SME Bank Sustainability Report 2016

LEADING
SMEs
TOWARDS GREATER
ACHIEVEMENTS
SUSTAINABILITY REPORT 2016
Vision Core Values
A FULL-FLEDGED SPECIALISED FINANCIAL INSTITUTION; PASSION
AN INTERNATIONAL BENCHMARK FOR NURTURING SME EXCELLENCE
PASSION IN ALL ACTIONS DERIVES
FULFILLMENT WHILE ENSURING
SUCCESS
COMMITMENT
Mission COMMITMENT TURNS A PROMISE

INTO REALITY
TO DEVELOP SMEs TO BE THE NATIONS ENGINE OF GROWTH, TRUST

IN LINE WITH THE GOVERNMENTS ECONOMIC AGENDA
FAITH IS MEANINGLESS WITHOUT
UPHOLDING TRUST AND INTEGRITY
COVER RATIONALE
At SME Bank, we have discovered what works best for entrepreneurs and go all out to meet their
LEADING
SMEs
specific needs in a holistic manner while building credible and enduring relationships. Steadfast in
our role as a leading development financial institution, we remain committed to empowering SME
TOWARDS GREATER entrepreneurs while according them the right tools and knowledge to help them propel forward on
ACHIEVEMENTS their journey to success. Since 2005, we have been helping many entrepreneurs achieve their dreams
and transform into icons of success. Moving forward, we will continue to bring our wealth of experience,
resources and expertise to lead our SME friends and partners towards greater achievements.
INSIDE
CONTENTS
VISION, MISSION AND CORE VALUES SUSTAINABILITY OUR JOURNEY THUS FAR
YOUR SUCCESS OUR STORY 028 CLOSE ENGAGEMENT WITH OUR 079 CORPORATE VISITS
STAKEHOLDERS 082 MEDIA HIGHLIGHTS 2016
002 ABOUT THIS REPORT
032 ECONOMIC 088 CALENDAR OF EVENTS
004 WHO WE ARE
032 STRENGTHENING THE SME 092 AWARDS AND ACCOLADES
005 SME BANKS NETWORK
ECOSYSTEM 094 WHERE WE ARE
006 FINANCIAL HIGHLIGHTS
036 RESPONSIBLE OPERATIONS
LEADERSHIP BEYOND FINANCING
008 CHAIRMANS STATEMENT 047 ENVIRONMENT
012 BOARD OF DIRECTORS 051 SOCIAL
014 PROFILES OF THE BOARD OF DIRECTORS 051 PRIORITISING CUSTOMER-
018 GROUP MANAGING DIRECTORS CENTRIC SERVICE DELIVERY
REVIEW 053 CORPORATE RESPONSIBILITY AT
022 SENIOR MANAGEMENT HEART
024 SHARIAH COMMITEE 061 OUR PROMISE TO OUR PEOPLE
YOUR SUCCESS
Our Story
Every entrepreneur has a different story to tell and SME Banks customers are no different.
Our customers come from various backgrounds, operate under different circumstances
and have diverse goals and dreams. Despite this diversity, we continue to steadfastly
bring our resources to help many of our customers achieve their ambitions. Here are
some of our customer success stories.
002 About Us
ABOUT
THIS REPORT
WELCOME TO THE THIRD ANNUAL

SUSTAINABILITY REPORT OF SMALL MEDIUM
ENTERPRISE DEVELOPMENT BANK MALAYSIA
BERHAD (SME BANK, THE BANK OR THE
GROUP). THIS REPORT UNDERSCORES OUR
COMMITMENT TO UNDERTAKING BUSINESS IN
A RESPONSIBLE AND SUSTAINABLE MANNER
THROUGH OUR ECONOMIC, ENVIRONMENTAL
AND SOCIETAL OR EES PERFORMANCE.
Prepared in accordance with the Global Reporting

Initiative (GRI) G4 Guidelines, this Report serves to
convey our 2016 sustainability achievements to our
stakeholders and other interested parties in a clear,
comprehensive, transparent and objective fashion.
We take pride in that fact that SME Bank was the first
among local development financial institutions (DFIs)
to embark on annual sustainability reporting back in
2014. This Report underlines the Groups continuing
commitment to upholding our sustainability agenda,
creating long-term shared value for our stakeholders
and securing our future by prioritising responsible
management and sustainable development on the
EES fronts.

About Us 003
ABOUT
THIS REPORT
SCOPE OF THE REPORT FEEDBACK
Reporting period: 1 January to 31 December 2016, This report is made available to all the Banks stakeholders
unless specified; in digital format on our corporate website and will be
Reporting Cycle: Annually; made available in hard copy upon request.
We focus on the key business sustainability activities of

For further information or to provide feedback on this
the SME Bank Group in Peninsular and East Malaysia
Report, kindly contact:
as well as provide insights into the key policies and
structures pertaining to business sustainability.
Corporate Communications
Small Medium Enterprise Development Bank Malaysia
REFERENCES AND GUIDELINES
Berhad
Level 18, Menara SME Bank
GRI G4 Sustainability Reporting Framework;
Jalan Sultan Ismail
Bursa Malaysia Securities Berhads (Bursa Malaysias) 50250 Kuala Lumpur
Sustainability Reporting Guide;
Malaysia
Sustainability Reporting Awards (MaSRA) Guidelines for
Malaysian Companies; Website: www.smebank.com.my
International Organisation for Standardisation (ISO)
26000:2010 Guidance on Social Responsibility.

004 About Us
WHO
WE ARE
SMALL MEDIUM ENTERPRISE Wholly-owned by the Ministry of Finance both the local and international fronts
(MOF) and reporting to the Ministry of to drive SME growth. These strategic
DEVELOPMENT BANK International Trade and Industry (MITI), partnerships enable us to provide
MALAYSIA BERHAD (SME we commenced operations in 2005 as a specialised financing and capacity
Development Financial Institution (DFI) building for SMEs as well as have done
BANK OR THE BANK) regulated by Bank Negara Malaysia. much to strengthen our position as the
In carrying out our SME mandate, we preferred DFI for emerging SMEs looking to
IS AT THE FOREFRONT
support the Malaysian Government's main expand their operations.
OF NURTURING AND economic and development policies
including the National Key Economic With more than RM26 billion worth of
DEVELOPING THE NATION'S Areas (NKEAs) (2010-2020) and the financing approved, SME Bank continues
SMALL AND MEDIUM Financial Sector Blueprint (2011-2020). to be an important conduit of funding for a
broad spectrum of SME segments that lack
ENTERPRISES (SMEs). SME Bank continues to grow from strength key business essentials for sustained growth.
to strength on the back of several strategic This is particularly important amidst todays
imperatives that have enabled us to challenging economic landscape. Our
achieve some remarkable milestones over core focus is on the development of SMEs
the last decade. In 2010, we embarked in six of the 12 NKEAs identified as sectors
on a Five-Year Transformation Programme of economic opportunity to increase the
which propelled us to become what we country's Gross National Income and its
are today. Among the key highlights of global competitiveness. These sectors
that transformation was the integration of include the Tourism, Wholesale and Retail,
Shariah principles into the Banks day-to- Oil and Gas, Education, Healthcare and
day business operations in 2015. Business Services sectors.
Today, as SME Bank focuses its efforts As SME Bank ventures forth, we remain
on developing innovative programmes committed to delivering only the best
that go beyond-financing, we are to our customers through the range of
collaborating with a host of strategic innovative and specialised programmes
partners such as government agencies, as well as high quality services that we
private corporations and associations on have come to be known for.

About Us 005
SME BANKS
NETWORK
from 16 BRANCHES
SEBERANG
to 38 BRANCHES
JAYA KANGAR
ALOR
NORTHERN SETAR KOTA SABAH
KINABALU
KEDAH
SABAH
BAYAN
BARU KOTA
BHARU TAWAU
MIRI
IPOH
KUALA
KUALA
TERENGGANU
LUMPUR
KUALA
LUMPUR
PERAK PAHANG
RAWANG KUANTAN BINTULU

KUCHING
SHAH HEAD OFFICE EAST

ALAM COAST
SARAWAK
JOHOR
SENTRAL BATU
BAHRU
PAHAT SARAWAK
KUALA
LUMPUR
SOUTHERN
KAJANG
SELANGOR
SEREMBAN MELAKA PASIR

GUDANG
Head Office: Menara SME Bank, Jalan Sultan Ismail
BANDAR
MELAKA JOHOR
REGIONAL CENTRE BUSINESS CENTRE
ENTERPRISE CENTRE URBAN TRANSFORMATION CENTRE
07 Regional
Centres 08 Urban Transformation
Centres (UTC)
19 Enterprise
Centres 04 Business
Centres

006 2016 Performance Highlights
FINANCIAL
HIGHLIGHTS
FINANCING APPROVALS PORTFOLIO GROWTH
(RM Billion)
year %
1,376
'16 2.96 15
1,361 12.5%
'15 2.23 12
1,570
'14 2.88 9%
9
1,737
'13 2.73 7%
1,803 6
'12 2.91
1,407 3
'11 1.74
643
'10 0.80 0
1,095 SME Bank Market
'09 2.04
1,192
'08 2.20 SME Bank : 12.5% @ Dec 2016
Target : 7%
1,622
'07 3.05 Market : 9%
No. of Accounts RM Billion
FINANCING PORTFOLIO ISLAMIC FINANCING
(RM Billion)
year
11,277
'16 6.04
10,617 As at December 2016

'15 5.37
9,736
'14 4.85
8,042
'13 5.00
7,258
'12 4.18 RM6.047 RM5.549 billion
'11
6,231
3.93
BILLION (91.8%)
6,137
'10 3.98
'09
7,049 RM498 million
4.40
(8.2%)
5,917
'08 3.80
Islamic Financing Portfolio
4,972
'07 3.20
year Conventional Loans Portfolio

2016 Performance Highlights 007
FINANCIAL
HIGHLIGHTS
CEDAR'S ENTREPRENEURIAL COACHING PROGRAMMES UPWARD MIGRATION
Fee-Based Programme Non Fee-Based Programme No. Of Customers Migrated Upward

(Total 888)
3,929
6,629
3,164
1,186
6,049
5,605
3,640
4,257
1649
166
96
57
77
54
19
19
270 257
177 184
2013 2014 2015 2016 year

'16 '15 '14 '13 year '16 '15 '14 '13 year
No. of Training Sessions No. of Pax
OPERATING PROFIT TOTAL ASSETS
(RM Billion)
(RM Billion)
12
10.65
200 10
0.14
150 8
100 6
50 4
'05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 year '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 year

008 Leadership Perspectives and Profiles
CHAIRMANS
STATEMENT
DEAR VALUED SHAREHOLDERS,
I AM PLEASED TO PRESENT AN
OVERVIEW OF THE PROGRESS OF
SME BANK FOR THE FINANCIAL
YEAR ENDED 31 DECEMBER 2016.
THE YEAR IN REVIEW MARKED THE
11TH YEAR IN WHICH THE BANK
DEMONSTRATED DYNAMIC GROWTH
AND SUSTAINED PROFITABILITY.
AMIDST CONSIDERABLE EXTERNAL
AND DOMESTIC HEADWINDS, THE
BANK GREW ITS GROSS FINANCING
PORTFOLIO BY 12.4% ON THE BACK
OF CONTINUOUS EFFORTS TO BOLSTER
SME DEVELOPMENT IN MALAYSIA.
2016s OPERATING ENVIRONMENT
The global economy underwent a tumultuous year in 2016 given The Malaysian economy registered moderate growth of 4.2%
the political and economic uncertainties in the United States (US), in 2016 fuelled by more moderate domestic demand, whilst
the unsettling effect of Brexit on Europe, as well as moderating improvements in private consumption and investment activity
growth in China and Japan. Moreover, a surplus in the crude oil were offset by a decline in public expenditure. Private investment
supply caused the price of Brent crude oil to drop to a 12-year low registered modest growth as businesses remained cautious about
while fluctuations in the currency markets created turmoil among undertaking capacity expansion in lieu of headwinds on both the
commodity-producing countries. Despite a turbulent second half external and domestic fronts.
of the year for global financial markets, economic activity in the
ASEAN region grew moderately by 4.8% (its strongest reading
since 2013) on the back of domestic demand.

Leadership Perspectives and Profiles 009
CHAIRMANS
STATEMENT
IN 2016, SMEs CONTRIBUTION TO OVERALL GDP GREW BY 6.1% TO TOUCH 36.3%. THIS WAS
NOTEWORTHY GIVEN THAT SMEs WERE ONLY INITIALLY EXPECTED TO EXPAND BY BETWEEN
5.0% AND 5.5% IN 2016.
SME BANK HAS BEEN THE POSITION OF SMEs The establishment of the ASEAN Economic
Community (AEC) in December 2015
ALLOCATED RM200 MILLION Given how integral SMEs are to Malaysias marked an important milestone for the
FOR THE SME TECHNOLOGY economic growth, SME development region. It is expected to have a significant
continues to feature strongly on the impact on regional integration as more
TRANSFORMATION FUND Governments growth agenda through ASEAN people and businesses work more
productively together across borders, start
(STTF), RM500 MILLION the SME Masterplan (2012-2020) and
the 11th Malaysia Plan (2016-2020). new businesses, expand existing market
FOR THE IBS PROMOTION The emphasis on the elements of bases, strategically source intra-regional
productivity, innovation, inclusivity and goods and services, as well as create or
FUND, RM50 MILLION FOR entrepreneurship continue to strengthen secure employment.
THE MY SEED SME SCHEME the long-term competitiveness and
resilience of domestic SMEs. In 2016, SMEs continued to perform
(MYS3) FOR INDIAN remarkably well despite the years
ENTREPRENEURS, AND In 2016 alone, a total of RM9.5 billion was economic challenges. SMEs contribution
allocated for SME development. Under to overall Gross Domestic Product (GDP)
RM20 MILLION FOR THE the National Budget 2016, SME Bank in 2016 grew by 6.1% to touch 36.3%. This
SKIM ANJAKAN USAHAWAN has set aside RM200 million for the SME was noteworthy given that SMEs were only
Technology Transformation Fund (STTF), initially expected to expand by between
INITIATIVE. RM500 million for the IBS Promotion Fund, 5.0% and 5.5% in 2016.
RM50 million for the My SEED SME Scheme
(MYS3) for Indian entrepreneurs, and RM20
million for the Skim Anjakan Usahawan
initiative.

