Full Year Analyst Briefing as at 31 March 2010

ALLIANCE FINANCIAL GROUP

ANALYST BRIEFING- 12 Months Ended 31 March 2010 -

Gaining Momentum

An update on the Management Relief Committee (MRC)

Terms of Reference

Objective o To deal with day-to-day matters to ensure proper management of the Bank in the

absence of the Group Chief Executive Officer (GCEO) and Group Chief Operating Officer

(GCOO)

Reporting Line o MRC reports directly to the EXCO and it consults the Board on all relevant matters in the

same manner usually expected of the GCEO or GCOO

Current

Membership

o Mr. Choo Joon Keong - Head, Corporate Banking

o Mr. Eric Lee - Group Chief Financial Officer

o Ms. Liew Swee Lin - Head, Consumer Banking

o Tn. Hj. Yahya Ibrahim - Chief Executive Officer, Alliance Islamic Bank Berhad

o Mr. Pang Choon Han - Acting Group Chief Risk Officer

o Mr. Choy Kah Yew - Relief Officer, Alliance Investment Bank Berhad

Other o MRC has all the powers of the GCEO as stipulated in the Approval Authority Limits

Manual, excluding loan approval powers

o Mr. Choo Joon Keong chairs MRC meetings. In his absence, other members elect the

chair from among themselves. Meetings are minuted

o The Committee meets as and when required

2

• FY2010 Financial Performance

AGENDA

• Business Strategy & Key Guidance

• Q & A

3

0

200

400

600

2007 2008 2009 2010

20

40

60

80

100

120

140

1Q10 2Q10 3Q10 4Q10

PAT Operating Profit

46.2

RM „m

RM „m

78.1

100.0

77.2

116.7

122.3130.3

138.8

107.4

380.1

228.9

301.5

430.2

547.5

495.4

509.9

• Group recorded PAT of RM301.5m, growth

31.7% YoY and above market consensus of

RM276.7m (as at March 2010)

• Q4 Operating Profit growth 41% YoY during the

same period last year

• Key drivers on full year basis:

