Investor Day 2021 - Maybank Group's Five-Year Strategy: M25
(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
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