CHAIRMANS
STATEMENT
SME BANKS UNIQUE

BEYOND FINANCING
VALUE PROPOSITION
FOR SME DEVELOPMENT
HAS BEEN RECOGNISED
AT THE INTERNATIONAL
LEVEL WITH THE BANK
BECOMING THE
FIRST DEVELOPMENT
FINANCE INSTITUTION IN
MALAYSIA AND ASEAN
TO BE A MEMBER OF THE
MONTREAL GROUP (TMG).
2017 PROSPECTS CONTINUED VALUE CREATION in 2012 by seven members with total
estimated combined assets amounting
Following 2016s lacklustre global growth Amidst this backdrop, SME Bank remains to USD2 trillion, TMG was established
of 3.2%, global economic activity is committed to nurturing SMEs and creating to encourage the exchange of ideas
expected to pick up in 2017 and 2018, value for them while pursuing an agenda of and best practices and to foster greater
touching 3.4% and 3.6% respectively. sustainable growth. The Bank will continue understanding of the international market
The advanced economies are expected to focus our efforts on according small for the growth of SMEs.
to improve moderately while activities businesses integrated technical skills and
in emerging market and developing business development support as well as Moving forward, the realm of Industry 4.0 is
economies will continue to drive global mentoring and coaching entrepreneurs to at hand with emerging megatrends such
growth. However, at the same time, strengthen the overall efforts to accelerate as digitization, the Internet of Things and
global risks remain significant and difficult and broaden economic development Big Data set to change the SME landscape
to predict given downside risks. and transformation. We remain optimistic and the future. As part of this megatrend,
of the SME segment and see it becoming SME activities are expected to intensify
Malaysia is expected to register steady a key future loans growth driver. with the emergence of new types of
economic growth of between 4.3% and business in new areas of the economy,
4.8% in 2017, driven by domestic demand SME Banks unique Beyond Financing or which are high growth in nature. As
and a recovery in net exports. The value proposition for SME development such, we anticipate that financing for
improvement in global growth is expected has been recognised at the international SMEs will take a new turn with the focus
to generate positive spillovers for the level with the Bank becoming the first DFI shifting to the development of more non-
domestic economy through the trade, in Malaysia and ASEAN to be a member banking channels and financing platforms
investment and income channels. of The Montreal Group (TMG). Founded including crowdfunding, investment

CHAIRMANS
STATEMENT
MOVING FORWARD, THE account platforms and peer-to-peer My sincere gratitude to the loyal
platforms. As for financial institutions, management and employees of SME
REALM OF INDUSTRY 4.0 IS digitization will open up more opportunities Bank for their dedication to excellence,
AT HAND WITH EMERGING for financial inclusion and more efficient hard work and unwavering commitment,
service delivery to SMEs. all of which have certainly helped us
MEGATRENDS SUCH AS deliver another solid performance. To
ACKNOWLEDGEMENTS my esteemed colleagues on the Board,
DIGITIZATION, THE INTERNET
please accept my utmost thanks for your
OF THINGS AND BIG DATA The Bank continues to strengthen on astute insights and guidance.
the back of a focused sustainable
SET TO CHANGE THE SME growth agenda, excellent teamwork as I trust that all our stakeholders will continue
LANDSCAPE AND THE well as solid operational and financial to accord us their unwavering support as
performance. Our success to date comes we work hard to fulfil SME Banks mandate
FUTURE. WE ANTICIPATE on the back of the worthy support of and elevate the SME community to new
THAT FINANCING FOR SMEs several parties. heights of success.
WILL TAKE A NEW TURN I would like to express my heartfelt Thank you.
WITH THE FOCUS SHIFTING appreciation to all our customers, Bank
Negara Malaysia, the Ministry of Finance,
TO THE DEVELOPMENT Ministry of International Trade and
OF MORE NON-BANKING Industry, government agencies, financial
institutions, chambers of commerce, as
CHANNELS AND FINANCING well as business and trade associations for
PLATFORMS. their steadfast support and cooperation. Tan Sri Faizah Mohd Tahir
Chairman

BOARD OF
DIRECTORS

BOARD OF
DIRECTORS
Sitting (from left) :

1. PROF. DR. ABDUL BASIR
MOHAMAD
2. TAN SRI FAIZAH MOHD TAHIR
(Chairman)
3. DATUK MOHD RADZIF
MOHD YUNUS
(Group Managing Director)
Standing (from left) :

4. ASRI HAMIDON
5. KHAIRUZZAMAN MUHAMMAD
6. ISHAK ISMAIL
7. DATO JAMELAH JAMALUDDIN
8. DATO MOHD SHUKRI HUSSIN

PROFILES OF THE BOARD OF

DIRECTORS
Tan Sri Faizah binti Mohd Tahir was appointed to the Board of SME Bank on
4 September 2015. A graduate with a Bachelor of Economics (Hons.) from
the University of Malaya and a Masters of Arts (Development Economics)
from Williams College, the United States of America, she joined the Economic
Planning Unit (EPU) of the Prime Ministers Department in 1973 serving in
various capacities within the Agriculture, Distribution and Human Resources
Sections. Her last position in the EPU was as Director, Commerce and Industry
Section before being promoted to Secretary-General of the Ministry of
Women, Family and Community Development, a post she held from 2001
until her retirement in 2009.
Tan Sri Faizah is also the Chairman of Orphancare Foundation and Yayasan
Sejahtera, a member of the Board of Trustees of Yayasan Kebajikan Negara
Malaysia and Temasek Foundation International CLG Limited, Singapore,
as well as a Board member of Goodyear Malaysia Berhad and AMWAY
(Malaysia) Holdings Berhad.
TAN SRI FAIZAH MOHD TAHIR

Chairman
Datuk Mohd Radzif bin Mohd Yunus was appointed as Managing Director
of SME Bank on 1 July 2010 and was subsequently appointed as the Group
Managing Director on 1 January 2014.
Datuk Mohd Radzif comes from a diverse management background. He

started his career in academia as a lecturer before following this up with a stint in
an international consultancy firm. From here he joined the senior management
of a financial institution and thereafter took up the position of Chief Executive
Officer of a local conglomerate involved in diversified businesses. Being driven
by his entrepreneurial spirit, Datuk Mohd Radzif ventured into his own business
but he was soon back to corporations when he was called to take up the
position of Chief Executive Officer of two pilgrimage fund companies, as part
of the companies turnaround exercise. This was achieved within 18 months of
his appointment date. Subsequently, the Government appointed him as the
Chief Executive Officer of Institut Jantung Negara Sdn. Bhd. (National Heart
Institute) effective September 2003 and as the Group Managing Director of
IJN Holdings Sdn. Bhd. in 2006.
DATUK MOHD RADZIF
MOHD YUNUS Datuk Mohd Radzif is currently the Chairman of the Association of Development
Group Managing Director, financial institutions of Malaysia (ADFIM), the Vice Chairman of the Association
Non-Independent Executive Director of National Development financial institutions in Member Countries of The
Islamic Development Bank (ADFIMI) and a Board Member of the Association
of Development Financing Institutions in Asia and the Pacific (ADFIAP). He
is also a member of National Entrepreneurship Council of Higher Education
(NECHE) and Intellectual Capital Development Committee (ICDC) of Agensi
Inovasi Malaysia (AIM). Datuk Mohd Radzif was bestowed the Malaysian
Business Leadership Award for Healthcare in 2009 and the Outstanding CEO
Award from ADFIAP in 2016.

DIRECTORS
Asri bin Hamidon was appointed as a Non-Independent Non-Executive

Director of SME Bank on 2 May 2013. He holds a Bachelor of Economics from
the University of Malaya and a Masters in Economics from Hiroshima University,
Japan. He began his career with the Government as the Assistant Director of
the Economic Planning Unit in the Prime Ministers Department and was later
appointed as the Assistant Director of the Anti Corruption Commission. He
then became an Administrative and Diplomatic Officer in the Public Service
Department before being appointed as the Assistant Secretary in the Ministry
of Finance.
He is currently the Secretary, Government Investment Companies Division,

Minister of Finance Incorporated and a member of the Administrative and
Diplomatic Officer Association. He also sits on the Board of Bina Darulaman
Berhad, Sarawak Hidro Sdn. Bhd., Land Public Transport Commission, the
Malaysia Convention & Exhibition Bureau, SMEB Asset Management Sdn. Bhd.,
IJN Holdings Sdn. Bhd., DanaInfra Nasional Berhad, Prokhas Sdn. Bhd., Syarikat
Perumahan Negara Berhad and Telekom Malaysia Berhad (Alternate Director).
ASRI BIN HAMIDON

Non-Independent Non-Executive Director
Ishak bin Ismail was appointed as an Independent Non-Executive Director

of SME Bank on 3 May 2011. He holds a Bachelor of Commerce from the
University of Newcastle, NSW Australia and is a member of the Institute of
Chartered Accountants, Australia, the Malaysian Institute of Accountants
and a Certified Internal Auditor, United States of America.
He has served more than 30 years in various capacities with the Government
and private sector. He has held numerous important positions throughout
his tenure of service including as Senior Accountant in several Government
departments. He has also held several senior managerial positions within Bank
Negara Malaysia (the Central Bank of Malaysia). He was also the General
Manager of Arab-Malaysian Assurance Berhad and AmBank (M) Berhad. He
also sits on the Board of SMEB Asset Management Sdn. Bhd..
ISHAK BIN ISMAIL

Independent Non-Executive Director


DIRECTORS
Khairuzzaman Muhammad was appointed as an Independent Non-

Executive Director of SME Bank on 2 February 2011. He graduated in 1988
with a LLB (Hons.) Degree from the Essex Institute of Higher Education (now
known as the Anglia Ruskin University), England. He also received a Degree
of Utter Barrister from the Honourable Society of Lincolns Inn, England (1989)
and a Graduate Diploma in Commercial Law from the University of Sydney,
Australia (2000). He was enrolled as a Barrister-At-Law for England and Wales
on 21 November 1989 and was admitted as an Advocate and Solicitor by the
High Court of Malaya on 21 September 1990.
Khairuzzaman Muhammad is one of the partners at Messrs. Zul Rafique &

Partners and specialises in corporate advisory, legislative drafting and land
development projects. He also acts as the advisor to the Government, its
agencies, government-linked companies and multi-national companies.
Actively involved in educational social work, Khairuzzaman Muhammad
currently sits on the Boards of MIMOS Berhad and several other private
companies.
KHAIRUZZAMAN MUHAMMAD
Dato Jamelah binti Jamaluddin was appointed as an Independent Non-

Executive Director on 1 February 2014. With more than 30 years experience
in the financial services industry, Dato Jamelah was the Chief Executive
Officer of Kuwait Finance House (Malaysia) Berhad prior to joining 3P Capital
Advisers Sdn. Bhd. Her earlier appointments included being the Managing
Director of RHB Islamic Bank Berhad, Principal Officer of Macquarie Malaysia
Sdn. Bhd. and Division Director of Macquarie Bank Limited (Labuan Branch).
She holds a Masters in Business Administration (Finance) from Central

Michigan University and a Bachelor of Business Administration (Finance) from
Western Michigan University, the United States of America.
Dato Jamelah also currently sits on the Board of Scomi Energy Services
Berhad, 3P Capital Advisers Sdn. Bhd., Weida (M) Bhd, PMB Tijari Berhad,
Kumpulan Jetson Berhad, Publika Food Sdn. Bhd., Centarian Healthcare
Sdn. Bhd., Medal Success Sdn. Bhd., Mudharib Partners Sdn. Bhd. and Eternal
Wellness (Damansara) Sdn. Bhd..
DATO JAMELAH BINTI
JAMALUDDIN


DIRECTORS
Prof. Dr. Abdul Basir bin Mohamad was appointed as an Independent Non-
Executive Director of SME Bank on 3 June 2015. He holds a PhD from the
University of Edinburgh, Scotland in 1997 specialising in the Law of Torts and
Criminal Islamic Laws and has written many books and journals on the subject.
Besides serving in various capacities at the National University of Malaysia, he
is also on the panel of advisors for various institutions.
Prof. Dr. Abdul Basir is currently the Chairman of the Shariah Committee of
SME Bank, Chairman of Key Result Areas, Wealth Creation Strategies and
Intensive, Faculty of Islamic Studies, National University of Malaysia besides
being a member of other board committees.
PROF. DR. ABDUL BASIR

BIN MOHAMAD
Dato Mohd Shukri Bin Hussin was appointed as an Independent Non-

Executive Director on 1 May 2016. He holds a Bachelor of Economics (Hons.)
from the University of Malaya and is a qualified Chartered Accountant from
the Institute of Chartered Accountants (England and Wales).
Dato Mohd Shukri began his career as a Management Executive with

Petronas Carigali Sdn. Bhd. and later worked as an Audit Supervisor in an
international company, Touche Ross London, United Kingdom for four
years. Dato Mohd Shukri then returned to Malaysia and assumed the
position of Audit Supervisor at Hanafiah Raslan & Mohamad. He later held
various management positions with several companies including the Bank
of Commerce (M) Berhad, CIMB securities Sdn. Bhd., Bank Muamalat (M)
Berhad and Bumiputera Commerce Holdings Berhad. His last position with
CIMB Group Holdings Berhad was as Executive Director before his retirement
in 2011.
Dato Mohd Shukri currently holds Directorships in LeapEd Services Sdn. Bhd.,
DATO MOHD SHUKRI Sun Life Malaysia Assurance Berhad, Sun Life Malaysia Takaful Berhad and
BIN HUSSIN Pelaburan Hartanah Berhad. He also sits on the Board of Trustees for the CIMB
Independent Non-Executive Director Foundation.

GROUP MANAGING
DIRECTORS REVIEW
DEAR VALUED SHAREHOLDERS,
OUR GOOD PERFORMANCE TO

DATE COMES ON THE BACK OF THE
UNWAVERING DEDICATION AND
EXCELLENT WORK OF OUR EMPLOYEES
UNDER THE ASTUTE GUIDANCE OF
OUR BOARD OF DIRECTORS. I AM
PLEASED TO PRESENT THE DETAILS OF
THE FINANCIAL AND OPERATIONAL
PERFORMANCE OF SME BANK
Operating Profit Profit Before Tax For the financial year ended 31 December 2016,
SME Bank made strong strides forward in its mission
of developing SMEs as the nations engine of
110.2
million 67 growth. At the same time, the Bank made good
million progress on the operational and financial fronts
and successfully achieved most of its targets. Our
74.2 48.3
million good performance to date comes on the back
million
of the unwavering dedication and excellent work
RM Million
RM Million
of our employees under the astute guidance of

our Board of Directors. I am pleased to present
the details of the financial and operational
performance of SME Bank.
HEALTHY FINANCIAL PERFORMANCE
SME Bank turned in a healthy financial

year year
2015 2016 2015 2016 performance in 2016 with operating profit
touching RM110.2 million (2015: RM74.2 million).
We registered a profit before tax (PBT) of RM67
million, a 38.5% increase over the RM48.3 million
recorded in 2015. This favourable result can be
attributed to the Banks strategies of maintaining
sustainable growth, strengthening account
management and implementing effective cost
management.