• EPS stood at 19.7 sen in 2010 growth 32% YoY

Financial Performance

(a) Steady NIM and improve cost of funds -

better than industry average

(b) Islamic Banking income growth 49%

YoY

(c) Cost management - taming operating

expenses

(d) Improved NPL rate and reduction on

provision

Strong financial results, set good foundation for FY2011

4

0

300

600

900

1,200

2007 2008 2009 2010

0

100

200

300

1Q10 2Q10 3Q10 4Q10

Non-Interest Income Islamic Banking Income

Net Interest Income

1.85%

2.15%

2.45%

2.75%

3.05%

3.35%

3.65%

130

140

150

160

170

180

190

1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10

Net Interest Income - lhs OPR - rhs

* % of net income

RM „m

RM „m

56%61%

55% 60%

23%20%

24%25%

21% 19% 21%15%

62% 63% 62% 58%

15% 11% 16% 23%

23% 26% 22% 19%

• Net interest income accounts for 59.6% of net

income, grew 6.5% YoY in 4Q. Islamic banking

income rose 77.5% from 52.9% period last year

• 4QFY10‟s non-interest income was badly affected

by the lower gain from realization of investment

securities

• AIS loan book accounts for 16.1% of Group‟s total

loans


253.7 249.2

277.1 277.6

923.7

1,064.5

Revenue streams

RM „m

181 166

162157

142

153 154

166

5

-40

-25

-10

5

20

35

50

1,500

1,800

2,100

2,400

2,700

3,000

Dec-06 Sep-07 Jun-08 Mar-09 Dec-09

RM 'm - lhs

% QoQ - rhs

FYE FYE

RM 'm 31/3/09 31/3/10 1Q 2Q 3Q 4Q •YoY •QoQ

Consumer 11,499 12,800 11,869 12,172 12,621 12,800 11.3% 1.4%

Commercial

/SME 5,192 5,635 5,232 5,362 5,377 5,635 8.5% 4.8%

Corporate 2,567 2,723 2,577 2,731 2,698 2,723 6.1% 0.9%

Exit Books 333 252 306 288 276 252 -24.3% -8.7%

Total 19,591 21,410 19,984 20,553 20,972 21,410 9.3% 2.1%

% changeFYE 2010

Loans Breakdown by BusinessesConsumer

Commercial / SME

Corporate• AFG loans growth of 9.3% was slightly lower compared to industry of

10.2% as of March 2010

• AFG loans growth momentum holding relatively steady at +2.1%QoQ in

4QFY10, but slower compared to +2.8%QoQ in 2QFY10

• Exit book loans have gone down further to RM252m in 4QFY10 from

RM306m in 1QFY10


Loans growth primarily driven by Consumer Banking

6

0

2

4

6

8

10

6,000

7,500

9,000

10,500

12,000

13,500


RM 'm - lhs

% QoQ - rhs

*

-12

-7

-2

3

8

13

3,500

4,000

4,500

5,000

5,500

6,000


RM 'm - lhs

% QoQ - rhs

*

* QoQ growth fluctuate for Mar-09 due to re-tagging of mass market

and shop-houses loans

2.2%

2.4%

2.6%

2.8%

3.0%

3.2%

Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10

Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10

AFG 3.1% 3.1% 3.0% 2.9% 2.6% 2.3% 2.6% 2.7% 2.8%

Industry 2.7% 2.7% 2.6% 2.7% 2.6% 2.6% 2.7% 2.7% 2.7%

KEY DRIVERS

3.0%

3.2%

3.4%

3.6%

3.8%

4.0%

Apr-09 Jul-09 Oct-09 Jan-10

Consumer

3.7%

3.9%

4.1%

4.3%

4.5%


SME

2.2%

2.4%

2.6%

2.8%

3.0%


Group Corporate

3.3%

3.5%

3.7%

3.9%

4.1%

4.3%


CommercialNIM NIM NIM NIM


Improvement in NIM due to portfolio re-pricing and lower cost of funds

7

45%

50%

55%

60%

65%

4Q08 2Q09 4Q09 2Q10 4Q10

Cost Income Ratio

-20%

0%

20%

40%

60%

80%

100%

4Q08 2Q09 4Q09 2Q10 4Q10

Total Operating Expenses Growth

0%

20%

40%

60%

80%

100%

2006 2007 2008 2009 2010

Personnel Cost Establishment Costs

Marketing Expenses Admin & General Expenses

* % share of total operating expenses

54.0%

50.9%

53.0%

50.0%


96.2%

6.1%

15.9%

0.6% 3.2%

-14.3%-1.7%

1.1%

49.4%

48.1%

50.0%

54.0%

62.1%

Sustaining business productivity with cost management

62.4% 58.6% 60.5% 59.8%

21.3% 27.1% 25.8% 28.2%

7.0% 3.1% 3.3% 3.0%

9.3% 11.2% 10.4% 9.0%

57.3%

25.2%

3.5%

14.0%

• Personnel costs remain the main operating cost

• Establishment cost, expansion branches upgrade and

expansion of business

• Improvement in cost management resulting total other

operating expense to decline 1% YoY

11.0%

8

0%

20%

40%

60%

80%

100%

2008 2009 2010

Fixed Variable (BLR)

Variable (Cost Plus) LD Ratio

0%

20%

40%

60%

80%

100%

2008 2009 2010

Due< 6M 6M - 12M 13M - 60M

-10%

-5%

0%

5%

10%

15%

20%

25%

0%

20%

40%

60%

80%

100%

2008 2009 2010

CA - lhs SA - lhsFD - lhs Others - lhsDeposit Growth - rhs

Due< 12M29%

13M - 36M4%

3YRS - 5 YRS7%

> 5 YRS60%


17% 15% 16%

67%

16%

68%

17%

66%

18%

27% 27%34%

8% 6%7%

60%

55%52%

5%12% 7%

72% 73%70%

24% 25% 29%

4% 2% 1%

Majority 80%+ Loan are on Variable Rate CASA at top quartile of industry

Loan Maturity Structure - mostly long-term Fixed Deposit - heavily skewed less than 6 months

