Malayan Banking Bhd. · MYX:MAYBANK
Malayan Banking Bhd — Investor Day (October 2024)
20 slides from Malayan Banking Bhd's investor day presentation, Oct 3, 2024
Slide 1: Investor Day – Maybank Singapore
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Slide 2: Table of Contents
Table of Contents Maybank Singapore’s Investment Case Highlights 2 Maybank Singapore’s Operations 3–5 Maybank Singapore’s Financials 6 - 12 Maybank Singapore’s Strategic Objectives 13 Supercharge Growth 14 Deepen Core Capabilities 15 - 16 Customer Centricity 17 Maybank Singapore’s Sustainability Com
Slide 3: Maybank Singapore’s Investment Case Highlights
Maybank Singapore’s Investment Case Highlights #1 Market Leader in Preferred Banking Well-Placed to Driving Leadership in Go-To-Bank for Auto Financing in Partner for ASEAN Capture Wealth Needs Sustainability Efforts Malaysia-Singapore Singapore Halal Economy Sectors for Affluent & High for the ASEA
Slide 4: Maybank Singapore Is Positioned As One of The Top Five Banks Locally
Maybank Singapore Is Positioned As One of The Top Five Banks Locally With A Strong Network and Active Digital Footprint Maybank Singapore’s History in SG 1960 2001 2005 2013 2015 2018 Maybank Singapore Awarded Qualifying Full First bank in SG to New Shariah-compliant Designated as a Successfully tra
Slide 5: Well Diversified Business Serving All Customer Segments
We Have A Well Diversified Business Serving All Customer Segments And Offering Solutions That Meet Every Customer Need Key Products & Services Key Products & Services Retail Loans (Auto, Home, Education, etc.) Investment Banking (e.g. DCM, ECM) Business Loans (Commercial Property, Working Ad
Slide 6: Notable Achievements Attained in 2024
This Has Translated into Notable Achievements Attained in 2024, Especially For Our Private Banking Offerings Some of Maybank Singapore’s Notable Achievements in 2024 Digital CX Awards 2024 Best Digital CX- Account Opening and HFM Asia Service Awards 2024 Global Private Banking Innovation Customer On
Slide 7: Total Income Almost Recovered to Pre-Pandemic Level
Overall Total Income Has Almost Recovered to Pre-Pandemic Level, With Good Growth Recorded in Our Wealth and Treasury Income Total Income Total Income by Sector -12.5% -8.4% +10.1% +5.5% 1,334 1,242 146 1,168 1,178 118 51 64 1,069 105 540 326 101 239 110 42 339 640 597 424 589 530 $‘m 683 433 57 $’m
Slide 8: Profitability Has Improved Over The Years
Our Profitability Has Improved Over The Years Following Our Better Credit Assessments and Asset Quality Management PPOP by Sector PBT by Sector +45.0% -5.8% -30.6% +338.8% -6.9% -38.1% +74.9% 953 897 -14.9% +27.7% 696 702 65 648 21 18 37 37 23 23 23 28 401 677 1 510 530 16 623 16 21 28 14 1 524 485
Slide 9: Strong Consumer Franchise and Stable Corporate Borrower Profile
We Have A Strong Consumer Franchise and Stable Corporate Borrower Profile That Has Supported A Five-Year CAGR Loan Growth of 4% GB Loans by Product 0.5% MBSG Loans by Sector +4.0% 9.4% Syndicated Loan +8.7% +6.5% 12.7% Term Loan -2.0% +9.1% +0.6% 50.6 47.5 45.6% Revolving Credit Loan 0.6 43.4 43.7 0
Slide 10: Five-Year CAGR Deposit Growth of 3.2%
Supporting Our Loans Growth is A Five-Year CAGR Deposit Growth of 3.2%, With Close to 60% Of Our Deposits Coming From the CFS Franchise MBSG Deposits by Sector GB Deposits by Product +3.2% +12.7% +0.6% 7.2% +4.9% -7.1% +3.3% 56.8 57.2 52.5 $23.6b 50.1 50.4 48.8 Fixed Deposit Current Account 21.5 23.