GROUP MANAGING
DIRECTORS REVIEW
In 2016, In 2016,
RM3.9 billion RM3.0 billion

worth of applications were received - nearly in financing for 1,376 SMEs was approved, the majority (45%)
twice the amount of 2015's applications. of these approvals going towards small entrepreneurs.
FINANCING PORTFOLIO As we undertake our primary role of supporting The majority of the Bank's portfolio financed
the growth of unserved and underserved SMEs, medium and small SMEs with RM2.19 billion
Small
Entrepreneurs we continue to strike a balance between and RM2.78 billion being extended to these
"Doing Good" and "Doing Well". In Doing categories respectively. Large enterprises
Good, we continue to focus our efforts on received RM0.40 billion and Micro SMEs RM0.65
strengthening Malaysia's socioeconomic billion of this financing. Out of SME Bank's total
structure by improving SMEs' contribution to of 11,288 account holders in 2016, some 4,990
46.1% national GDP and the National Key Economic were from the Small Entrepreneurs segment,
Areas, enhancing SMEs access to financing, 4,159 from the Micro segment, 1,839 from the
as well as building the capacity of high- Medium segment and 300 from the Large
growth SMEs. In Doing Well, we continue Enterprise segment.
Medium
to implement measures to ensure the Banks
Segment financial sustainability so that we can meet our Three major industries contributing to the Bank's
obligations to our diverse stakeholders including sizeable portfolio were Wholesale & Retail,
our shareholders, customers and employees. Trade and Restaurants & Hotels at 24.8% of the
overall portfolio; Community, Social & Personal
36.4% SOLID OPERATIONAL PERFORMANCE Services at 17.1%; and Manufacturing at 16.4%.
The year in review saw the Bank continuing to SME Outreach Strengthened
intensify its efforts to develop SMEs in Malaysia. I
am pleased to report that our endeavours met As part of our market outreach measures, we
Micro with good success. conducted two major programmes in 2016,
Segment namely the SME Bank XCESS initiative and the
Financing Portfolio Expanded Regional Outreach Programme. The SME Bank
XCESS event was held on 8 March 2016 at
Over the course of 2016, the Bank received Menara MATRADE with 1,200 participants in
10.8% applications amounting to RM3.9 billion,
nearly twice the amount of the previous
attendance. It served as a flagship marketing
event to promote SME Bank's financing and
years applications. Of these applications, we non-financing facilities. Under the Regional
approved RM3.0 billion in financing to 1,376 SMEs Outreach Programme, 15 sessions were
with the majority (45%) of these approvals going conducted throughout the year at our regional
Large Enterprise towards small entrepreneurs. Our heightened locations nationwide. These sessions drew 3,168
Segment
efforts in expanding our reach in the unserved participants.
and underserved market saw approvals in the
Micro and Small segments growing by 57% and The Bank also participated in series of
37% respectively in 2016. engagements with existing and potential
entrepreneurs by supporting various exhibitions
6.7% At the end of 2016, the Banks gross financing as well as business, career and motivational talks
portfolio had increased to RM6,047.3 million organised by state and federal government
from RM5,380.8 million previously reflecting agencies such as the respective state Economic
double digit growth of 12.4%. Financing to Planning Units, SME Corp, MIDA, MATRADE,
Small entrepreneurs made up the majority of MDEC, MARA and MIA, among others. The Bank
our portfolio at 46.1%, followed by the Medium also took part in diverse events organised by
In 2016, the Banks segment at 36.4%, Micro segment at 10.8% and government-linked companies (GLCs), business
gross financing Large Enterprise segment at 6.7%. The top three associations, universities and colleges.
sectors contributing to our sizeable portfolio as
portfolio increased
at end 2016 comprised the Services sector which
to RM6,047.3 million made up 70.2% of our portfolio. This was followed
from RM5,380.8 by the Manufacturing and Construction sectors
million in 2015. at 15.3% and 12.4% respectively.

GROUP MANAGING
DIRECTORS REVIEW
257 82% 162

ENTREPRENEURS OCCUPANCY RATE TRAINING SESSIONS
migrated upward under the for the Entrepreneur
were conducted in 2016.
Specific Intervention Programme. Premises Programme.
selected international financial institutions

introduced the International Mobility
Programme. This programme serves to
develop employees by exposing them
to various international assignments while
providing them with opportunities to
develop their international experience.
The programme was designed to better
develop employees and as part of the
Banks retention strategy. In 2016, the Bank
in collaboration with international financial
institutions and NGOs implemented the
Employee Exchange Programme under
the ambit of the International Mobility
Programme.
In line with the Banks strategy to

be a full-fledged Shariah Compliant
Financial Services Provider, Human
Capital Management has designed and
implemented a series of programmes to
create awareness, ensure readiness as
In 2016, we continued to make solid Education Assistance Programme, we well as enhance employee capability
progress with our various intervention provide assistance to our employees by and capacity in relation to Islamic
programmes. These included the Specific way of developing their educational and financial matters. The programmes
Intervention Programme which recorded intellectual capacity as well as areas of accord Development Financing Institution
a total of 257 entrepreneurs having specialisation in line with the Bank's needs Executives fundamental knowledge of
successfully migrated upward, and the and ambitions. We also undertook various Islamic financing products in their business
Entrepreneur Premises Programme which employee engagement activities knowing operations. It also helps to enhance
received encouraging demand with an that engaged employees are more staff's understanding and appreciation of
82% occupancy rate. Our subsidiary, the motivated, produce better results and will the concept and application of Islamic
Centre for Entrepreneur Development be of tremendous help to us in our journey Finance and its relevance to day-to-day
and Research Sdn. Bhd. or CEDAR, to success. banking operations.
continued to develop entrepreneurs by
rolling out training sessions benefitting In 2016, we designed our Learning & The Bank also conducted two certification
2,270 participants. CEDAR also initiated Development programme around a Core programmes with the collaboration of
the CEDAR MindLab Series, a special Competency Programme (encompassing CEDAR and the Islamic Banking and
programme to address the common issues functional, technical and core training) Finance Institute of Malaysia (IBFIM),
faced by entrepreneurs in doing business. and a Leadership Programme (comprising namely the Certified Islamic Development
The details of these and other initiatives leadership training). In total, we conducted Banking (CIDB) and Professional Islamic
are spelt out in the relevant parts of our 49 in-house training sessions and Development Banking (PIDB) programmes.
Sustainability Report. participated in 113 external/public training For 2016, approximately 69 of SME Banks
sessions on both the Core Competency staff graduated from the CIDB programme.
GOOD PEOPLE DEVELOPMENT EFFORTS and Leadership fronts.
We view our people as our greatest asset Recognising the value of employees with
and continue to invest in and engage global skill sets and international technical
with them. Under SME Banks Employee exposure, SME Bank in collaboration with

GROUP MANAGING
DIRECTORS REVIEW
CONTINUING TO MAKE A DIFFERENCE MOVING FORWARD Given the success of both the SME
Bank XCESS initiative and the Outreach
As a conscientious corporate citizen, we Given the challenging economic Programme in 2016, the Bank will continue
recognise that we have a responsibility to environment that we are now operating to strengthen both programmes in 2017.
nurture the SME community and general in, the Bank plans to take a more holistic
public in each region in which we operate. and balanced approach going forward. In January 2017, SME Bank became
To this end, we are committed to sharing We will ensure we maintain a strong a member of The Montreal Group, a
our unique knowledge, professional skills, focus on astute account management global forum of state-supported financial
passion, time and resources to develop our and effective cost management while development institutions founded in 2012
nations SMEs. At the same time, we are approaching growth in a cautious manner. and based in Canada. SME Bank is the first
looking for opportunities to make a positive These and a host of other strategic development financial institution (DFI) in
difference in the lives of the general public initiatives will enable us to maintain Malaysia and ASEAN to be admitted to the
by elevating their well-being. sustainable growth, fulfil our mandated Group. We will leverage on this platform to
roles and cater to the expectations of our learn best practices in multiple areas such
Following the introduction of our key stakeholders effectively. We will also as governance, risk management, human
entrepreneurship competition, the 90- continue to strengthen the SME ecosystem capital development, delivery channels,
Days Business Challenge, which caters to through focused intervention and training product and service innovation as well
students from Community College who measures. as international standards for potential
are undergoing the Entrepreneurship adoption. These will serve us well in our
Incubator Programme, all participants of During the tabling of the 2017 National journey to achieve our vision of becoming
the challenge automatically become the Budget in the fourth quarter of 2016, a full-fledged specialised financial
members of the SME Bank 90-Days Business the Government announced a total of institution and an international benchmark
Challenge Alumni. This allows them to RM100.0 million in allocations for SME Bank for nurturing SME excellence.
secure financing facilities from SME Bank to strengthen its efforts to develop SMEs.
or receive entrepreneurial training from A sum of RM50 million has been allocated ACKNOWLEDGEMENTS
CEDAR if they continue to run the business for the SME Bank Upward Migration and
after the competition ends. Acceleration Programme or i-SMART SME Bank made good strides forward
initiative (formerly known as Skim Anjakan in 2016 and I would like to take this
In 2016, we rolled out several initiatives for Usahawan) in 2017 to develop and opportunity to extend my gratitude to all
Alumni members. These included efforts to transform high potential SMEs into SME our stakeholders who inspired us to perform
share the relevant information on the Banks Champions. To kick off the programme, at a higher level. We truly appreciate your
programmes, products and activities; seven of our existing clients will undergo support, feedback and perspectives and
entrepreneurship talks; and participation workshops to identify their business will continue to invest in the future of the
in exhibition booths during trade fairs to direction, KPIs and the suitable form of SME ecosystem and our nation.
promote and sell their products. CEDAR assistance required from SME Bank, be it for
also introduced a mentoring programme financing and/or non-financing activities. On behalf of the management team, I
for Alumni members to coach would-be The other RM50 million has been allocated would like to convey my deepest gratitude
entrepreneurs as to how to start and build for the Skim Pembiayaan Premis Kilang to our customers, colleagues, business
a business that would be commercially to assist entrepreneurs through attractive partners, community members and the
viable and profitable venture. In total, 10 financing packages to acquire their public at large for your steadfast support.
programmes were conducted in 2016. business premises at strategic locations.
We trust you will find our report useful,
informative and an overall interesting
read. We welcome any feedback you
may have which will help us to strengthen
our efforts. Thank you.
Datuk Mohd Radzif Mohd Yunus

Group Managing Director

SENIOR
MANAGEMENT
DATUK MOHD RADZIF DATO RAZMAN MOHD NOOR DATUK KAMALUDDIN ISMAIL
MOHD YUNUS (Chief Operating Officer, Operations & (Chief Operating Officer, Banking)
(Group Managing Director) Group Corporate Management)
ISMAIL KAMARUDDIN DR. SHEIKH GHAZALI SHEIKH ABOD ROKIAH RAJAK

(Chief Internal Auditor, Group Audit (Director, Entrepreneur Development (Director, Operations Division)
Division) Division)

SENIOR
MANAGEMENT
ABD KARIM AHMAD ZARINA NOR ISMAIL RAJA SHAHRIMAN RAJA HARUN
(Director, Enterprise & Development (Director, Credit Management Division) AL RASHID
Banking Division) (Director, Group Compliance & Risk
Management Division)
KHAIRIL ANUAR MOHAMMAD HAIZAD RIZAL AZIZ HASMAH RAZALI

ANUAR (Director, Group Financial Management (Director, Group Legal & Secretarial
(Director, Group Strategy & Branding Division) Services Division)
Division)

SHARIAH
COMMITTEE
PROF. DR. ABDUL BASIR

MOHAMAD
(Chairman)
TUAN HAJI JALIL HAJI SAID DR. YUSOF RAMLI

(Member) (Member)

SHARIAH
COMMITTEE
PROF. DR. NORHASHIMAH MOHD YASIN

(Member)
DR. ASMAK AB RAHMAN

(Member)

SUSTAINABILITY
REPORT
ECONOMIC
PAGE 032 - 046

ENVIRONMENT
PAGE 047 - 050

SOCIAL
PAGE 051 - 078

028 Our Commitment to Sustainability
CLOSE ENGAGEMENT
WITH OUR STAKEHOLDERS
SME BANK IS COMMITTED TO ENSURING THAT WE MEET OUR STAKEHOLDERS NEEDS

EFFECTIVELY AND EFFICIENTLY. AS SUCH, EFFECTIVE ENGAGEMENT AND CONSTRUCTIVE
DIALOGUE WITH CUSTOMERS, EMPLOYEES, REGULATORS, BUSINESS OWNERS AND THE WIDER
COMMUNITY CONTINUE TO BE A TOP PRIORITY FOR US.
EMPLOYEES
SUPPLY CHAIN PARTNERS We aim to propagate a
culture that enables people
We aim to promote a
to feel safe, engaged,
transparent supply chain
accountable, empowered
process and prioritise
and recognised which results
locals to help boost the
in driven performance from
nations economy.
our employees.
KEY STAKEHOLDERS AND

THE IMPORTANCE OF
ENGAGING WITH THEM
NON-GOVERNMENT
ORGANISATIONS (NGOS) COMMUNITY OF STAKEHOLDERS
We aim to engage with trade We aim to generate a positive effect
associations and industry- on the long-term growth of our
relevant NGOs in order to community of stakeholders through
understand their causes and engaging in non-financial risks and
find constructive ways to work market disclosure obligations.
together to deliver mutually-
beneficial outcomes.
GOVERNMENT/
LOCAL COMMUNITIES CUSTOMERS
REGULATORS
We aim to effect long-lasting We aim to support our customers
We aim to ensure that
and positive change within the and the community through
our operations adhere
communities by engaging in our services as well as through
to stringent Government
transparent and accountable responding to customer feedback
regulations by implementing
dialogue with them as well as ensuring and constantly improving our
policy decisions and
the rollout of effective Corporate customer service levels.
other governmental
Responsibility initiatives.
announcements at all levels.

Our Commitment to Sustainability 029
CLOSE ENGAGEMENT
The Bank also signed a Memorandum of

Understanding with the Johor Petroleum
Development Corporation Berhad (JPDC) to
develop a specialised financing facility for
eligible SMEs involved in the Oil and Gas Services
and Equipment segment in Johor.
ENGAGEMENT ACTIVITIES WITH GLCs AND GOCs 2016 REGIONAL OUTREACH

PROGRAMME
Over the course of the year in review, one of SME
SME BANK REGIONAL OUTREACH PROGRAMME
Banks areas of focus was to strategically engage
with Government Linked Companies (GLCs) 259 We strongly believe in undertaking direct
and Government Owned Companies (GOCs) in applications
engagement with our stakeholders as it enables
order to further strengthen our relationship with approved
us to serve our customers in a more effective
these stakeholders. Our engagement sessions
manner. As per the previous years, we held our
involved giving talks as well as participating
yearly engagement programme, SME Banks
in exhibitions and consultations pertaining to
the provision of financing to suit the needs of RM670 2016 Regional Outreach Programme, in two
phases nationwide. The years programme
the GLCs and GOCs. We also showcased our
financing programmes including our equity
million saw a total of 3,168 entrepreneurs from 1,729
in financing companies attend our events, with the Bank
financing, contract financing and general
approved approving a total of 259 applications amounting
financing programmes.
to RM670 million.