(78%) (77%)

(91%)

(12%)

(20%)

(-8%)

Balance sheet - strong fundamental

9

40%

60%

80%

100%

200

400

600

800

2006 2007 2008 2009 2010

Total Provision - lhs

Loan Loss Coverage (%) - rhs

200

400

600

800

1,000

1,200

1,400

1,600

Mar-07 Sep-07 Mar-08 Sep-08 Mar-09 Sep-09 Mar-10

Gross NPL Net NPLRM „m


NPL - heading south

Gross & Net NPL Ratio - matching industry standard

719

700

397

469

320

RM „m

SP made - lhs

658

348

418

721

333

94.4%

99.7%

79.9%

67.5%

48.5%

0

3

6

9

12

Mar-07 Sep-07 Mar-08 Sep-08 Mar-09 Sep-09 Mar-10

AFG - Net NPL AFG - Gross NPL

Industry - Net NPL Industry - Gross NPL

10.810.1

8.87.9

7.06.0

5.4 5.24.5 4.5

4.1 3.9 3.8

Strong asset quality - a mirror image of conservative of risk management

10

10

12

14

16

1Q10 2Q10 3Q10 4Q10

AFG IndustryRWCR (%)

14.9

• AFG‟s core capital and RWCR continued to

improve to 11.1% and 15.4% in 4QFY10

compared to 11.0% and 15.2% in 3QFY10

• AFG‟s RWCR is 0.5 percentage higher than

industry average. Ability to take stresses,

evidently in higher equity-to-asset ratio (9.3% in

4QFY10 compared to 8.7% in 4QFY09)

• Capital Plan

• Maintained strong capital profile

• Increase economic modeling scenario

• BASEL II standard approach

• Review BASEL II & III framework

• Development of dynamic dividend policy

• Total Capital base of 3.3b increased 5% YoY.

Tier 1 Capital represents 73% improved to 2.4b


9.5

10.0

10.5

11.0

11.5

2006 2007 2008 2009 2010

Core Capital

15.415.2

15.4

10.2

10.9

11.210.3

11.1

Strong capital base to sustain growth and industry challenges

14.814.6 15.4

14.9

11

FY09


Profitability

Business

Performance

Shareholder

Value

• Net Interest

Margin

• Cost of Fund

• NFI / Total Income

• Cost Income Ratio

• LD Ratio

• RWCR

Asset

Quality

• Gross NPL

• Net NPL

• LLC

• ROAA

• ROAE

• P / BV

2.8

2.7

22.4

53.3

76.6

14.7

4.5

1.8

99.7

0.8

8.6

0.9x

FY10

2.6

1.9

24.2

52.1

90.6

15.4

3.8

1.8

94.4

0.9

10.5

1.5x

2.3

2.1

27.8

54.0

82.4

14.9

4.5

1.9

97.7

0.6

6.6

1.3x

2.6

2.0

24.0

50.9

90.3

15.4

4.1

2.0

89.0

0.8

8.8

1.4x

2.7

1.9

24.5

53.0

88.9

15.2

3.9

1.9

91.0

0.9

10.5

1.4x

2.8

1.7

24.2

50.0

90.6

15.4

3.8

1.8

94.4

0.9

10.5

1.5x

1Q 2Q 3Q 4Q

FY 2010Key Financial Ratio

12

• FY2010 Financial Performance

• Business Strategy & Key Guidance

• Q & A

13

Moving from transformation journey to sustainable growth

the “rising star”

-Tap on sustainable advantage

consolidating maximising

revenue

entity in need of

transformation• Smallest Local Bank

• Limited Competitive Advantage • Effective New Channels

• Stronger Pipeline

• High X-Sell

• Balanced Portfolio Mix

Restructuring

Sustainable Growth

1

3

2 Competitive

Positioning• New Business Models

• New Capabilities

• Build Benchstrength; Develop Talent

• Drive High Performance Culture

• Stronger Management

• Improve Portfolio Quality:

