• Highly Confidential

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Maybank Group Townhall

From Good to Great

27 October 2022

Humanising Financial Services

0
The M25 strategy rolled out in 2021 has guided us to maintain our position despite
the challenges posed by the pandemic and external headwinds
Selected Achievements (1H 2022)
Top Rated
Customer Experience 2020 1H 2022
ROE 8.1% 9.3%
Sustainable Regional GIL 2.23% 1.81%
ROE ESG Leader
SUSTAINABILITY
Humanising Financial Services • Established Sustainable Product Framework
and financed emissions baseline by asset
classes and geographies
Group Strategic Priorities • Provided ~RM24 bil Sustainable Finance in
two years vs five-year target of RM50 bil
Pervasively Digital New Value Drivers Sustainability
DIGITAL
Business Strategic Thrusts • 54.5% market share in mobile banking
transaction volume and 49.3% internet
Global Leader in Leading ASEAN banking market share in Malaysia
Preferred ASEAN Bank
Islamic Finance Insurer • Market leading digital solutions, e.g.
Maybank Home2u and Personal Digital
Core Values, TIGER Financing with approvals within 10 seconds,
8.3m MAE app downloads since 2020 launch

1
 However, we need to respond to key macro-trends – particularly as banking
faces a confluence of disruptions at unprecedented scale …

1 2 3 4 5
Global New Digital War Changing Customer Agility needed in
Sustainability Economies for Talent Preferences volatile market
• Increased •Big tech •Talent mix change •More customers •Increase market
preferences of companies with embedded expect efficient, uncertainty
investors and innovating and digital bankers quality service requires FIs to be
customers on winning in financial offerings in real agile in responding
ethics, integrity, services •Immense talent time to market
and inclusivity competition with challenges
•Digital players and big tech •One-size-fit-all
• Huge needs for platforms financial services •Increasing credit
transition finance disintermediation •Evolving ways of will be the past – risk with looming
to support the ‘Net accelerated by the working across all Hyper- recession fears
Zero Carbon pandemic layers personalization is
Emissions’ goal needed

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 … and boost our performance against competitors
Revenue Growth (2017 - 2021 CAGR)

12.6%
8.3% 7.7% 5.1% We also need to
4.1% 3.9% 3.4% 2.7% 2.6% 2.3%
strengthen our defense
against proliferation of
digital attackers
ROE (FY21)

18.3% 16.2% 13.9% 12.5% 12.4% 10.2% 9.8% 9.6% 9.6% 7.5%

Loans Growth (2017 - 2021 CAGR)

8.8% 7.9% 7.2% 6.6% 6.1% 5.3% 5.2% 4.0% 3.6% 2.8%

TSR (2017 - 2022)

20%
14% 14% 10% 10% 7% 7% 7% 6%
0%

1. ROE as of FY2021 Highly Confidential 3

2. Total Shareholder Returns (TSR) period from 31-May-2017 through 31-May-2022
4
Maybank’s new M25+ growth strategy is anchored on a greater and deeper purpose

Digital eco-system
Global players
players

Niched local
players

Infusing the principles of ethical banking (fairness, inclusivity, Orchestrating digital ecosystems and integrating
preservation of environment and exclusion of harmful activities to customer offerings across the region
mankind) as a differentiator to drive economic value for the Group

“We are a values-driven platform, powered by a

bionic workforce that humanises financial services”

Upskilling and equipping Maybankers with the Providing customers with hyper-personalised solutions to
right technological capabilities, further support them through their life journeys and serving the
unlocking their potential Community as the Force for Good
4
The new purpose statement compliments Maybank’s mission and core values

New Purpose We are a values-driven platform, powered by a

Statement bionic workforce that humanises financial services

Mission Humanising Financial Services

Core Values Excellence & Relationship

Teamwork Integrity Growth
‘TIGER’ Efficiency Building

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 Building on the M25 foundation, M25+ will reinforce the push for
differentiation and focus across 5 Strategic Thrusts …

Refined Strategic Thrusts M25 M25+

1
Continuous improvement Full agile and iterative Minimum Viable Product
Intensify Customer Centricity approach to meet customer (MVP) approach, through customer journeys and imagining
needs end-state model

2 End-to-end STP platform that integrates with ecosystems

Front-end centric, focused on
Accelerate Digitalisation and within and beyond banking, embedded with clear
lending and transaction,
Technology Modernisation technology modernisation roadmap for tech-for-tech and
discrete system interfaces
tech-for-business investment with API layer
3 Enabled by
Regionalisation of business and product solutions; and
Strengthen Maybank’s Malaysia focused, overseas Agile Ways
technological platforms/applications, with clear leadership
position beyond Malaysia enabled
in Malaysia of Working

4
Setting aspirations and goals
Drive Leadership in Expanded scope to embrace ethical banking principles and
to support Maybank as
Sustainability Agenda execution of decarbonisation strategy
Regional ESG leader

5
Islamic wealth management
Achieve True Global Global Islamic wealth management, Singapore as hub and
in Malaysia, with ambition for
Leadership in Islamic Banking Middle East/ASEAN countries as spoke
global leadership in asset size

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 …resulting in a formulation of 12 Strategic Programmes to propel us forward
PMO
Institutionalise Group-wide Programme Management Office
Go beyond rigorous progress tracking, managing interdependencies and problem resolution to ensure full infusion of ethical banking, regional
integration, cross-sector collaboration and Agile ways of working

SP1 SP2 SP3 SP4

Build a regional Reimagine the consumer Reimagine the SME

Reshape wholesale
transaction banking banking customer banking customer
target operating model
proposition journey journey