CLOSE ENGAGEMENT
SME BANK 2016 XCESS

OVER
1,200 OVER RM291 MILLION
ENTREPRENEURS 700 COMPANIES IN FINANCING
attended participated approved
SME BANK XCESS 2016 alone with the Bank approving a total of RM291 million worth of
financing following the event. We also held a mini SME Bank
Another focal point of our outreach programme is the SME Bank XCESS 2016 event in Kota Kinabalu, Sabah where we invited
XCESS initiative, a dedicated outreach programme designed to help several agencies such as the Ministry of International Trade and
resolve the issue of access to financing faced by SME entrepreneurs Industry, Sabah Tourism Board and the Malaysia Productivity
who have been operating for a minimum of two years. Corporation Sabah.
The SME Bank XCESS 2016 event was held on 8 March 2016 at REACHING OUT TO CUSTOMERS
Menara MATRADE with 1,200 participants in attendance. Officiated
by YB Dato Seri Mustapa Mohamed, Minister of International Trade Customer engagement continued to be a focal point of our
and Industry, it served as a flagship marketing event to promote operations in 2016. As part of our efforts to assist unserved and
SME Bank's financing and non-financing facilities. At the event, underserved SMEs, the Customer Outreach Programme was
participants were introduced to SME Bank's role in the market and held in two phases to ensure the Bank was able to reach out to
exposed to the benefits of the Trans Pacific Partnership (TPP), the more SMEs. The programme functions as a networking platform
ASEAN Economic Community (AEC) as well as the many business amongst entrepreneurs which not only helps newcomers to
opportunities under the 11th Malaysia Plan (11MP). integrate, but also helps to instigate new business collaboration
and expand the business scope of entrepreneurs.
During the event, we conducted seven engagement sessions
which included pocket talks by SME Bank, Malaysia External In September 2016, we conducted several Customer Open
Trade Development Corporation (MATRADE), the Malaysian Days in four specific locations, namely the Seremban Enterprise
Investment Development Authority (MIDA), SME Corp and the Centre, KL Sentral Enterprise Centre, Ipoh Enterprise Centre and
Economic Planning Unit (EPU). We also presented inspirational Rawang Business Centre. The Customer Open Days were a part
sessions showcasing the success stories of our SME customers, of our targeted marketing approach in which we focused on
while participants with an over three-year operating history, each engaging with prospective and existing customers in a timely
received exclusive one-on-one consultations from representatives and more personalised manner. The programme also served to
of our various financing departments. furnish the Bank with direct feedback from our customers which
enabled us to improve our services to cater to our customers
Several GLCs participated in the event including our corporate specific financial needs.
partners Johor Petroleum Development Corporation (JPDC), Mass
Rapid Transit Corporation Sdn. Bhd. (MRT Corp) and CELCOM. A
total of 700 companies attended the event in Peninsular Malaysia

CLOSE ENGAGEMENT
PARTICIPATION IN EXHIBITIONS
The year in review saw SME Bank participating in the following exhibitions:
25 August
Seminar Kemudahan Pembiayaan
Perniagaan Untuk Bumiputera
26 August
Tok Pa's Session with TERAS Companies
18 February
Seminar Industri Makanan
Bahagian Limbang
26 - 27 February
Ekspo Keusahawan Pontian MITI
5 May
GLC Explorace
17 -19 May
SMIDEX 2016
16 October
27 - 28 May
Desa Sejahtera 1Malaysia Award
Karnival Keusahawanan Jeli 2016
17 October
MITI Day
11 April
AEC Open Day
30 April 29 July 24 - 27 Nov
SEED Training Series Business Funding ASEAN Young Entrepreneurs Carnival Showcase Satu Daerah Satu Industri (SDSI)

SUSTAINABILITY
ECONOMIC
STRENGTHENING THE SME ECOSYSTEM
SMEs MAKE UP ABOUT 97.3% OF ALL ENTERPRISES AND 65.5% OF DOMESTIC EMPLOYMENT.
FOR THE FINANCIAL YEAR IN REVIEW, SMEs CONTRIBUTED 6.1% TO MALAYSIAS GDP AND WERE
RESPONSIBLE FOR 17.6% OF EXPORTS.
Given strong SME growth and the increase in the number of are dedicated to providing SMEs with all the tools and assistance
entrepreneurially-minded young Malaysians coming on board the they need in order to become innovative and motivated business
SME bandwagon, SMEs now play an even more dominant role in entities that are able to thrive in a highly competitive global market.
Malaysias economic landscape. From rural operations to thriving
urban start-ups, SMEs make up about 97.3% of all enterprises and In 2016, a number of initiatives were rolled out to strengthen the
65.5% of domestic employment. For the financial year in review, SME ecosystem.
SMEs contributed 6.1% to Malaysias GDP and were responsible
for 17.6% of exports. IN SUPPORT OF SME DEVELOPMENT
SMEs continue to play an integral role in the nations economic The importance of SMEs to the nations growth is reflected in
well-being. When combined, SMEs carry the same weight as the total RM9.5 billion budget allocation by the Government
that of large-scale corporations on an economic scale. Yet SMEs for SME development in 2016. Under the National Budget 2016,
also provide employment opportunities at a more grassroots SME Bank has been allocated specific amounts to facilitate the
level, thus helping those in poorer domestic regions to generate implementation of diverse funds.
wealth from their resources in the same way that those in more
developed and privileged areas are doing. These include RM200 million for the SME Technology Transformation
Fund (STTF), RM500 million for the IBS Promotion Fund, RM50 million
As a bank that is fully committed to developing Malaysias for the My SEED SME Scheme (MYS3) for Indian entrepreneurs, and
economic outlook, SME Bank endeavours to support and RM20 million for the Skim Anjakan Usahawan (SAU) initiative.
strengthen SMEs throughout the country in a bid to ensure the long-
term development and sustainable growth of our economy. We

SUSTAINABILITY
ECONOMIC
RM50 MILLION RM8.2 MILLION

was allocated by the Government was approved by the Bank
under the 2016 Budget through the My in 2016 under the MyS3
SEED SME Scheme (MYS3) programme. Financing Programme.
EVOLVING HIGH-POTENTIAL SMEs INTO SME CHAMPIONS In 2016, the ongoing Specific Intervention Programme recorded a
total of 257 entrepreneurs having successfully migrated upward.
SME Bank has been nominated by MITI to be the implementing These entrepreneurs registered improvements in their risk ratings or
agency for the Skim Anjakan Usahawan or SAU initiative with experienced market expansion from the local to export market.
a total allocation of RM20 million to execute the programme.
The SAU serves to develop and elevate high potential SMEs into SME Bank also offers General Intervention to all our existing
SME Champions. The programme will help support the RMK11's clients with the objective of achieving a quality portfolio through
"Enhancing Bumiputera Economic Community" focus area target effective relationship management.
of creating 30 national SME champions, 10 regional champions
and 5 international champions. All in all, the Intervention Programme includes these aims:
EMPOWERING THE INDIAN SME COMMUNITY To create more resilient and sustainable SMEs;
To improve customers' proposals for securing loans or
In support of the Indian SME community, the Government has financing facilities;
allocated RM50 million under the 2016 Budget through the My To improve each customers performance by ensuring that
SEED SME Scheme (MYS3) programme. The MYS3 programme a business grows, is sustained, is expanded or is transformed;
endeavours to provide comprehensive assistance to Indian and
SME entrepreneurs who are seeking to expand their businesses. To manage the Bank's credit risk;
On 10 March 2016, the Secretariat for Empowerment of Indian
Entrepreneurs (SEED) organised an Introduction Session to the HELPING ENTREPRENEURS EXPAND THEIR PREMISES
MyS3 Programme at Menara SME Bank which was attended by
over 250 Indian entrepreneurs. The Entrepreneur Premises Complex (EPC) initiative under the
ambit of the Entrepreneur Premises Programme (EPP) is offered
The event featured a talk on SME Bank financing facilities and to Bumiputera SMEs looking to expand their premises. Each
the Centre for Entrepreneur Development and Research Sdn. EPC takes the form of a strategically located factory space for
Bhd. or CEDAR coaching programme. These sessions provided budding Bumiputera SMEs looking to grow their business to the
overviews on MYS3, SME Banks business solutions, plus the next level while improving productivity and operational efficiency.
underlying concept, processes and procedures for the SME EPP officers are on hand to ensure optimum supervision of each
Competitiveness Rating for Enhancement (SCORE) framework, tenants progress and development throughout the tenancy
among other topics. As at end December 2016, the Bank had period. As a value added service, specific intervention is brought
approved financing worth RM8.2 million under the MyS3 Financing into play to strengthen business growth and sustainability.
Programme. Besides this, we also approved RM6.84 million in 2016
for SEED members under other financing programmes. The graduation plan for each EPC takes into account the
business strategy, growth plans and prospects for each tenants
SUPPORTING SME EXPANSION THROUGH INTERVENTION respective business. Structured intervention is also implemented
to allow tenants to migrate upwards within the stipulated time
To nurture sustainable SMEs, the Bank has introduced its Specific frame. The tenants' selection criteria or scope for selection is
Intervention Programme whereby potential customers will be determined by the Bank.
guided and migrated upward to achieve one of the three KPIs
as follows: In 2016, the EPP initiative continued to turn in good results.
Demand was encouraging with an 82% occupancy rate and
Improvement in Risk or SCORE* rating; 374 factory units rented out. The programme also produced five
Market expansion from the domestic to export market; or graduates during the year that succeeded in relocating their
Migration from being a needs-based to a merit-based operations to their own premises.
client.
*(SCORE is the acronym for SME Competitiveness Rating for Enhancement,

a diagnostic tool used to rate and enhance the competitiveness of SMEs
based on their performance and capabilities)

SUSTAINABILITY
ECONOMIC
82% RM14.8 million 3,457

OCCUPANCY RATE APPROVED REPORTS UPLOADED
for EPP initiative. under SBF for 59 eligible micro enterprises. via the 4SME app in 2016.
HELPING MATURE MICRO ENTERPRISES TO UPSCALE
Mature micro enterprises that want to upscale their operations

can now turn this into a reality following the launch of SME Banks
Small Business Financing Programme (SBF). With an allocation
of RM100 million, the SBF will help micro entrepreneurs who
aspire to move up the value chain, to become SMEs. The SBF
offers entrepreneurs working capital of between RM100,000 to
RM750,000 to increase their product marketability and enhance
their operations. As at December 2016, SME Bank has approved
a total of RM14.8 million under this programme to 59 eligible
micro enterprises.
The financing tenure for the Shariah-compliant SBF is between

five to seven years with a profit rate of 7.5% per annum. ENSURING SUSTAINABLE PROCUREMENT PROCESSES
The SBF was launched by YB Dato Sri Mustapa Mohamed, Minister As part of our efforts to ensure a sustainable supply chain, we
of International Trade and Industry in April 2016 at the Auditorium continue to integrate several environmental and social factors
of Menara SME Bank. into our procurement process to ensure sustainable processes are
in place. This includes evaluating our suppliers' recognition of and
IMPROVING OUR SERVICE DELIVERY adoption of sustainability measures. For instance, we prioritise
suppliers accredited with local and international standards such
As part of our digitization strategy and in an effort to improve as ISO and SIRIM. We encourage suppliers to adopt our high
the Banks service delivery, we launched the 4SME Engagement standards and work towards continual improvement. This helps
Mobile Application (4SME app) in June 2016. The 4SME mobile app improve the environment and strengthen the community while
applies the FinTech concept and is synchronised to the Banks mitigating reputational risk.
internal system which employs the Financing Origination System.
The app serves as a one-stop platform that houses the data and Among the factors we consider when evaluating suppliers is
information on customer project development and progress. whether the supplier:
The 4SME app serves to speed up the Banks approval process as it Is registered with the Ministry of Finance (MOF), CIDB or other
enables the Banks officers to upload photos and information during local authorities and professional bodies;
their site visits. The app is also equipped with preloaded interview Is financially and technically capable of carrying out the
questions to help facilitate the Bank officers data collection project;
process. A Global Positioning System (GPS) capability further helps Has an excellent track record of completing projects of a
officers pin point the whereabouts of existing customers. All in all, similar nature; and
the 4SME app enables us to assist our customers in a more dynamic Offers a price within the approved budget.
manner by monitoring their development and progress in a more
systematic way.
Launched by YB Datuk Chua Tee Yong, Deputy Minister of

International Trade and Industry, the app is available on both the
Apple Apps Store and the Android Play Store. It is accessible via both
online and offline modes. As at end December 2016, a total of 3,457
reports had been uploaded via the 4SME app. Moving forward, SME
Bank will look to further enhance the contents and functions of the
4SME mobile app.

SUSTAINABILITY
ECONOMIC
PRIORITISING LOCAL SUPPLIERS RECOGNISED FOR OUR COMMITMENT TO EXCELLENCE
The Bank has a preference for local suppliers who are registered SME Banks contribution to quality and entrepreneurial excellence
with authorities such as the MOF, CIDB or the Contractors Service in Malaysia was recognised when we walked away with two
Centre (PKK) in its business dealings. For purchases between awards from 10 different categories during the 39th Annual
RM5,001 to RM100,000 (OPEX) and RM5,001 to RM200,000 Meeting of the Association of Development Financing Institutions
(CAPEX), the Bank requires a minimum three quotations from in Asia and the Pacific (ADFIAP).
vendors, suppliers or service providers.
Held in Apia, Samoa from 2 to 5 May 2016, the award saw
AN OPEN AND TRANSPARENT TENDER PROCESS the other six members of the Association of Development
Financing Institutions in Malaysia (ADFIM), namely SME Bank,
For every tender it puts out, SME Bank has instituted an e-bidding Bank Pembangunan Malaysia Berhad, Agrobank, Perbadanan
process to promote transparency and equal opportunity. This Nasional Berhad, Credit Guarantee Corporation Malaysia Berhad
is part of our efforts to promote fairness, transparency and and Tekun Nasional, also receiving individual awards and special
competition in the market for the benefit of society. All suppliers awards. At the event, SME Banks Group Managing Director,
must be registered in the e-procurement system before they can Datuk Mohd Radzif Mohd Yunus, was named Outstanding CEO
participate in any tender. of the Year 2016.
The tender is a written invitation sent to potential tenderers, As the acting monitoring body for the development of banks and
bidders, suppliers or vendors. It contains detailed requirements other financial institutions engaged in financing and advocating
and specifications of goods or services to be procured. The tender sustainable development in the Asia-Pacific region, ADFIAP
process comes into play when the purchase amount exceeds the currently has 100 member-institutions in 39 countries and territories.
limit specified in the purchasing policy. The tender process covers ADFIAP is also recognised by the United Nations Economic and
the invitation, preparation and evaluation of tenders as well as Social Council as an NGO with consultative status.
the establishment of the Tender Opening Committee, Senior
Management Committee, Financial Evaluation Committee and We are honoured to have received the awards and are even
Technical Evaluation Committee. more determined to ensure that Malaysias SMEs receive sufficient
financial assistance as well as developmental programmes that
To ensure an efficient tender process that is both cost effective will elevate their businesses to the next level.
and has a high level of integrity and transparency, effective
communication between the stakeholders and relevant parties We are also proud to announce that SME Bank was presented with
is necessary. This mitigates the possibility of any potential inherent the Top FI Partner Award (Overall) and the Top FI Partner Award
risk such as misconduct during the tender requisition, evaluation for Development Financial Institutions (DFIs) by Credit Guarantee
and selection activities. Corporation Malaysia Berhad (CGC). The Bank also received the
Top SME Supporter Award from the SME Association of Malaysia for
our endless support towards the development of Malaysian SMEs.

SUSTAINABILITY
ECONOMIC
RESPONSIBLE OPERATIONS BEYOND FINANCING
HERE AT SME BANK, WE CONTINUE TO FOCUS OUR EFFORTS ON THESE THREE KEY AREAS: FOR
BUSINESS, FOR GROWTH AND FOR LIFE. THIS SEES US NOT ONLY FAST-TRACKING THE FINANCING
PROCESS FOR ELIGIBLE SMES BUT ALSO SUPPORTING THEIR BUSINESS GROWTH VIA THE PROVISION
OF TIMELY ADVISORY SERVICES AND PROACTIVE STAKEHOLDER ENGAGEMENT ACTIVITIES.
RESPONSIBLE OPERATIONS BEYOND FINANCING OUR "HANDHOLDING" APPROACH IS

Over the course of the year, we strengthened our position in the ESSENTIAL FOR ENSURING THAT SMEs CAN
market by launching several new financing programmes, built MAINTAIN AND SUSTAIN BUSINESS GROWTH
upon several existing programmes that went beyond financing
and rolled out new initiatives to bolster the SME ecosystem. Our UNTIL THEY FINALLY MANAGE TO PENETRATE
efforts included signing memorandums of understanding (MoUs)
THE GLOBAL MARKET.
with relevant parties and improving our engagement with
existing and potential customers as well as non-governmental Today, SME Bank can differentiate itself from other Malaysian DFIs
organisations (NGOs). All this with the aim of according Malaysian in that it is the only DFI that incorporates a subsidiary like CEDAR.
SMEs the best financing solutions the market has to offer. The centre offers research-based coaching, function-based
facilitation and entrepreneur-focused mentoring by applying
THE CENTRE FOR ENTREPRENEUR DEVELOPMENT AND RESEARCH the concept of business coaching and engagement. The
(CEDAR) programmes undertaken by CEDAR are unique and align with
the Banks tagline of beyond financing.
As a development financial institution, SME Bank contributes to
the development of the nations SMEs and the SME ecosystem Building Market Presence through its Unique Approach
through "nurturing" and "intervention" activities. Our ultimate goal
is to guide and develop SMEs throughout their lifecycle from the In line with its growth strategy, CEDAR continues to intensify its
growth stage right up to the maturity stage. Our "handholding" market presence by playing a central role in the various road
approach is essential for ensuring that SMEs can maintain and shows, seminars, conferences, talks, forums and other key industry
sustain business growth until they finally manage to penetrate the engagement sessions that it supports. The year-on-year traction
global market. that CEDAR continues to gain in the market is reflected in the
significant increase in the number of participant engagements.
To this end, the Centre for Entrepreneur Development and In 2016, CEDAR registered 19,956 engagements as compared to
Research Sdn. Bhd. (CEDAR) was established in 2013 to support the 12,234 engagements in 2015 and 13,608 engagements in 2014.
Banks developmental agenda. As a wholly-owned subsidiary of
the SME Bank Group, CEDAR aspires to be a centre of excellence
for entrepreneur development and transformation. Its mission is to
continuously develop the capability of entrepreneurs to sustain
their growth in support of the national economic agenda.