- Cleanup of Balance Sheet

- Revamp Risk Management

- Reshaping of Portfolio Mix

• Rebasing Cost Operating Platform

Unprofitable

Growing

assets

Shrinking

assets

Profitable

Business Strategy

14

Niche bank strategy remains with an emphasis on execution

Business Strategy

Priority Growth Areas for 2010/11

Drive Fee

Income

Grow “Koop”

Loans

Build Wealth

Management

Enhance

Cross-Selling

Consumer SME Commercial Corporate

Favourable Economic Environment

• Net beneficiary of rising interest rates

• Streamlining negative industry list

Strong Bank Assets• Customer relationships

• Risk capabilities

• Systems

• People

• Network

• Brand

Segment driven growth, leveraging shared expertise

Asset Mgt.Islamic TreasuryInv. Bank

15

Opportunity

Koop loans - expanding to capitalise on market opportunities

Business Strategy

Our

Approach

• Large, under-penetrated market of 1.2m civil servants with high

demand

• High profitability due to salary deduction mechanism

• AFG has built close to RM1b balances since February 2009,

8% of market share

• Excellent relationship with strong partner

• Attractive pricing - mid-level rates charged by other players.

Highest industry rate in the region of high teen and lowest rate

in the region of mid single digit

• Strong Asset Quality: NCL of 0%

• Target market of professional grade civil servants

• Sales force organised to deliver continued strong growth

16

Opportunity

Wealth Management - building a cross-Group business

Business Strategy

Our

Approach

• Wealth management is an attractive, high growth area of the

overall banking market, driven by economic growth and

increasing affluent customer segment

• AFG AUM size: RM783m vs. industry of RM204b (unit trust)

• AFG accounts for less than 1% of market share

• Our broad 2.5% market share provides us with an under-

leveraged customer opportunity

• Cross business unit WM team, leveraging on our segmented

relationship approach

• Financial Advisory Model - sales force training, incentives

• Sourcing best third party products, eg. Bancassurance

• Increased own-product availability through AIM

17

Our

Approach

Opportunity

Raising the contribution of Fee Income

Business Strategy

• Currently 24.2% of total income

• Industry average of 27.0% of total income

• Means to address tight industry NIMs

• Grow fee income at least as fast as non-fee income

• Opportunities exist in all business units

• Key product opportunities are in FX, Treasury and Wealth

Management

• Leverage Investment Banking and Treasury capabilities

18

NPLs

Loan

Growth

CIR

ROE

Dividend

Policy

Key Guidance

Over the medium term (3-5 years) we will ...

… return to above market growth (12%+ in FY2010/11)

… remain better than industry

… move to industry average (45 - 48%) through Y-o-Y

improvements, driven by:

• targeted revenue growth

• productivity focus on costs

… achieve industry average (14 - 16%) through Y-o-Y

improvements, driven by:

• focus on underlying earnings

• prudent capital management

… pay “as much as we can afford, whenever we can”

19

Engaging the

Marketplace

Responsible corporate conduct is at the heart of how we do business

Corporate Responsibility

Maintaining a

Conducive

Workplace

Developing our

Community

Conserving our

Environment

• Engaging

stakeholders and

investors

• Enhancing

shareholder value

• Nurturing customer

growth

• Undertaking good

corporate

governance

practices

• Highlighting

customers

• Competitive

employee benefits

• Robust human

capital

development

• Proactive

employee

engagement

• Stringent health

and safety

practices

• Encouraging

volunteerism

• Reaching out to

communities

• Fuelling

educational

pursuits

• Promoting local

arts and sports

• Lending support in

times of need

• Supporting worthy

environmental

causes

• Generating

awareness among

our employees

• Minimising our

carbon input

• Conserving natural

resources

• Encouraging

sustainable

business practices

20

Communities

In 2010/11 we will focus on two key areas

Corporate Responsibility

Environment

Employee Empowerment

• Community day programme

• Staff selected, local needs

• Corporate time and financial support

• Awards programme

Donation Matching Programme

• Staff select from approved charity list

• RM2m set aside for corporate matching

• Initial areas:

