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  • LEADING ASIA MAYBANK ANNUAL REPORT 2013
Maybank Financial Statemen 2013
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Our STRATEGY
& Achievements

"The ambitions set for Maybank in 2015 have guided our strategic transformation to-date. As the defining moment approaches, the transformation continues in full-force and we are accelerating our efforts further to realise our strategic objectives and pave the path for greater achievements ahead."


Michael Foong
Group Chief Strategy Officer
Office of the Group President & CEO


Group Strategy

Our focus on positioning Maybank as a leading financial services group whilst humanising financial services across Asia has been defined by growth in terms of scale and capabilities. The priority now is to maximise our potential by:

  • Fortifying our dominance in strategic segments domestically whilst securing returns from our expanded regional footprint
  • Reinforcing our high performance culture and entrenching process improvements in all areas, including cost and productivity
  • Leveraging on our revised structure to sharpen our focus across a matrix of both regional and business line control
  • Fulfilling the needs and expectations of our customers not only in terms of ramping up our portfolio of products but also rewarding them with the service quality and “heart” they deserve
  • Deepening our relationships with the communities we serve, to flourish and grow in sustainable, meaningful ways together

Revised Maybank Group Structure

The Group embarked on a transformation journey since 2008 with the launch of the LEAP30 Transformation Programme. As part of the programme, the House of Maybank was introduced in July 2010 to ensure convergence of the many sectors into main business pillars supported by the foundation and the roof to realise our Vision and Mission. The structure has been instrumental in delivering greater efficiencies, higher productivity and savings, synergies and strong business results year-on-year.

With a solid foundation, the Group has reorganised to further accelerate to the next level of regional business performance and operational excellence that will take us to and beyond 2015. This means elevating the Group’s regionalisation efforts to further raise efficiency and productivity, reap value from synergies, realise potentials, strengthen leadership positions in businesses across the Group and institutionalise a sustained high performance culture. To catalyse the above, a revised Group Structure has been operationalised since 1 January 2014.

The revised Group Structure is expected to uplift the effectiveness in driving our strategic priorities regionally, thereby boosting the Group’s performance levels. Refer to Page 24 for the new Group Organisational Structure.