SUSTAINABILITY
ECONOMIC
CEDAR OFFERS SMEs A HOLISTIC LEARNING STRATEGY, FROM CONCEPTION TO INCEPTION, IN

EVERY BUSINESS COACHING MODULE IT CONDUCTS. IN ACHIEVING ITS BROAD AGENDA, CEDAR
EXECUTES ITS ROLE THROUGH UNIQUE OUTCOME-DRIVEN INTERVENTION PROGRAMMES.
CEDARs Unique Selling Proposition
Strong
Result-Based Research
Programmes Orientation
CEDAR'S
UNIQUE SELLING
PROPOSITION
Market-Based Personalised
Training Coaching
Methodology and Mentoring
CEDARs market growth can be attributed to its unique tailor-made approach that addresses entrepreneurs needs throughout the
various stages of the SME lifecycle. CEDAR offers SMEs a holistic learning strategy, from conception to inception, in every business
coaching module it conducts. In achieving its broad agenda, CEDAR executes its role through unique outcome-driven intervention
programmes.
In 2016, CEDAR continued to extend its reach by building regional and international networks. Partnerships with established institutions
including government agencies, GLCs, private sector corporations, higher learning institutions and non-governmental organisations
helped strengthen the centres presence and capacity in the entrepreneur development space. These strategic partnerships have
given CEDAR a more holistic offering that has done much to strengthen its market presence and developmental role in building the
capabilities of SMEs in Malaysia.
The list of our strategic partners as at end of 2016 is as follows:
PERKIM

SUSTAINABILITY
ECONOMIC
To meet the changing needs of the market, the CEDAR team is continuously updating its coaching programmes and its course
structures to reflect prevailing market demand and the business environment. The team also incorporates fresh research insights and
experiences as well as frequently seeks out fresh ideas and solutions via industry development and consultation with various subject-
matter-experts. CEDARs efforts to accommodate the market led to a huge increase in demand for its coaching programmes in 2016.
Today, CEDAR offers these key coaching programmes to SME entrepreneurs:
CEDAR COACHING PROGRAMMES
Young Entrepreneur Programme (YEP) Business Transformation Programme (BTP)

Leaders Entrepreneurship Acceleration Programme Bisnes Anda Hidup Anda (BAHA)
Women Entrepreneur Financing Programme (WEP-LEAP) 3 Steps to Profits
SME Financing Programme (SME-LEAP) Financial Management
Vendor Development Programme (VDP) Certified Islamic Development Banker (CIDB)
Business Model Action Plan (BMAP) Professional Islamic Development Banker (PIDB)
In 2016, CEDAR rolled out a total of 196 coaching sessions benefitting 2,270 participants. The highest number of participants (some 971
pax or 42.8% of total participants) were involved in the Young Entrepreneur Programme (YEP).
Spreading its Influence via Research-based Collaboration
Since its inception, CEDAR has worked on numerous pioneering research initiatives and today it continues to share such findings with a
broad spectrum of stakeholders in Malaysia. CEDARs collaboration with several local higher learning institutions in Malaysia has led to
the publication of a series of key research findings on Malaysian SMEs. These studies offer some insights into the real issues that SMEs are
facing, in that they highlight the primary risks and key factors influencing the successes and failures of SMEs in such a competitive and
challenging business environment. These research findings have become reference materials for the banking community, particularly
the DFIs, and have enabled some of these financial institutions to develop and provide specialised financing and advisory services to
SMEs at large.
The following is an overview of CEDARs publications and research partners:
Publication Research Partner

SMEs in Malaysia: Industry Research on the Oil, Gas and Energy Sector UTM
SMEs in Malaysia: Industry Research on the Wholesale & Retail Sector UNIRAZAK
SMEs in Malaysia: Industry Research on the Tourism & Hospitality Sector UPM
SMEs in Malaysia: Industry Research on the Healthcare Sector CESMED (UKM)
SMEs in Malaysia: Industry Research on the Education Sector IIUM
SMEs in Malaysia: Industry Research on the Green Technology Sector UNIMAP
New Gen Entrepreneurship in Malaysia: A Vibrant Economic Force MASMED (UITM)
Women & Family Entrepreneurship in Malaysia: A Formidable Economic Force UNIRAZAK
Promoting Inclusivity Among Malaysian SMEs: An Observation UUM

SUSTAINABILITY
ECONOMIC
Other publications offered by CEDAR include: Supporting the Governments Economic Agenda
The monthly BizPulse bulletin CEDAR continues to support the National Economic Agenda
The quarterly ACE magazine by positioning entrepreneurship as the focal point for the
Case studies of selected Malaysian SMEs nations growth and is working towards gaining further traction
The Instructors Manual to Case Studies of Selected Malaysian SMEs and sustainability in the Malaysian market. In the future, CEDAR
The Lonjakan Berganda (Quantum Leap) publication aspires to extend its reach beyond the local market by venturing
into ASEAN and other emerging economies through strategic
Strengthening SMEs via Knowledge Sharing Platforms partnerships and collaboration with the respective relevant
organisations in these markets.
To complement its training, coaching and research publications,
CEDAR also conducts knowledge sharing programmes. The In line with the Government's SME Masterplan 2012-2020, which
quarterly CEDAR MindLab Series is a special programme to includes the promotion of human capital and entrepreneurial
address the common issues that Bumiputera entrepreneurs face development, CEDAR is doing its bit to strengthen the capacity
in business. This MindLab Series aims to inculcate a competitive and capability of entrepreneurs as well as local and international
attitude and a positive outward mind-set among Bumiputera DFI professionals. As a subsidiary of SME Bank, CEDARs competitive
entrepreneurs while instilling the requisite knowledge, skills and advantage is that it is able to leverage on the strength and
confidence to manage and increase their wealth. Through each experience of the Bank to reach out to a broader segment of the
session of the MindLab Series, targeted Bumiputera entrepreneurs market and directly benefit entrepreneurs and SMEs.
have the opportunity to learn from the experiences of an expert
guest speaker as well as bounce ideas off them so that they can
bridge gaps in specific areas.
The 2016 MindLab Series addressed issues faced by entrepreneurs

in the Tourism & Hospitality, Healthcare and Food & Beverage
industries. The following sessions conducted throughout 2016
drew the following number of participants:
Series (1/2016): Survival Instincts in Business (1 June 2016) 55

participants
Series (2/2016): Survival Instincts in F&B Business (19 August
2016) 50 participants
Series (3/2016): Survival Instincts in Tourism & Hospitality
Industry (26 October 2016) 42 participants
Series (4/2016): Survival Instincts in Healthcare Industry (8
December 2016) 49 participants SHARIAH PRINCIPLES FORM THE BACKBONE OF OUR OPERATIONS
The past four years have seen SME Bank focusing its efforts on
becoming a full-fledged Shariah-compliant DFI. This was the
main goal of our Five-Year Transformation Plan and we achieved
this when we officially embedded Shariah principles into our
operations on 18 June 2015, symbolically coinciding with the first
day of Ramadan 1436H.
In order to fulfil this mission, we ensure our employees are imbued

with the necessary skills and experience to manage the Banks
Islamic finance portfolio. We also encourage our customers
to convert their conventional accounts to Islamic financing
accounts as well as engage with them continuously to offer free
moving costs, the same monthly payments and preferential terms
and conditions. These efforts have proven successful with [91.2%]
of the Banks customers to date having converted their accounts
to Islamic financing compared with 15% when SME Bank was first
established in October 2005.

SUSTAINABILITY
ECONOMIC
THROUGH ITS HOLISTIC RISK MANAGEMENT APPROACH, SME BANK HAS ESTABLISHED VARIOUS
MECHANISMS TO EFFECTIVELY MANAGE THE RISKS IN ITS DAY-TO-DAY BUSINESS OPERATIONS.
MANAGING RISK Risk Appetite Statement
On top of the existing listing of non-qualified business activities In achieving its business objectives as well as obligations towards
for financing as stipulated in the Banks Credit Operation Guide, the relevant stakeholders, the Bank has proactively instituted a
SME Bank also have in place other control measures to effectively risk appetite statement, demonstrating its ability and willingness to
manage credit risk at the macro level. tolerate and assume certain types of risk exposures. The statement,
which consists of mainly credit, market, liquidity, operational and
Negative and Selective Lists Shariah risks, is formulated taking into consideration the Banks
actual performances in the past three to five years, strategic business
SME Bank has expanded the internal definition of business
directions as well as industry practices and data. It is approved by
activities not qualified for financing under its products and
the Board of Directors and monitored by Group Risk Management
services schemes to include sectors with no or limited opportunity
Department on a regular basis and shall be revised on annual basis.
for growth, that the Bank has no or limited knowledge of or that
could be detrimental to its sustainability going forward. These Any deviation to the statement metrics shall be escalated to the
sectors are classified as Negative List, based on the assessment Senior Management, together with feasible recommendations to
on the latest development and economic forecast on each address issues at hand.
of the sector. Additionally, there are also certain sectors which
have been internally classified as Selective List primarily as a OUR ANTI-CORRUPTION STANCE
result of unfavorable economic prospects as influenced by the
market conditions, but with foreseeable opportunity for further SME Bank is highly committed in complying with the highest
growth. These lists act as references and mechanisms to alert ethical standards and all applicable anti-corruption laws. This is in
the respective business functions to be extra vigilant in extending line with our core values, business principles and various internal
financings to these classified sectors. policies that espouse ethical behaviour and an anti-corruption
stance as an integral component of our business operations.
The Negative and Selective Lists shall be reviewed on an annual To continuously uphold high ethical standards in its business
basis or when there are signs of significant adverse changes in the operations, we have established the following internal policies
sectoral outlook and/or general market conditions. and procedures:
Sectoral Concentration Limits (i) Code of Conduct

The Banks Code of Conduct which was revised on 25 June
In an effort to prevent concentration towards a particular
2015 prohibits the Banks staff from offering or accepting
economic sector, SME Bank has established internal thresholds
bribes for their own or for their relatives benefit. The Code
for all its financing exposures. These limits have been established
of Conduct spells out what constitutes corrupt practices
and reviewed annually in congruent with the current
and highlights that accepting and attempting to solicit any
performance and outlook of the sectors, without compromising
the target sectors as specified under the National Key Economic gratification from any party is part of major misconduct.
Areas (NKEA). Trigger limits are also in place allowing for ample
timing to implement policy response, if required. (ii) Corporate Integrity Pledge
As part of our commitment to upholding a culture of integrity
Industry Risk Scanning within the Bank (which comes under the purview of the
Malaysian Anti-Corruption Commission), we signed the
The Bank, via its Group Risk Management Department, has Corporate Integrity Pledge on 26 May 2016 where the Bank
also conducted periodic industry studies to provide assessment has agreed to create a business environment that is free from
on current issues surrounding selected sectors. To date, the corrupt and unethical practices. To operationalise this, we
Bank have covered amongst others topics such as the impact established a Corporate Integrity Section within the Group
on Trans-Pacific Partnership Agreement (TPPA), oil and gas, Compliance & Risk Management Division to implement the
wholesale and retail, education, medical, transportation, and relevant programmes or initiatives supporting these objectives.
China economic slowdown. These studies are shared within the
Bank in order to provide general guidance for the purpose of
financing application assessment, in regards inherent risks as well
as deviation factors associated to those risks.

SUSTAINABILITY
ECONOMIC
PROTECTING PERSONAL PRIVACY
SME Bank is governed by the Secrecy Provision under the

Development Financial Institutions Act 2002 (DFIA). Section 119
of the DFIA stipulates that the Bank shall not disclose to any other
person any document or information relating to the affairs or
accounts of our customers. Notwithstanding the above, pursuant
to Section 120 of the DFIA, the Bank is allowed to disclose its
customers' information only for specific purposes and to specific
persons as stipulated in the Fourth Schedule of the DFIA.
In addition to the above, we are also subject to the Personal

Data Protection Act 2010 (PDPA) which protects an individual's
personal data in relation to commercial transactions. Pursuant
to the PDPA, the Bank as the registered data user, shall process
personal data in line with the following principles as stipulated
under the PDPA:
GENERAL PRINCIPLE:
Outlines the rights and obligations
(iii) No-Gift Policy of the data user when processing
We have also established a No-Gift Policy to promote proper personal data which can only
business practices within the Bank. All employees are required be done with the individuals
consent or explicit consent.
to practice and demonstrate equal treatment, unbiased
professionalism and non-discriminatory actions towards
all customers and stakeholders as well as others who are
NOTICE AND CHOICE PRINCIPLE:
dependent or associated with the Bank. The Bank believes that The Bank must notify the customers,
by doing so, it will not compromise the individuals judgment. vendors and employees of the
purpose for which their personal data RETENTION PRINCIPLE:
will be collected, used and disclosed The personal data processed for
In addition to the aforementioned activities, our Group any purpose shall not be kept
in order to obtain their consent.
Audit Division investigates any allegations of corruption and longer than is necessary for the
unethical practices to ascertain their validity. The results of fulfilment of that purpose.
these investigations are reported to the Audit Committee

and the Group Human Capital Management Division is
tasked with undertaking the necessary actions if it involves
DISCLOSURE PRINCIPLE:
the Banks employees. The Bank takes any instance of The data user shall not disclose an
DATA INTEGRITY PRINCIPLE:
corrupt and unethical practices seriously and those who individual's personal data without
Responsible steps must be taken
are found guilty will be dismissed from the Bank with further the consent of the individual, unless
to ensure that the personal
it is for the purpose for which it was
action taken where necessary. originally collected.
data is accurate, complete, not
misleading and kept up-to-date.
SME BANK IS DEEPLY COMMITTED IN

COMPLYING WITH THE HIGHEST ETHICAL
SECURITY PRINCIPLE: ACCESS PRINCIPLE:
STANDARDS AND ALL APPLICABLE ANTI- Practical steps must be An individual shall be
undertaken to safeguard given access to his
CORRUPTION LAWS. the personal data personal data held by
from any loss, misuse, the data user and be
modification, unauthorised 7 PRINCIPLE able to correct it.
or accidental disclosure, OF PDPA
alteration or destruction.

