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32 EXIM BANK MALAYSIA
Annual Report 2020

MESSAGE FROM THE PRESIDENT/CHIEF EXECUTIVE OFFICER

The Bank also participated in ensuring that national economic stimulus DRIVING RESILIENCE
initiatives worth RM250 billion, as announced under the PRIHATIN
programme, were well implemented. We contributed expertise and Within the first year of our Gear Up 21
manpower to the Economic Stimulus Implementation & Coordination transformation journey, we have established
Unit Between National Agencies (LAKSANA), which was established on good governance practices, laid the groundwork
16 March under the Ministry of Finance to monitor the implementation of towards digitalisation and are embedding cultural
the Economic Stimulus Package 2020 (PRE2020), comprising Prihatin Rakyat change. In the years to come, we will continue
Economic Stimulus Package (PRIHATIN) and National Economic Recovery strengthening our foundation and improving
Plan (PENJANA). Several officers from the Bank, including myself, were our efficiency by leveraging on technology to
seconded as part of our national duty to serve at LAKSANA during this year. streamline and automate core activities, as
well as putting in place the right human capital
On the operations front, in response to the COVID-19 pandemic, the key practices to develop and transform our people
focus was the health and safety of our employees. A Staff First policy was into a world-class digitally savvy and high
initiated as the Bank implemented measures to ensure smooth business performance workforce.
continuity. The Bank’s IT infrastructure and facilities were upgraded;
Work from Home (WFH) set-ups were unleashed to minimise the number In our digital journey, we are strengthening the
of employees in the office; standard operating procedures (SOPs) of new security of our data through the establishment of
business norms were rolled out at all EXIM Bank premises; swab tests the Security Operations Centre and Information
were facilitated where necessary; and regular sanitisation of work premises Security functions. Through these functions, we
carried out. have developed several technology governance
frameworks to safeguard ourselves from potential
Doing our part to combat COVID-19, EXIM Bank made a RM1 million cyberattacks and unauthorised access. These
donation to the Malaysian Red Crescent Society (MRCS) #responsMALAYSIA address core security issues as the Bank embarks
(Malaysia’s Response) initiative. This was a platform for individuals and on a paradigm shift towards becoming a digital
corporate entities to contribute towards the procurement of essential bank with online operations, accessible anywhere
items required by frontliners, as well as drive MRCS’s community without compromising on security.
engagement efforts.
On the governance front, an internal committee
Though community engagements were reduced to mitigate health and was established to oversee the Bank’s
safety risks, the Bank’s commitment to communities was steadfast governance framework to fulfill our regulatory
through the year too, as we continued to support long-term corporate requirements and to remove redundancies as
social responsibility (CSR) programmes and reaffirm our obligation to the well as contradicting governance documents.
UN Sustainable Development Goals (UN SDGs). For one, we In our continuing efforts to practice good
continue to bring festive joy to the less fortunate during the governance, we are benchmarking the governance
holy month of Ramadan and aid charities, homes and the needy framework against industry standards and
whenever possible. Besides caring for the less fortunate in our society, the embedding it into our daily activities.
environment has always been a close cause to our heart. Thus, the Macaw
Birds in Zoo Negara and Elly, our disabled rescue elephant at the National In conjunction with the Bank’s 25th anniversary,
Elephant Conservation Centre (NECC) in Kuala Gandah, still have our loyal we launched new Corporate Values of
patronage. We have also included animal rescue and shelter homes in Teamwork, Efficiency, Accountability, Integrity and
assisting them operationally during this pressing pandemic period. Openness. This was done to transform the Bank’s
culture as part of the Human Capital Framework
In our drive towards encouraging more sustainable living and working focus of Gear Up 21.
with NGOs to realise our UN SDGs, we initiated a Fabric Care Movement
at our office premise that was met with a resounding success. Employees Achievements and Priorities of each Gear Up
embraced this cause wholeheartedly and took the opportunity to recycle 21 Workstream are detailed on page 37.
unused and unwanted fabric from their homes, which saw the first
fabric collection amounting to 427 kg within two months of the bin
being up. We have extended this movement beyond the organisation
to include the campuses of tertiary institutions that we are engaged
with on educational initiatives. This sustainable living initiative follows an
e-Waste programme launched the year before and continues to be supported
till this day.