Children

Women

Physically & Mentally Challenged

Carbon Audit

We will

• … measure our impact

• … set targets

• … improve over time

• … and report transparently

Sustainable Lending Policies

• Voluntary standards under development

• Encourage good practices/mitigate

negative impacts

• Equator principles a key reference

21

Key Messages

Improving macro-economic conditions

Staying close to customers

Gaining momentum

• Stronger consumer and business sentiments will drive higher income growth, better job prospects

and support spending

• Risk remains with possibility of a double-dip recession

• Management hallmarks to include customer-friendly approach proven execution effectiveness and

lending commitments

• Product and service enhancements and mass affluent proposition

• Proportionate risk and balance sheet usage to drive better margins business

• Strong customers and business linkages - “ONE BANK”

• Diversification of income via stronger asset driven income and increased contribution from fee

income22

THANK YOU

Investor Relations

Alliance Financial Group7th Floor, Menara Multi-Purpose, Capital Square

8 Jalan Munshi Abdullah

50100 Kuala Lumpur, Malaysia

www.alliancebank.com.my/investorrelations.html

23

Appendices

24

• The Group‟s PBT increased by 34.8% compared to last financial year primarily due to increase in

operating profit by 2.9% and higher write-back of loan allowances and reduction of general allowance rate

to 1.5%

• The Group‟s other operating income decreased by 14.1% compared to last financial year largely attributed

to lower gain from the realization of investment securities despite higher brokerage fees income

Income statement2010 2009 YoY % 2008 2007 2006

Interest Income 1,094.4 1,250.6 -12.5% 1,216.4 1,122.1 1,015.8

Interest Expense (477.5) (596.0) -19.9% (579.5) (549.5) (525.7)

NIM 616.9 654.6 -5.8% 636.9 572.6 490.1

Islamic Banking 245.8 165.1 48.9% 115.2 135.0 76.8

Other Income 201.8 235.0 -14.1% 265.4 216.1 201.6

Net Income 1,064.5 1,054.8 0.9% 1,017.5 923.7 768.4

Operating Expenses (554.6) (559.4) -0.9% (470.1) (493.5) (437.1)

Operating Profit 509.9 495.4 2.9% 547.5 430.2 331.3

Writeback/Allowance for NBD 31.9 (115.1) 127.7% 60.7 (289.6) (598.1)

Allowance for Impairment (132.9) (76.9) 72.7% (106.1) 10.2 (16.4)

Total Provision (101.0) (192.1) -47.4% (45.4) (279.4) (614.5)

PBT 408.9 303.3 34.8% 502.1 150.8 (283.1)

Tax (107.4) (74.4) 44.3% (122.0) (43.4) 81.7

PAT 301.5 228.9 31.7% 380.1 107.4 (201.4)

RM ’m

25

• The Group‟s PBT decreased 18% compared to preceding quarter due to lower recoveries on loans and further

provision on CLO

• Q4 operating profit growth 41% YoY and PAT closed at 77.2m

Income statements

Q4 2010 Q4 2009 YoY% Q3 2010 QoQ Q2 2010 Q1 2010

Interest Income 269.6 300.6 -10% 271.3 -1% 276.4 276.1

Interest Expense (104.0) (143.9) -28% (117.5) -11% (123.5) (134.3)

NIM 165.6 156.8 6% 153.8 8% 152.9 141.8

Islamic Banking 71.0 40.0 78% 65.7 8% 49.6 58.9

Other Income 41.0 63.9 -36% 57.7 -29% 46.7 53.0

Net Income 277.6 260.6 6% 277.1 0% 249.2 253.7

Operating Expenses (138.8) (162.0) -14% (146.8) -5% (126.8) (137.0)