SUSTAINABILITY
ECONOMIC
SME Bank remains deeply committed in complying with the Secrecy Provision under the DFIA and the principles as set out in the
PDPA. We go to great lengths to ensure that our customers personal data is not disclosed for any purpose other than for which it was
collected. The Bank may only disclose customers personal data to any party to whom we are obligated to under the requirements of
any law or as required by any regulatory or statutory authority.
To date, the Bank has complied with the following seven principles under the PDPA:
Requirement Under the Act Action Taken to Comply

General Principle: Incorporated consent clause by the customers in all application
Personal Data can only be processed with the consent or explicit forms.
consent of the data subject.
Notice and Choice Principle: In May 2015, the Bank published notices on personal data
The Bank must notify the customers, vendors and employees of protection (PDP) through:
the purposes for which their personal data will be collected, used The corporate website;
and disclosed in order to obtain their consent.
Prominent areas at the Head Office, Regional Centres and
Enterprise Centres; and
The Written Notice must be in both English and Bahasa Malaysia.
The Banks intranet.
Disclosure Principle: The provision is in line with the DFIA.
The Bank is not allowed to disclose personal data to a third party
unless permitted under the PDPA.
Security Principle: The provision is in line with the Banks Group Information
The Bank must take practical steps to protect the personal data Technology Policies and Procedures.
from any loss, misuse, modification, authorised or accidental
access or disclosure, alteration or destruction.
Retention Principle: The provision is in line with the Banks Security Documentation
The Bank is required to cease processing personal data once the and Letter of Offer Policies.
purpose of its collection has been fulfilled.
Data Integrity Principle: The provision is in line with the Banks Group Information
Reasonable effort must be undertaken to ensure that personal Technology Policies and Procedures.
data processed is complete, accurate, not misleading and kept
updated.
Access Principle: The following forms are accessible via the corporate website:
The data subject has the right to access and correct his or her Personal Data Access Request Form; and
personal data. Personal Data Correction Request Form.
EFFECTIVE CUSTOMER OUTREACH
Unserved and underserved SMEs face many challenges, one of

the major ones being the ability to obtain sufficient financing.
Driven by our mandated role to nurture and develop SMEs, the
Bank continues to provide the much needed financing and
SME Bank Specific
capacity building that entrepreneurs require through a variety of ECESS 2016 Engagement
proactive measures.
SME BANK
Outreach
Over the years, we have discovered what works best Programmes
for entrepreneurs and have developed comprehensive
engagement programmes that effectively meet the needs of our Regional Customer
target audiences in a holistic manner. These outreach activities Outreach Open Day
have done much to develop long-lasting business relationships
and smart partnerships with our stakeholders as well as helped
bolster our market presence. In 2016, we rolled out the following
outreach programmes.

SUSTAINABILITY
ECONOMIC
Regional Outreach Programmes
Our Regional Outreach Programmes enable SMEs and the general public to explore how the Bank can best cater to their financing
needs. The 2016 series was conducted at 15 locations throughout Malaysia between 26 January and 10 August.
SME BANK XCESS 2016
This initiative accords SMEs the ability to engage directly with the Bank on their financing needs and developmental assistance. The
XCESS 2016 event was held at the MATRADE Convention Centre, Kuala Lumpur on 8 March 2016.
Specific Engagement Sessions
We also provide the platform for targeted SMEs to directly explore how the Bank can support their financing and development needs.
Between 14 January and 24 November 2016, we received enquiries from some 590 entrepreneurs at Menara SME Bank.
SME Bank Customer Open Day
This initiative serves to build and strengthen the relationships between the Bank and its customers by providing SMEs the opportunity to
interact directly with us and resolve issues pertaining to their accounts or services. The year saw us holding Customer Open Days at the
Seremban, Kuala Lumpur and Ipoh Enterprise Centres during the month of September and at the Rawang Business Centre in November.
The abovementioned outreach programmes all played a part in enhancing SMEs access to financing as evident below:
IMPACT OF SME BANKS OUTREACH PROGRAMMES
NO PROGRAMME OUTCOME
1. Regional Outreach Programme RM636 million in financing approved (294 customers)
2. Specific Engagement Sessions Exposure to the support offered by SME Bank
3. SME Bank Customer Open Day RM6.1 million (8 companies)
OUR PROMOTIONAL ACTIVITIES
Given that SME Bank operates in a highly competitive landscape, we continue to leverage on systematic and comprehensive
promotional activities to ensure the Bank remains top-of-mind among our target audiences. In 2016, we embarked on focused
campaigns with the objective of reaching out to a wider audience.
Comprehensive Marketing Campaigns
Towards the end of August 2016, we went all out to promote the Banks financing solutions nationwide by leveraging on comprehensive
marketing campaigns including media relations, advertising and promotions (A&P) as well as online communications campaigns. To
reach our target audiences, we tapped mediums such as print advertisements, radio commercials, TV promotions, online promotions
and outdoor advertisements.

SUSTAINABILITY
ECONOMIC
As a consequence of these focussed efforts, we achieved the following results:
MEDIUM OUTDOOR ELECTRONIC PRINT SOCIAL MEDIA
OOH - Out of Home TV - 33 Newspaper - 506 Online News - 345

Media - 2 Billboards @ AKLEH Radio - 7 Magazine - 15
Highways
Relations No of News Coverage No of News Coverage No of News Coverage
- 2 Over Head Billboards
Radio Commercials : Print Advertisements : Online Campaign :
@ Jalan Sultan Ismail
A&P - 4 Pillar Wraps @ Jalan

TM's Market Cloud
Facebook Ads
Sultan Ismail
Campaign Twitter
TV Promo : Web Ads
Buletin Utama, Buletin 1.30,

Buletin Pagi, Nighline, MHI,
Berita TV9, Berita Tengahari
& Nasi Lemak Kopi O, A,Awani
Brand 4.2 million RC : 11 million listenership 2.7 million readership 467,807 no.of clicks
Exposure Average Monthly Traffic TV Promo : 4.9 million
viewership
Client Success Stories YouTube Channels

The Banks customer success stories are also featured on
We continue to employ a variety of motivational tools to share the Banks YouTube campaign channel, Your Success Our
the success stories of clients for existing and future entrepreneurs Story. To date we have successfully attracted more than
to emulate. 450,000 YouTube views. The 10 episodes featured are as
follows:
www.YourSuccessOurStory.com
Back in 2015, we launched a campaign website, www. Episode 01 The Boy Who Wanted To Fly
YourSuccessOurStory.com, featuring the success stories of Episode 02 The Dock Cleaners Guide To Success
10 of our customers. This platform is a strong marketing and Episode 03 The Housewife Who Became a CEO
branding tool that clearly presents our business through real Episode 04 The Rubber Tappers Grandson
life stories. The website also acts as an online portal for the Episode 05 The Rise of Mr Cendol
SME Bank Y-Biz Challenge and the 90-Days Biz Challenge. Episode 06 The Police Hero
Episode 07 The Big Turnaround Story
Episode 08 Homecoming Success Story
Episode 09 The Ordinary Girl
Episode 10 Your Success is Our Story
We also have the official SME Bank Malaysia YouTube channel

that is used to promote our i-SME TV programme.

SUSTAINABILITY
ECONOMIC
INFRONT Magazine Industry Publications

Highlighting the success stories of selected SME Bank customers,
the quarterly published INFRONT aims to inspire both current As mentioned previously, CEDAR publishes various publications
and future business owners. Since 2015, we have published as reference material and a source of knowledge for the SME
four issues of INFRONT featuring 30 successful customers. industry. These include:
BizPulse, a complimentary monthly bulletin that provides

insights and analyses of the current issues affecting SMEs as
well as helps entrepreneurs to keep abreast of the latest SME
news and developments. BizPulse also provides business alerts
and market outlooks for diverse industries, plus shares insights
and tips on how to be an entrepreneur and how to run an
organisation.
SME News
We use this medium to update stakeholders on the
developments taking place at SME Bank and within the SME
community. SME News is published on a quarterly basis and
highlights the Banks corporate activities, the issues SMEs face,
corporate responsibility activities, industry reports, training and
development as well as branch activities, among other things.
We have published seven issues of SME News since 2014. ACE Magazine, published every quarter, is an exclusive
magazine for the SME community in ASEAN. The magazine
aspires to act as a bridge for entrepreneurs in the ASEAN
region to meet, share and grow their businesses.

SUSTAINABILITY
ECONOMIC
Mobile and Online Initiatives THE FRUIT OF OUR EFFORTS
Entrepreneurs and the general public are now able to obtain SME Banks efforts to implement the various outreach programmes
information on the Bank quickly and more efficiently via the as well as coordinate communication campaigns have shown
Banks dedicated mobile applications and its enhanced mobile positive results. Since our inception in 2005, we have approved
website. total financing amounting to RM25.7 billion and assisted more than
15,000 entrepreneurs. As 2016, SME Banks financing records were
4SME Engagement App as follows:
The 4SME mobile app is a one-stop platform that houses the
data and information on customer project development
and progress. 1,376
Enhanced Mobile User Experience

As of July 2016, mobile users accessing the Banks website (www.
smebank.com.my) have been enjoying a more engaging 2.96
experience even as the mobile environment functionality and
user interface have been enhanced. The enhancements are
enabling users to access SME Bank information on their mobile
devices in a quicker, more efficient, and compelling manner. 2016
Financing
Other Communications Platforms Approval
While our corporate website and annual report are the

most comprehensive sources of information on our social,
environmental and financial performance, we also engage
with our stakeholders through a variety of social media channels
including Facebook and Twitter.
The SME Bank Facebook Page is utilised to promote the

11,277
Bank's products, services, events and brand awareness. It
also incorporates knowledge sharing postings from other
government agencies. During events, SME Banks Facebook
page is also tapped to broadcast live feeds on the activities
6.04
taking place.
2016
Financing
Portfolio
SME Banks Twitter account is dubbed SME Bank Link. It

is used to promote the Bank's products, services, events
and brand to the public in a manner similar to the way our
Facebook page is utilised.

SUSTAINABILITY
ENVIRONMENT
SME BANKS ENVIRONMENTAL POLICY MANDATES THAT WE OPERATE WITH COMPLETE

RESPECT FOR THE ENVIRONMENT. OUR POLICY CALLS FOR US TO PROMOTE
ENVIRONMENTAL AWARENESS AND RESPONSIBILITY AMONG BOTH OUR MANAGEMENT
AND EMPLOYEES. WE ARE REQUIRED TO NOT ONLY COMPLY WITH CURRENT LEGISLATION
BUT TO SURPASS IT WHEREVER POSSIBLE. WE ARE ALSO COMMITTED TO MITIGATING THE
IMPACT OF OUR WORK ON THE ENVIRONMENT WHEN SERVING OUR CUSTOMERS AND
TO WORKING WITH THEM TO REDUCE THEIR ENVIRONMENTAL IMPACT.
>20% SAVINGS OVER 30% REDUCTION

in energy costs in 2016 following in energy consumption by using energy efficient and
conversion of individual meters to long-lasting LED lights as opposed to conventional light
a bulk meter. bulbs throughout our head office building.
ENERGY MANAGEMENT hours, we have built-in motion sensors that ELECTRICITY CONSUMPTION
detect movement and trigger lighting only
Our environmental conservation efforts when it is needed. This ultimately helps us
to date focus primarily on energy reduce needless energy consumption.
management. The Building Energy 3,356,482
Management System (BEMS) in place Throughout our head office building, we
3,251,908
at Menara SME Bank along Jalan Sultan have replaced conventional light bulbs
Electricity (kWh)
Ismail is the primary means by which we with LED bulbs that are extremely energy 3,225,407
automatically monitor and control a range efficient and long-lasting. An LED bulb can
of parameters such as air-conditioning, reduce energy consumption at least 30%
ventilation and lighting. The BEMS system compared to a conventional light bulb
also helps us to monitor energy usage and can last up to 25% longer. LED lighting
and targets by providing real-time data is also more environmentally friendly in
on energy flows, consumption, trends that it uses significantly less power to shine
and the overall performance of the head more brightly.
office building. Outside normal working
2014 2015 2016
In 2016, our energy usage increased by 3%

to 3,356,482 kWh, due to all floors operating
at maximum capacity.

SUSTAINABILITY
ENVIRONMENT
WATER CONSUMPTION
43,820
Water Consumption (m3)

30,360 27,430
2014 2015 2016
In 2016, our energy usage increased by WASTE MANAGEMENT

3% to 3,356,482 kWh from 3,251,908 kWh
in 2015, due to all floors operating at Recycled rubbish can be turned into a In 2016, our water
maximum capacity. However, our energy valuable resource. Here at SME Bank,
consumption costs could have been more waste management involves treating consumption reduced
had we not converted our individual solid wastes and bringing into play various by 37% to 27,403 m from
meters to a bulk meter. This measure solutions to recycle items that were
enabled us to derive some 20% savings in originally intended for the landfill. 43,820 m previously
energy consumption costs in 2016. as a result of consistent
SME Bank pays strict attention to waste
Tapping a Variable Speed System Reduce management matters and ensures waste monitoring and
Energy Demand is disposed of safely and efficiently. proactive repair works
Improper solid waste disposal can create
We continue to leverage on a cost- unsanitary conditions that may lead to to minimise leaking. The
effective Variable Refrigerant Volume environmental pollution and the outbreak
upgrading works on
(VRV) system when managing cool air of vector-borne diseases. As such, solid
loads. The VRV system matches the air wastes are disposed of by appointed the main pipeline and
volume with the actual cooling loads licensed contractors who now collect this
and reduces the energy consumption of waste on a daily basis.
domestic water tank,
the Air Handling Unit (AHU) by between air-conditioning water
20% and 60% in comparison to constant Waste Reduction through 3R
air volume systems.
tank and gate valve
Corporate responsibility is about people implemented in 2015,
WATER MANAGEMENT doing the right things at work and our
efforts to recycle waste are a significant
appear to be paying off.
Recognising that the issue of water part of this approach. Whenever possible,
management is becoming an increasingly we ensure we reduce the amount of
important one, we continue to monitor waste we generate.
water usage with the aim of reducing
consumption. Today, our head-office
building boasts built-in water-saving
features including water-saving taps
and showerheads as well as low-flush or
dual-flush toilets. We undertake regular
maintenance and address leakage
promptly especially in regard to toilets,
taps and other water fixtures.

SUSTAINABILITY
ENVIRONMENT
We are constantly using sophisticated EXAMPLES OF ITEMS THAT ARE RECYCLED DAILY
components such as printer cartridges and
toners to assist us in our daily work. These
products contain toxins that can damage
the environment if not handled properly Recycling Recycling
when we are done with them. By recycling Papers Batteries
this office waste in the correct manner, we
are helping to prevent the environment
from being contaminated, facilitating
the reuse of elaborate components, and
reducing the amount of land required
for landfill. Ultimately, all this moves us
closer to our aim of recycling all waste.
GREEN BUILDING INITIATIVES
Green Building activities relate to the

incorporation of environmentally-friendly and
resource-efficient processes at each stage of
construction, right from site selection and the
design stage, to construction and operations
followed by maintenance, renovation or even
demolition activities.
SME Bank began incorporating green building

features in the design and construction
of our new head office back in 2014 with
the objective of mitigating any possible
environmental impact from our activities.
Since then, Menara SME Bank has met all the Recycling or Refilling Separating and Recycling
requirements for Green Building Index or GBI Toner and INK Cartridges Glasses, Plastics and Papers
certification and is expected to achieve full
GBI certification by October 2017.
Our green office building concept and

design covers six focus areas. These include
indoor environmental quality, sustainable
site planning and management, innovation,
water efficiency, materials and resources, and
energy efficiency.
The green building concept we have adopted

concentrates mainly on two aspects:
1 Increasing the efficiency of the building

in terms of energy, water and materials
usage; and
2 Reducing its impact on human health

and the environment through better site
selection, design, construction, operation,
maintenance and removal throughout
the complete life cycle of the building.