Slide 11: Profitability and Asset Quality Indicators Have Improved
Over the Years, Profitability and Asset Quality Indicators Have Improved While Liquidity & Capital Indicators Remained Stable Profitability Indicators Asset Quality Indicators 9.78% 11.32% Return on 7.91% 7.70% 7.23% 272.10% Equity * 2.09% Loan Loss 160.80% 155.50% 62.80% 88.80% 112.80% Coverage 0.7
Slide 12: GIL Performance Improved Across Consumer and Business Segments
GIL Performance For Almost All Consumer and Business Segments Have Improved Over Time; Most Significant in the Corporate Segment Consumer GIL Ratios Mortgage Auto Finance Credit Cards 1.97% 1.77% 1.73% 0.62% 0.54% 1.21% 1.20% 1.02% 0.23% 0.20% 0.10% 0.07% 0.07% 0.09% 0.11% 0.05% 0.19% 0.02% Dec 19 D
Slide 13: Robust Wealth Management Growth Driven by Private, Premier and Privilege
Robust Wealth Management Growth Driven by Expansion in Private, Premier and Privilege Wealth Customer Base % YoY 3Ps FY2019 FY2020 FY2021 FY2022 FY2023 H1 FY2024 5-Year CAGR (FY23 vs FY22) Total Income ($'m) 169.8 210.0 202.6 222.2 252.0 176.1 13.4% 10.4% Fund Income 88.0 92.6 66.5 101.4 148.6 88.0
Slide 14: Singapore’s Preferred Foreign Financial Partner – SG Ambition 2027
Positioning Ourselves As Singapore’s Preferred Foreign Financial Partner With Strong Core Capabilities SG Ambition 2027 Be Singapore’s preferred foreign financial partner, underpinned by strong core capabilities and supercharged with new growth businesses, made possible by an agile and committed tea
Slide 15: Supercharging Growth in Wealth, Sustainable Finance and Trade
Supercharging Our Growth in Wealth Management, Sustainable Finance and Trade, Cash as well as Supply Chain Financing Objectives & Opportunities What we have done (as of 1H FY2024) Intended Outcomes (for FY2024 & Beyond) Increase GWM’s contribution to total We are our customers’ dedicated Streamlin
Slide 16: Deepening Core Capabilities in Auto, Ecosystem and Cross-Border
Deepening Our Core Capabilities in Auto Segment, Ecosystem Play and Cross-Border Solutioning Objectives & Opportunities What we have done (as of 1H FY2024) Intended Outcomes (for FY2024 & Beyond) Increased Account Openings: 3k accounts opened (exceeds FY2023 of 1.6K) Increase number of MY customer
Slide 17: Deepening Core Capabilities in SME and Islamic Banking
Deepening Our Core Capabilities in Mid Cap and SME Segments as well as Islamic Banking Offerings Objectives & Opportunities What we have done (as of 1H FY2024) Intended Outcomes (for FY2024 & Beyond) • Intensified Focus on Sustainable Increase targeted customer base in Islamic Banking Financing: Exp
Slide 18: Embedding Customer Centricity in Our Solutions
Embedding Customer Centricity in Our Solutions & Advocating Our Customer-Centric Commitment Via a 3-Steps Approach 1.Understanding Our Customer 2. Nurturing a Customer 3. Advocating Our Commitment Expected Outcomes Needs & Wants Centric Culture through Actions Improved overall Customer Satisfaction
Slide 19: Sustainability Update: Performance against Commitments
Maybank Singapore Sustainability Update: Performance against Commitments SG FY2024 Sustainability Targets: G1 Sustainable Solutions SG FY2024 Sustainability Targets: G2 Communities Sustainable Financing (SF) (S$’B) Improving Livelihoods of Community in Households (HH)1 8,781 Forecast vs. Target 10.6
Slide 20: Thank You
Thank You Humanising Financial Services 19
Malayan Banking Berhad (Maybank Singapore) — Investor Day (October 2024) on 6ix