SP5 SP6 SP7 SP8

Build global Islamic Become a regional Redefine our

Uplift Indonesia
banking leadership leader in Insurance International footprint

SP9 SP10 SP11 SP12

Drive hyper-
Be the Sustainability personalisation Build Next-Gen
Elevate Maybankers
leader in SEA through advanced Technology capabilities
analytics
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 (1/2)
PMO
Institutionalise Group-wide Programme Management Office
Go beyond rigorous progress tracking, managing interdependencies and problem resolution to ensure full infusion of ethical principles,
regional integration, cross-sector collaboration and Agile ways of working

SP1
Reshape wholesale SP2
Build a regional SP3
Reimagine the consumer
target operating model transaction banking proposition banking customer journey
• Enhance group-wide coverage model, customer • Establish a cross-country target operating • Reimagine the customer journey across key,
segment and product strategy model for regional trade and financial supply life milestones (opening first account, buying
• Reignite regional sales productivity chain management first car, buying a home, and growing one's
• Build deeper sector expertise, offering tailored • Establish a cross-country target operating wealth, etc)
sector solutions model for regional cash management and • Integrate & strengthen Maybank's position as an
• Reimagine the end-to-end onboarding and payments orchestrator within select digital ecosystems
credit process (auto, real estate, etc)
• Offer services beyond banking

SP4 SP5 SP6

Reimagine the SME banking Build global Islamic banking Become a regional leader in
customer journey leadership Insurance
• Reimagine the customer journey across key, • Establish global Islamic Wealth Management • Strengthen Life coverage in core markets
growth milestones within (opening a business hubs via Singapore and Dubai (Malaysia and Singapore)
account, getting a loan, etc) and beyond • Establish as-a-service offering to expand into • Leverage on built platform and learnings to
banking (value-added services) new markets via asset-lite manner scale and expand regionally
• Integrate and strengthen Maybank's position as • Deliver customer-centricity through cutting-
an orchestrator within select digital edge banca 2.0, agency 2.0, straight-through
ecosystems (supply chain, trade, etc) processing and analytics

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 (2/2)
PMO
Institutionalise Group-wide Programme Management Office (con’t)
Go beyond rigorous progress tracking, managing interdependencies and problem resolution to ensure full infusion of ethical principles,
regional integration, cross-sector collaboration and Agile ways of working

SP7
Uplift Indonesia SP8
Redefine our SP9
Be the Sustainability
• Continue to strengthen fundamentals - clear International footprint leader in SEA
segment target and entailing proposition, • Refocus Maybank's global footprint based on • Enhance baseline, measurement and target-
operations optimisation, etc. three archetypes setting capabilities
• Differentiate and grow through expansion of • Redesign target operating model for markets • Build segment-specific business strategies
select key levers (digital SME and accelerate moving to a different archetype • Develop a sustainability integrated target
Islamic offerings including as-a-service • Optimise investment portfolio operating model covering governance and
offerings organisation, business/individual KPIs and
credit approval processes

SP10 SP11 SP12

Elevate Maybankers Drive hyper-personalisation Build Next-Gen
through advanced analytics Technology capabilities
• Initiate strategic workforce planning, focusing
• Build hyper-personalisation alongside the • Build a digital-ready architecture
on the Next-Gen talent required
reimagination of customer journeys • Implement an operating model that drives
• Reimagine the employee value proposition for
• Develop platforms that enable hyper- more seamless collaboration between business
digital talent and talent abroad
personalisation experiences for customers at and support units, and technology, and
• Enhance performance management
communication, channel and product/service prioritisation of initiatives
• Institutionalise Agile@Scale
levels • Inculcate a workforce culture that drives
towards a digital culture, retaining the right
talent
 M25+ sharpens our focus by defining our Group Portfolio in 3 archetypes

Universal Play Focused Play Strategic Footprint

Universal offering; Focused propositions; Serves strategic imperatives;

Participation in all segments and Opportunistic on key segments Lean setup to connect customers,
core products with tailored products act as liquidity hub, etc.

Malaysia Greater China Brunei London

Singapore Vietnam Laos Mumbai

Indonesia Philippines Myanmar Dubai

Thailand New York

Cambodia

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We need your commitment: Making this transformation a success requires us
to re-wire our DNA and apply Agile Ways of Working for M25+ and beyond

We need your help to break down silos across sectors & geographies
The nature of teams to collaborate and create synergies

We need your help to inculcate a "fail fast" mindset;

The ways of working short cycles of learning and re-learning vs focus on immediacy of perfection

We need your help to get comfortable with an MVP approach to

The making of decisions initiatives, enabling rapid course correction, over a rigid plan for execution

The integration with We need your help to be open to collaborations with partners through
partners & ecosystems integrated operating models; serve as orchestrator in many ecosystems

The infusion of ethics as We need your help to embrace ethically differentiated offerings in
differentiator solutions, propositions and dealings, across the Group

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This will translate into the way we work and
collaborate, driving towards a faster clock speed

Programme Management Office (PMO) Chair - CEO

Sponsor – EXCO Project funding
SP1 SP2 SP3 Reimagination of E2E consumer CJ … SP12 Lead - EXCO-1 Funding released based on
(potential successor) milestones, instead of
Customer journey #1
waterfall budgeting
Illustration of Squad
Empowerment to
overcome red tape
Escalations
Mechanism to raise issues on a
Product PFA/RM/CAs Full stack Credit Credit risk live obstacle board – 24x24x24
owner engineers approver analyst
Ways of working with escalation
structured cadence
(e.g., sprints,
showcase, retro)
Solution Enterprise Developers Legal Payment Execution
architect Architect operations
Releases daily, iteratively
improved, with MVP in 3
New types of months
skillsets may be
IT engineer Test Business Credit Branch
Engineer analysts admin operations
required, which
are not readily
available in banks

Strategic UI/UX Scrum Finance Others across

designer designer masters Maybank
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Thank You

Humanising Financial Services

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