SUSTAINABILITY
ENVIRONMENT
KEY GREEN FEATURES IMPLEMENTED AT OUR SME BANK BUILDING
ENHANCED LIGHTING ZONING ENVIRONMENTAL INTERNAL NOISE LEVELS

COMMISSIONING Flexible lighting controls TOBACCO SMOKE (ETS) Internal noise levels
Improvements to ensure to maximise energy CONTROL maintained at a safe level
the building's major savings; Smoking is prohibited in that ensure 90% of noise
energy-using systems are Individual switches for all the building and exterior levels do not exceed the
repaired, operated and individual or enclosed designated smoking following ambient internal
maintained effectively spaces; areas are located away noise levels:
to optimise energy Auto-sensor controlled from entries, outdoor air Within the entire
performance; lighting with daylighting intakes and operable baseline building
Commissioning plan strategy for all perimeter windows; general office space,
for the building's major zones and daylight areas; Smoking is prohibited noise from the building
energy-using systems; and in the building except services does not
Management training Motion sensors that in designated smoking exceed 40dBAeq; and
to raise awareness and complement lighting rooms; and Within the baseline
improve skills on a broad zoning for at least 25% of Negative pressure and building office space,
range of sustainable landlord and common an effective air filtration the sound level does not
building operation areas. system is installed in exceed 45dBAeq for
topics such as energy smoking rooms. open plan or 40dBAeq
efficiency as well as for closed offices.
building, equipment and
systems operations and
maintenance; and
An updated building
operating plan to reflect
any changes in the
occupancy schedule,
equipment run-time THERMAL COMFORT: AIR CHANGE ELECTRICAL SUB-METERING
schedule, design set DESIGN & EFFECTIVENESS Sub-metering for all
points and lighting levels. CONTROLLABILITY OF Effective delivery of energy usage more than
SYSTEMS clean air through or equivalent to 100kVa.
Individual comfort reduced mixing with
controls for 50% of the indoor pollutants to
buildings occupants promote a healthy
that allow adjustments to indoor environment.
suit individual tasks and
preferences.

SUSTAINABILITY
SOCIAL
PRIORITISING CUSTOMER-CENTRIC SERVICE DELIVERY
DELIVERABLES AND IMPACT OF HOLISTIC CUSTOMER SERVICE
DELIVERY APPROACH 2016
Increased service efficiency and

effectiveness at the physical/tangible
and common areas and touch points .
Increased efficiency of Relationship

Managers in providing information on
product packaging with ease of reference
while making immediate changes in the
way they view their work.
Increased efficiency and effectiveness in

providing services through an improved
helpdesk system and e-survey for better
control and monitoring.
Established the customer series charter to

SME Bank remains committed to ensuring our customer service foster a culture where services are committed
and engagement activities remain a priority. To this end, the to a common cause, i.e "Customer First
Banks Customer Service Management (CSM) Department, a Strategy" with the service affirmation "We are
core unit under the Operations Division, is tasked with undertaking committed to service excellence".
these essential customer-centric activities:
- To facilitate customer feedback, suggestions and complaints Established guidelines for Corporate Identity
to help deliver effective services and improve product standards on standardisation of the look
packages; and feel of the network to provide clearer
perspective that all elements within the
- To ensure customers are completely satisfied with the Bank's
system - from products to human behaviour
services; - are interrelated and form the service system.
- To manage complaints and enquiries in a structured manner;
and
- To develop an income generating platform.
In 2016, CSM embarked on a holistic customer service delivery Throughout this exercise which aimed to deliver an improved
approach whereby a total of 23 customer-oriented action plans customer experience internally and externally, there was a
were initiated and acted on by CSM in tandem with other teams. symbiotic effort by the diverse teams to ensure that the service
The action plans underwent a prioritisation process and were delivery efforts were carried out in a holistic manner. By the years
given specific implementation timelines by CSM and process end, there were noticeable changes in service delivery efforts
owners. The service delivery areas that underwent change although some improvements are still ongoing.
included the following to provide an enhanced end-to-end
customer experience.

SUSTAINABILITY
SOCIAL
PRIORITISING CUSTOMER-CENTRIC SERVICE DELIVERY
Ensuring Customer Satisfaction ADVERTISING AND PROMOTION GUIDELINES
Internal and external customer satisfaction surveys are conducted As we carry out our various marketing campaigns, our
annually and form part of the Bank's Corporate KPIs. The External Advertising and Promotion Team is tasked with ensuring that all
Customer Satisfaction Survey (ECSS) covers service delivery from our communications complies with the relevant regulations. The
the point of the moment of truth and the initial application process team also reviews marketing materials to check their accuracy
to the first disbursement phase. Among the surveys conducted and gauges how best to present product risks and benefits in a
for external customers are the moment of truth survey by walk-in balanced manner. All our advertising and promotions materials
customers (conducted at our e-kiosks), the new customer survey and activities must strictly adhere to our Corporate Identity
(conducted over phone interviews) and the existing customer guidelines as well as be endorsed by the Shariah Committee
survey (also conducted over phone interviews). The diverse ECSS before they are released.
enable suggestions and feedback from customers to be gathered
for continuous improvement. The Bank is also expected to give due consideration to our
customers interests when developing, marketing or selling any
For 2016, the main issues identified were the turnaround time of new products. Adequate internal procedures are in place to
internal processes, the efficiency of the Banks system as welll as ensure the fair treatment of customers to avoid the potential of
staff behaviour and competencies. The improvement initiatives any misselling, unfair terms and conditions, unclear statements,
and strategies led to the implementation of the aforementioned inaccurate information and business practices that restrict
Holistic Customer Service Delivery Approach 2016 and a Customer customers freedom of choice.
Service framework leveraging on the Blue Ocean Strategy. As a
result of these initiatives, the Customer Satisfaction Index rose to
88.4% in 2016 from 85.5% in 2015.
Customer Satisfaction Index
100%
87.6% 89.9% 88.4%
90% 85.5%
80%
70%
60%
50%
40%
30%
20%
10%
'13 '14 '15 '16 year
Nature of feedbacks
40%
35% 32%
30%
25% 22% 23%
20%
16%
15%
10% 7%
5%
0
Post Customer Financing/ Disbursement Others feedbacks
Disbursement Service/ Approval
Service Quality Process

SUSTAINABILITY
SOCIAL
COPORATE RESPONSIBILITY AT HEART
SME BANK REMAINS COMMITTED TO ELEVATING THE WELLBEING OF THE COMMUNITIES WHERE
WE DO BUSINESS AND TO BETTERING SOCIETY. WE DO THIS THROUGH MAKING CHARITABLE
CONTRIBUTIONS TO THE LESS PRIVILEGED IN SOCIETY AND BY IMPLEMENTING FOCUSED AND
SUSTAINABLE CORPORATE RESPONSIBILITY INITIATIVES THAT HELP COMMUNITIES THRIVE.
For the year in review, we continued to effect positive change

through corporate responsibility activities that involved charitable
giving, community partnerships and employee volunteerism.
Lending a Helping Hand
Distribution of Groceries
Under SME Bank's Ramadan Programme, our staff contributed

groceries and cash donations that were distributed to homes
for orphans and the elderly as well as single mothers and the
less fortunate.
The month of March 2016 saw SME Bank distributing zakat

(alms) amounting to RM57,3000 to seven selected asnaf
for the repair of their houses in Hulu Langat, Selangor. The
selection of the recipients was made in collaboration with
Islamic Relief Malaysia (IRM), an NGO that is actively involved
in organising charitable activities in Malaysia and abroad.
We also donated RM5,000 to repair the flooring and ceiling of
Surau Taufikiah in Hulu Langat, Selangor. All the contributions
was presented by YBhg. Tan Sri Faizah Mohd Tahir, Chairman
of SME Bank on 16 March 2016 at the Dusun Tua Community
Hall in Hulu Langat. Zakat Contribution to Four Communities
Charitable Acts During Ramadan To assist asnaf in preparation for the holy month of Ramadan,
we contributed zakat amounting to RM80,000 to the
As part of our efforts to elevate the wellbeing of communities communities at Pekan, Tambun, Pontian and Ledang.
during the month of Ramadan, we undertook the following
charitable acts:
Gotong Royong in Semenyih
A total of 24 staff volunteered to help clean up the Muslim

cemetery at Jalan Sungai Lembing, Semenyih in preparation
for Hari Raya Aidilfitri.

SUSTAINABILITY
SOCIAL
Caring and Sharing with Others Reaching Out on a Nationwide Basis
SME Bank and Selayang Community College teamed up To ensure our Ramadan initiatives reached the national level
to cook the special Ramadan dish, bubur lambuk, at the as well as to inculcate the spirit of volunteerism, empathy
compound of the SME Bank Head Office. A total of 1,500 packs and unity among the Banks staff, our network of branches
of bubur lambuk were distributed to the public. organised their own Ramadan programmes at their
respective locations.
As Ramadan is about caring and sharing with others, SME Bank
organised the distribution of 1,100 food packs to the public at
Terminal Bersepadu Selatan, the Kuala Lumpur Homeless Transit
Centre, UTC Pudu Central and Masjid Albukhary, Kuala Lumpur.
Appreciating Our Armed Forces
To show our appreciation to the Malaysian Armed Forces,

SME Bank once again joined in the handing over of Hari Raya
hampers organised by BAKTI (Badan Amal dan Kebajikan
Tenaga Isteri-Isteri) on 21 June 2016. The event was officiated
by YB Datuk Seri Hishamuddin Tun Hussein, Minister of Defence
in the presence of YABhg. Datin Paduka Seri Rosmah Mansor,
the President of BAKTI.

SUSTAINABILITY
SOCIAL
SME BANK Y-BIZ CHALLENGE
The year 2016 marked the fifth consecutive year of the Banks
signature corporate responsibility programme, namely the
Program lnovasi Usahawan Muda - SME Bank Y-Biz Challenge.
This ongoing effort with the Co-curricular and Arts Division of
the Ministry of Education (MOE) has done much to nurture and
groom future entrepreneurs amongst secondary school students
in Malaysia. The programme aims to raise students interest in
entrepreneurship, provide them with the opportunity to explore
their creativity and innovativeness, as well as accord them the
knowledge to become potential entrepreneurs in the future.
For the 2016 competition, which ran from 4 January to 30 August

2016, the Y-Biz Challenge Secretariat sent out participation
forms to 2,394 secondary schools throughout Malaysia under the
purview of the MOE as well as 9 private schools. Some 88 entries
were received of which two were from the private schools.
The breakdown of schools that participated in the programme is

as follows:
No. States No. of schools

1. Johor 12
2. Pulau Pinang 13
3. Kuala Lumpur 6
4. Terengganu 11
5. Kedah 4
6. Melaka 3
7. Perak 5
8. Kelantan 1
9. Pahang 5
10. Sabah 9
11. Selangor 16
12. Negeri Sembilan 2
13. Perlis 1
Total 88

SUSTAINABILITY
SOCIAL
Preliminary Round Final Round
The preliminary round of the Y-Biz Challenge on 5 September 2016 Following the presentation of their project proposals and product
led to the selection of 20 schools. The panel of judges comprised prototypes to the panel of judges comprising representatives
representatives from the MOE, CEDAR, Majlis Rekabentuk from CEDAR, the MOE and MIMOS, 10 schools were selected
Malaysia (MRM) and SME Bank itself. to compete in the final round. The final competition was held
on 8 November 2016 at Menara SME Bank with the 10 finalists
Semi-Final Round and Boot Camp presenting a progress update on their respective businesses to
the panel of judges made up of representatives from CEDAR, the
The semi-final round and boot camp session of the Y-Biz Challenge MOE, MIMOS and Jemz Advertising Sdn. Bhd. (a successful client
was held at Cherengin Hills Convention & Spa Resort, Janda Baik of SME Bank). A representative from KHR Chartered Accountants
in Pahang from 27 to 29 September. A total of 80 students and was appointed as an external auditor to verify and endorse the
20 teachers attended the bootcamp. All the 20 semifinalist were results and the selection of the top three winners.
given seed capital of RM1,000 each to produce the prototype
of the product or service. The teams were exposed to topics
touching on entrepreneurship, leadership skills and product
design. They also participated in motivational talks and various
group activities conducted by the invited speakers and an
appointed training consultant.

SUSTAINABILITY
SOCIAL
AFTER FIVE CONSECUTIVE YEARS OF THE SME BANK Y-BIZ CHALLENGE, THE COMPETITION HAS
SUCCESSFULLY ACHIEVED ITS INTENDED OBJECTIVES. SOME OF THE PARTICIPANT SCHOOLS HAVE
STARTED SELLING THEIR PRODUCTS THROUGH THEIR COOPERATIVE CLUBS.
List of Winners
SME BANK Y-BIZ CHALLENGE 2016 WINNERS

No. Winner School
1. Champion Sek. Berasrama Penuh Integrasi Rawang, Selangor
2. First Runner Up Sek. Men. Keb. Tengku Intan Zaharah I, Terengganu
3. Second Runner Up Sek. Men. Keb. Sanzac, Sabah
4. Sek. Men. Sains Hulu Selangor, Selangor
5. Sek. Men. Keb. Taman Daya 2, Johor
6. Sek. Men. Seri Kenangan, Johor
7. Consolation Prizes Sek. Men. Keb. Tengku Intan Zaharah, Terengganu II, Terengganu
8. Sek. Seri Puteri, Cyberjaya
9. Sek. Men. Keb. Buloh Kasap, Johor
10. Sek. Men. Keb. Puchong Perdana, Selangor
The prize giving ceremony was held on 10 November 2016 at the Sheraton Imperial Kuala Lumpur. The event was graced by YB Dato Seri
Mahdzir Bin Khalid, Minister of Education, Malaysia who gave away the prizes to the winners.

SUSTAINABILITY
SOCIAL
CORPORATE RESPONSIBILTY AT HEART
Project Commercialisation
In previous years, the main focus of the competition was to evaluate students creativity in producing a product or service that was
innovative and had commercial value. However, for the 2016 event, we changed the format to focus on the business aspects and
commercial viability of the product or service. The schools participating in the 2016 competition were required to register online and
submit their project proposals through the www.YourSuccessOurStrory.com portal. Updates on the new format of the competition were
disseminated through the website, emails, Facebook, SMS and WhatsApp.
All participants were also tasked with selling their products or services. The winner of the 2016 Y-Biz Challenge was evaluated based on
their success in selling their product or service. For 2016, all 10 finalists were able to demonstrate good business acumen in selling their
products or services.
After five consecutive years of the SME Bank Y-Biz Challenge, the competition has successfully achieved its intended objectives. These
are some of the participant schools that have started selling their products through their cooperative clubs.
SMK Malim, Melaka - 2013 Finalist SM Sains Hulu Selangor, Selangor - 2014 Madrasah Idrisiah, Perak - 2015 2nd
Product: D'Lapique, a portable desk Champion Runner Up
cover made from non woven material Product: Gummy SEMASHUR, a glue Product: E-Pro Buster, a pest repellent gel
More than 18,000 units of D'Lapique have made from recycled polystyrene More than 30,000 units have been sold
been sold since 2013 500 bottles have been sold since 2015 since 2015
Madrasah Idrisiah has set up a factory in
Indonesia
Penetrated the international market
(Indonesia and Brunei)
SBP Integrasi Rawang, Rawang, Selangor SMK Tengku Intan Zaharah 1, Terengganu SMK Sanzac, Sabah - 2016 2nd Runner Up
- 2016 Champion - 2016 1st Runner Up Product: Chantek-Sira Soap, a herbal
Product: Essential Fan, a scented hand Product: Pereskia Gel For Eyes, an eye beauty soap to cure skin problem
fan that reduces migraines and the flu treatment gel with ingredients extracted Have begun to produce and market the
Penetrated international market (Dubai from the Pereskia plant product since 2016 to local communities
and Thailand) More than 2,000 units have been sold to
local communities and university students