Operating Profit 138.8 98.7 41% 130.3 6% 122.3 116.7

Writeback/Allowance for NBD (19.4) (35.7) 46% (1.3) 1400% 80.9 (25.0)

Allowance for Impairment (12.0) (57.3) 79% 2.0 -709% (95.1) (29.2)

Total Provision (31.5) (93.0) -66% 0.7 -4739% (14.2) (54.2)

PBT 107.4 5.7 >100% 131.0 -18% 108.1 62.4

Tax (30.2) (4.8) >100% (31.0) -2% (30.0) (16.2)

PAT 77.2 0.8 >100% 100.0 -23% 78.1 46.2

RM ’m

26

RM'm

Total

Issuance

AFG's

Exposure

Total

Issuance

AFG's

Exposure

Total

Issuance

AFG's

Exposure

● Total Issuance 1,000m 175m (17.5%) 800m 240m (30%) 1,000m 10m (1%)

● Maturity Date

Kerisma Idaman Capital CapOne

Jun-09 Oct-11 Sep-10

Collateralised Loan Obligations (CLOs) are a matter of the past

• As at March 2010, the

Group had made 100%

provision

Key points: • Impairment

provision - none

• Small exposure of

AFG on it

• AFG has 100%

exposure at super

senior level

• Matured already

• AFG‟s exposure is fully

covered

27

Profit Equalisation Reserve (PER) is a mechanism introduced by BNM provided in “The Framework of Rate of

Return” (BNM/GP2-i). A tool unique to Islamic banking in Malaysia to manage the fluctuations in deposits rates. PER

is maintained up to 30% of total Islamic Banking Capital Fund. [Capital Fund @ 31/3/10: RM396m x 30% = RM119m]

Based on BNM advice, we are now moving towards BNM Direction on PER treatment by setting PER out of

Retained Profits.

50.1m (18.3)m

1Q

(2.3)m

2Q

+0.7m

3Q

(3.8)m

4Q

26.4m 26.4m

write back to P&L

RM26.4m is appropriated out of

retained profits to PER

PER is charged / (write back) to P&L according

to BNM/GP2-i

opening

1 Apr 09

closing

31 Mar 10

Prior Now

RESERVES

Non-distributable: RMm

Statutory reserve 493.5

Capital reserve 7.0

Revaluation reserve 7.4

Employees' share scheme reserve 12.3

Share premium 304.3

Profit equalisation reserve 26.4

850.9

Distributable:

Retained profits 594.8

1,445.7

28

-1

0

1

2

3

30

40

50

60

70

1Q10 2Q10 3Q10 4Q10

Revenue - lhsNet Profit Income - lhsNon-Fee Income Related - rhsFee Income Related - rhs

-1

1

3

5

7

9

120

160

200

240

2009 2010

50.655.1

61.7

66.7

201.7

234.1

RM „m

RM „m

• The contribution of net profit income is

evidently significant. It accounted for 73.9%

of total revenue in 4QFY10

• Key drivers for net profit income mainly

came from personal and housing financing.

Personal financing grew 180.4% YoY in

4QFY10 and accounted for 35% of total

Islamic loan books while housing financing

grew 120% YoY and took up 16.4% of AIS‟s

loan book in the same corresponding period

• As a percentage to Group‟s net income,

Islamic banking accounted for 23.1% in

FY10, versus 15.7% a year before

• AIS loan book accounted for 16.3% of

Alliance Bank‟s total loans, compared to

BNM‟s guidance of 15%

Islamic Banking - a new revenue driver for the Group

29

MIER Consumer Confidence IndexInterest Rates MovementReal GDP Growth (%YoY)

