Page 171 - Full Book_24.4.2021

DIRECTORS’ REPORT

for the financial year ended 31 december 2020 (continUed) in retrospect
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the Will to Suceed

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DIRECTORS’ INTERESTS IN SHARES
according to the register of directors’ Shareholdings required to be kept under Section 59 of the companies act, 2016, none of the
directors who held office at the end of the financial year held any shares or debentures in the company or its subsidiaries or its holding achieving a leading repute
company or subsidiaries of the holding company during the financial year, except as stated below:
Number of Ordinary Shares
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As at As at
03.02.2020 Acquired Sold 31.12.2020
Zahari @ mohd Zin bin idris – 25,000 25,000 –
DIRECTORS’ REMUNERATION Paving the Way for a Sustainable future

the details of the directors’ remuneration are set out in note 41 to the financial statements.
DIRECTORS’ BENEFITS
Since the end of the previous financial year, no director of the company has received nor become entitled to receive any benefit
(other than benefits included in the aggregate amount of remuneration received or due and receivable by the directors as shown in
note 41 to financial statements or the fixed salary of a full time employee of the company or of related corporations) by reason of a 165
contract made by the company or a related corporation with the director or with a company of which the director is a member, or
with a company in which the director has a substantial financial interest.
there were no arrangements during and at the end of the financial year which had the object of enabling directors of the company
to acquire benefits by means of the acquisition of shares in or debentures of the company or any other body corporate.

INDEMNITY AND INSURANCE COSTS
during the financial year, bimb holdings berhad has maintained a directors’ and officers’ liability takaful for the directors and officers adhering to the best Governance Practices
of the company and its subsidiaries (excluding Syarikat takaful malaysia Keluarga berhad (“takaful malaysia”)) up to an aggregate
limit of rm50 million, against any legal liability incurred by the directors and officers in the discharge of their duties while holding the
office. takaful malaysia maintained a takaful coverage of up to an aggregate limit of rm35 million for their directors and officers. the
directors and officers of the Group and the company shall not be indemnified by such takaful for any deliberate negligence, fraud,
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intentional breach of law or breach of trust proven against them. the total amount of premium paid by the Group and the company
was rm272,390 and rm106,120 (2019: rm270,006 and rm104,890) respectively.
2021 BUSINESS PLAN AND OUTLOOk
BUSINESS PLAN, STRATEGY AND FUTURE OUTLOOk Laying the Foundation for Financial Growth

ISLAMIC BANkING AND TAkAFUL

covid-19 is once again taking its toll on economic activities as the third wave prompts new restrictions, but the vaccine news is a
game-changer for the outlook over the next two years. bnm opines that the Gross domestic Product (“GdP”) will rebound amidst
a low unemployment rate but with an improved consumer Price index (“cPi”). Such a positive outlook for 2021 will be backed by
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a favourable global growth projection and a revival in domestic economic activities. in turn, this will bode well for financial market
performance.
the pandemic should be seen as a window of opportunity to grow sustainably. in this trying time, our initiatives further reflect
our commitment towards financial inclusivity, which ensures development for all, as we seek to support economic recovery and
safeguard the rakyat’s livelihood. therefore, as part of its business plan 2021, bank islam malaysia berhad (“the bank” or additional information & disclosure Summary
“bank islam”) is embarking on a 5-year roadmap to deliver the promise of technology, redefine growth and work in new ways to address
the unprecedented challenges. by 2025, the bank aspires to be a champion in offering Shariah environmental, social and governance
(“Shariah-eSG”) total financial solution with leadership in digital banking and social finance. the plan mobilises six strategic
objectives premised on the bank’s role as value-based intermediary (“vbi”) namely Sustainable Prosperity, value-based culture,
community empowerment, customer centricity, real economy and digitalisation. the objectives will be supported by key initiatives, |
directly focused efforts towards the end goal in 2025 such as to expand portfolio relating to real economy & green economy;
implement integrated wealth management business model; accelerate digitalisation; promote social finance, and enforce cost
management initiatives. 24 th aGm information