for any loss howsoever arising from any use of this presentation or their contents or otherwise arising in connection therewith. Maybank Humanising Financial Services