KEY DRIVERS

5

9

13

17

21

25

Sep-07 Dec-07 Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10

% Y

oY

Ch

an

ge

Sep-07 Dec-07 Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10

AFG 9.8 12.1 14.2 16.6 22.1 22.1 18.4 15.5 9.8 8.0 9.3

Industry 9.8 8.9 10.3 12.0 10.7 13.0 11.2 8.4 7.3 8.1 10.2 *

* after interest-in-suspense

Loans growth - strong performance against industry

30

Economic Purposes Loan (RM ’m) YoY % NPL (RM ’m) MIX G NPL

Purch. Securities 352 28.7% 16 2.0% 4.5%

Purch. Vehicles 908 -23.7% 14 1.7% 1.5%

Purch. Landed Prop 11,092 5.9% 336 41.7% 3.0%

Purch. Fixed Assets 66 8.9% 1 0.1% 1.5%

Personal Loan 2,008 73.7% 40 5.0% 2.0%

Credit Cards 685 6.2% 14 1.8% 2.0%

Construction 293 -6.5% 15 1.8% 5.1%

Working Capital 5,385 11.1% 322 39.9% 6.0%

Others 621 -0.9% 48 6.0% 7.7%

Total 21,410 9.3% 806 100.0% 3.8%

• Strong growth in Personal Loan - YoY 74%

• Securities is the 2nd biggest growth followed by Working Capital 11% YoY

• Mortgage and Working Capital contribute 80% of the portfolio

• Gross NPL remains better than the industry average across all sectors

Strong loans growth - loans by economic purposes

31

FRS139

• Parallel run and test in Q1 FY2010 - results in

line with expectation

• Adopt BNM‟s Transitional Provisions Method

(TPM) with effect from 1 April 2010

• Engaging external additions to verify opening

balance

Adopting BNM’s transitional provisions method (TPM)

32

Month/Year AWARD AWARDED BY

May 2009 o Best Enterprise Transformation Award 2008

o Best Data & Analytics Project Award 2008

The Asian Banker

October 2009 oMalaysia‟s Top 30 Most Valuable Brands

(MMVB09) 2009

Association of

Accredited

Advertising Agents

Malaysia (4As), The

Edge & Interbrand

December

2009

o2009 National Award for Management

Account (NAfMA 2009)

Malaysia Institute of

Accountants (MIA)

and The Chartered

Institute of

Management

Accountants (CIMA)

Malaysia

December

2009

o Finalist for Best New Card Launch

oFinalist for Most Innovative Card Marketing

Programme

MasterCard Hall of

Fame

February

2010

oSpecial Citation for Product Innovation

(You:nique Card)

Financial Insights

March 2010 oExcellence in Business Model Innovation

Award for 2009

The Asian Banker

33

Month/Year CSR Activities

April 2009 AIS contributed RM30k to PEMANGKIN

Alliance Bank donated RM40k to Wildlife Conservation

May 2009 Golden Bull Award 2009 - sponsorship for the seventh consecutive year

June 2009 Charity drive by Share Services - visit to the House of Joy in Puchong, Selangor

Alliance contributed RM30k as a co-sponsor to the MPH-Alliance Bank National

Short Story competition

AIMB contributed RM3k to the KL Marathon 2009 in support of sporting

excellence in the country

July 2009 Alliance Bank expanded network with facilities to cater to the physically

challenged

The Edge-Haven My Dream Home Contest 2009 - sponsorship for the third

consecutive year

AIMB donated RM5k to Kelab Sukan & Kebajikan Jabatan Kewangan dan

Perbendaharaan Negeri Malaysia

August 2009 Charity drive in aid of FSIC - contribution of 48 boxes filled with clothing, shoes, bags,

household utensils and a total 190kg of rice

Sale of Malaysia Book of Records for Charity which collected RM20k

September 2009 AIS hosted Buka Puasa for 40 orphans, where the children were taken out for

dinner and then a visit to the National Science Center

October 2009 Alliance contributed RM10k to the IRB Asian Rugby Seven Series held in Kota

Kinabalu

December 2009 Donations of RM15k to 2009 Indonesia & Philippines Emergency Appeal

January 2010 Donations of RM2.8k to purchase soft drink packets and light food to the

Thaipusam devotees

April 2010 Contribution of RM10k in support of Haiti Earthquake Emergency Appeal Fund34

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