SUSTAINABILITY
SOCIAL
Creating Added Value
Our efforts to promote the SME Bank Y-Biz Challenge 2016 included promoting the competition through the official Y-Biz Challenge
Facebook page and SME Banks portal www.YourSuccessOurStory.com. The Co-curricular and Arts Division of the MOE also
disseminated information on the competition to all the State Education Departments (JPN) throughout Malaysia. Apart from that,
letters and brochures were sent to all schools to ensure maximum exposure.
After the Challenges prize giving ceremony, we received 36 media mentions via TV, radio, social media and print media.
Type of Media No. of Clips Reach

TV 3 2 million viewers
Social Media 17 64 pax
Newspaper 13 7.2 million readers
Total 36

SUSTAINABILITY
SOCIAL
This competition should continue well into the The success achieved by the participants of
future because this programme is not only able the SME Bank Y-Biz Challenge has indirectly
to groom and nurture future entrepreneurs, but carved a good name for Malaysia in the
has indirectly enabled participants to share their international arena".
knowledge and experience.
Tan Sri Faizah Mohd Tahir,
YB. Dato Seri Mahdzir Khalid, Minister of Chairman, SME Bank
Education, Malaysia
This programme has

This programme actually SME Bank Y-Biz Challenge provided us a lot of
builds students level of is the best platform for knowledge about
confidence and nurtures students as it enables entrepreneurship and
their minds to think them to bring forth their innovation. It has also
innovatively and create ideas and creativity and enhanced students
new products to sell. turn it into a product that creativity and has helped
they can sell. nurture their minds to think
Pn. Nowenna Willie D. out-of-the-box.
Tamsin, Teacher, SMK En. Shahrul Anuar, Teacher,
Sanzac, Sabah SMK Seri Kenangan, Johor Abdullah Hafeez, Student,
SBP Integrasi Rawang

SUSTAINABILITY
SOCIAL
OUR PROMISE TO OUR PEOPLE
AT SME BANK, WE ARE COMMITTED TO CREATING AND MAINTAINING A SAFE AND ENGAGING
WORK ENVIRONMENT THAT IS CONDUCIVE TO ATTRACTING, DEVELOPING, RETAINING AND
SUPPORTING A HIGH-PERFORMANCE WORKFORCE. OUR PEOPLE ARE A KEY ASSET AND INTEGRAL
TO OUR LONG-TERM SUCCESS AND WE FOCUS OUR EFFORTS ON EQUIPPING THEM WITH THE
RIGHT TOOLS AND KNOWLEDGE SO THEY CAN PRODUCE EXCELLENT RESULTS. OUR EFFORTS
INCLUDE PROVIDING A WORK ENVIRONMENT THAT NURTURES OUR PEOPLES PROFESSIONAL
AND INDIVIDUAL DEVELOPMENT, EMPOWERS THEM TO MAKE DECISIONS, SUPPORTS A GOOD
WORK-LIFE BALANCE, AS WELL AS SAFEGUARDS THEIR HEALTH AND WELLBEING.
OUR DIVERSE WORKFORCE Workforce by Ethnicity
A workplace that is inclusive and reflects the demographics year 971 5

2016
of the local community is essential. It provides a range of
7 29
perspectives and approaches that are necessary for our future
competitiveness. Recruiting and nurturing a diverse workforce 1006 6
helps us meet the needs of our diverse customer base and the 2015
communities in which we operate more effectively. We are proud 9 30
of our diverse workplace which is what makes us unique. 1004 6
2014
6 28
Workforce by Employment Type Number of Employeess
year 817 Malay Chinese Indian Others

2016
195
Workforce by Gender
839
2015 year 517
212 2016
495
809
2014 549
235 2015
Number of Employeess 502
Executive Non-Executive 556

2014
488
Number of Employeess
Workforce by Employment Contract Female Male
year 993
Workforce by Age Group
2016
19
year 183 102
1027 2016
2015 727
24
245 84
1021 2015
2014 722
26
Number of Employeess 274 76
2014
Permanent Staff Non-permanent staff 694
Number of Employeess
< 30 30 - 50 > 50

SUSTAINABILITY
SOCIAL
EMPLOYEE TURNOVER 2014 2015 2016
Employee Turnover Rate / % 7.9% 8.3% 7.6%
Male 43 45 42
Female 39 42 38
Age Group / No. of Pax
<30 27 24 35
30 50 51 59 40
>50 4 4 5
WOMEN IN MANAGEMENT 2014 2015 2016
Women in management 74% 81% 78%
Women in top management 2% 3% 3%

SUSTAINABILITY
SOCIAL
LEARNING AND DEVELOPMENT ACTIVITIES In 2016, we designed our Learning and Development framework
around a Core Competency Programme (encompassing
Lifelong learning and development remain a key part of our functional, technical and core training) and a Leadership
workforce strategy and are integral to us being an employer of Programme (comprising leadership training). In total, we
choice. We believe that every employee at SME Bank should be conducted 49 in-house training sessions and 113 external/public
accorded the opportunity to reach his or her full potential and training sessions on both the Core Competency and Leadership
make their mark within the Bank. We see the Bank as being a fronts.
place where our employees can learn something new each day,
build rewarding career pathways and pursue their passions. As In 2016, the average annual training requirement for the executive
such, employee retention continues to be a top priority for us and level and above was five days while it was three days for the non-
is an area that is being strengthened through a cycle of regular executive level. The average annual number of training hours for
development, recognition and performance-related rewards. the past few years is presented in the chart.
Vice Directors-
Assistant Board of Directors-
Programme/ Non Presidents- Chief
Associates Managers Vice Group Managing
Level executives First Vice Operating
Presidents Director
Presidents Officers
Core Training Equip staff with training programmes that enhance leadership and personal growth Provide updates
Programme Provide continuous education to develop and acquire knowledge and skills on the law and
strengthen
Strive for excellence and professionalism through a series of training programmes
governance
Build a consistent learning culture throughout the organisation capability
Develop managerial competencies throughout the organisation
Acquire skill sets and abilities to support organisational objectives
Develop common understanding for managers on the key areas that are essential to
business operations
Develop managers entrepreneurial skills
Functional Equip staff with fundamental functional skills that are generic for business and functional Personalised
Training performance Development
Enhance and improve a range of technical skill sets for business and functional Programmes
performance
Gain practical skills and increase career potentials in functional areas
Elective Develop and enhance personal effectiveness

Training
AVERAGE ANNUAL TRAINING FOR 2016
3,900
55
2,544
Training Budget (RM)
Average Annual Training

2,002
Budget Per Employee
Average Annual Number of

Training Hours Per Employee
6
3
2014 2015 2016

SUSTAINABILITY
SOCIAL
ON-BOARDING PROGRAMME
The Bank's On-boarding Programme aims to ensure all new The five key objectives of the On-boarding Programme are spelt out
hires are introduced to their new positions in an efficient and as follows:
effective manner within the first 30 days of hire. An Online
On-Boarding Kit is provided to new hires so that they can
get familiar with the Banks vision and strategic initiatives
for the financial year. Between the second and sixth month REINFORCE
of their employment, new hires are to attend a two-day
employees'
programme where they undergo a comprehensive hands- decisions to stay
on introduction to organisational requirements and banking longer in their roles
etiquette. Here, our internal subject matter experts and the INCREASE ENCOURAGE
Learning & Development team work together to introduce new employees' productivity
new employees to the Banks work culture as well as the comfort levels in their
new roles
essential tools they will require to access all relevant policies,
systems and processes in order for them to be able to work
effectively and develop their career at the Bank.
FACILITATE ENHANCE
Over the course of their first three years at the Bank, new new employees' commitment
abilities to and employee
employees are taken through a five-stage programme contribute to engagement
to ensure they settle in nicely and have a structured their new roles
developmental pathway. The structure entails a settling
in period including the assignment of a buddy, as well
as the rollout of various assessment, feedback, planning
and developmental activities to ensure each and every
employee knows exactly what the Bank expects of them and
what they can expect of the Bank.
FIVE STAGES OF ON-BOARDING: THE FIRST DAY IS JUST THE BEGINNING
Stage 1
Introduction and Stage 3

Welcome
Assignment of Develop Action
Buddy Plan for Key
Department/ Expectations Stage 5
Organisation Development
Familiarisation Programme Development
New Employee Regular Meeting/ Programme
Paperwork (HCM) 2nd - 6th Feedback 2 nd
3rd Year
Settling in
MONTH 1st Year Assessment YEAR Assessment
1st Stage 2 7th-12th Stage 4 3rd

MONTH MONTH YEAR
Corporate Development
On-Boarding Programme
Programme for Develop Action
Executive (COPE) Plan for Key
Feedback on Expectations
Process by Regular Meetings/
manager Feedback
6-month review 2nd Year
Assessment

SUSTAINABILITY
SOCIAL
INTERNSHIP PROGRAMME INTERNATIONAL MOBILITY PROGRAMME
As part of our three keystone behaviours and in line with our efforts Recognising the value of employees with global skill sets and
to provide returns to our stakeholders, we continue to roll out international technical exposure, SME Bank in collaboration
the SME Bank Industrial Training & Placement Programme (ITPP) with selected international financial institutions introduced the
where local students from recognised higher learning institutions International Mobility Programme. This programme serves to
are provided with the opportunity to undergo industrial training in develop employees by exposing them to various international
specific Development Financial Institutions (DFIs). assignments while providing them with opportunities to develop
their international experience. The programme was designed to
To be eligible for the ITPP, candidates must: better develop the employee and aligns with the Banks retention
strategy.
Have obtained a current cumulative GPA of at least 3.0;
Be studying a degree or equivalent programme at a
In 2016, the Bank in collaboration with international financial
recognised higher learning institution in a field that is
institutions and NGOs implemented the Employee Exchange
specified by the Group Human Capital Management
Programme under the ambit of the International Mobility
Division and interested divisions.
Programme. Three delegates from Oman Development Bank and
Possess good interpersonal skills;
one international student from Moscow State University, Russia
Actively participate in co-curriculum activities in universities
were attached to SME Bank for a two to four week timeframe
or colleges; and
for them to understand the Banks policies and procedures in
Have strong initiative and the ability to work independently.
performing daily operations. Throughout the programme, the
Bank appointed the respective Bank employees to act as our
The ITPP period is subject to the respective university or college's
representatives to facilitate knowledge sharing sessions with the
programme. The majority of our internship trainees come from a
delegates.
background in Economics, Accounting, Finance, Islamic Banking
and Human Resources. Over the course of the year, the Bank
On top of this, the Bank sent two employees for a study tour
welcomed 15 internship students who were assigned to various
programme to both Thailand and Japan. The employees were
functions within the Bank.
able to quickly assimilate the respective cultures, aspirations and
best practices in order for them to perform their daily operations.
STRATEGIC ACCOUNT MANAGEMENT DEVELOPMENT RELATED
PROGRAMME
PREPARING EMPLOYEES TO MANAGE ISLAMIC FINANCE MATTERS
The Banks Strategic Account Management Development

In line with our strategy to be a full-fledged Islamic financial
Related Programme was initiated to complement our strategy of
institution, our Human Capital Management Division has
improving our account management processes. This programme
designed and implemented a series of programmes to create
has these aims:
awareness, ensure readiness and enhance employee capability
To enhance the readiness of customer-facing staff to and capacity in relation to Islamic financial matters.
support the Bank's Business Model and ensure its success;
To place greater emphasis on credit papers that will reduce The programmes accord DFI Executives with fundamental
re-work, improve productivity and most importantly improve knowledge about Islamic financing products in their business
delivery to customers; operations. The programmes also help to enhance staffs
To create a clear understanding and greater cooperation understanding and appreciation of the concept and application
between the branches and Head Office when handling of Islamic Finance as well as its relevance to day-to-day banking
back office functions; and operations.
To create a clear understanding of Malaysias National Key
Economic Areas. Today, SME Bank via CEDAR in collaboration with the Islamic
Banking and Finance Institute of Malaysia (IBFIM), is involved in
For the year in review, 173 staff underwent the programme. developing and conducting the Chartered Islamic Development
Banker (ChIDB) Programme. The ChIDB was developed to equip
EMPLOYEE EDUCATION ASSISTANCE PROGRAMME the talent pool among DFIs with up-to-date industry knowledge
of the Islamic finance industry locally and globally given its
In line with our continuous efforts to enhance talent development burgeoning growth.
and capacity building within SME Bank, we launched the
Employee Education Assistance Programme (EEAP) in 2015 in
collaboration with Majlis Amanah Raya (MARA). The programme
entails us providing fully-paid study leave to qualified employees.
By rendering employees this assistance, we are helping to
develop their educational and intellectual capacity as well as
areas of specialisation in line with the Bank's needs and ambitions.

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The CIDB programme is divided into three stages: REWARDING OUR EMPLOYEES
1. Certified Islamic Development Banker (CIDB) Level 1; Employee Remuneration

2. Professional Islamic Development Banker (PIDB) Level 2; and
3. Chartered Islamic Development Banker (CIDB). We are committed to ensuring competitive, fair and balanced
remuneration for all our employees. Our remuneration policy
For 2016, a total of 69 of SME Banks staff graduated from the CIDB aligns with local market practices and we provide competitive
programme. salaries aimed at retaining and motivating talent. Our eminently
fair remuneration policy is not based on gender, age or race,
but provides all employees with clear, transparent rules for
remuneration packages, which undergo a yearly evaluation. In
Ethics and comparison with other companies in the same industry, SME Banks
Governance in
Development pay scale is pegged at the 67th percentile of the market while our
Banking & total remuneration is pegged at the 75th percentile.
Entrepreneurship
The Bank conducts a regular remuneration review to determine
an employees remuneration. Not only does this help us align our
Modes of Islamic remuneration packages with the changing business environment,
Contracts in Worldview in
Islamic Banking Business
but it enables us to be more equitable in rewarding high achievers
and Finance Components Practices in the workplace, developing talented employees and determining
of ChIDB our competitiveness vis--vis the market.
A percentage of employees' basic salaries is given to the Employees

Provident Fund (EPF) as per statutory requirements. SME Bank also
makes a contribution to the EPF as required by law and pays an
Shariah in Understanding
Development
additional employer's contribution of between 2% and 5.5% based
Business
Banking and on an employee's length of service. Back in 2015, SME Bank was
Transactions
the SMEs awarded the Silver Medal at the MIHRM Employer of Choice
Awards, underscoring our position as an employer of choice and
bearing testimony to the quality of our remuneration system.
Employee Benefits
PRIORITISING LOCAL TALENT
Employee benefits are defined as forms of value other than
To date, SME Bank has no formal policy or common practices payment provided to employees in return for their contribution to
that give preference to locals when hiring. However, recruitment the organisation. In addition to standard benefits, SME Bank also
statistics show that all employees in 2016 were locals. SME Bank offers a range of other unique benefits as summarised below.
encourages the hiring of local talent through:
In March 2016, the Bank introduced the Flexible Benefits Scheme
Online advertisements on job portals such as Jobstreet, which whereby our employees are allowed to sell their annual leave
have a proven track record of reaching out to a wide pool of and to utilise the proceeds for their personal needs be it for their
local talents; lifestyle, health and wellness, educational or family care needs.
Online advertisements on SME Bank's Facebook page;
Locally-published and distributed newspaper advertisements;
Participation in local career fairs; and
The use of headhunting talent searches for critical and senior
management positions.

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SUMMARY OF BENEFITS OFFERED TO SME BANK EMPLOYEES
Additional Incentives EMPLOYEE RETIREMENT
We also offer these incentive schemes to our staff and their children Retirement Age
in recognition of academic excellence:
Back in August 2012, the Malaysian Government announced its
enforcement of the minimum retirement age, whereby private
Incentive Scheme for Child Educational Excellence
sector employees must retire upon reaching 60 years of age
to comply with the Minimum Retirement Age Act 2012. Here at
Examination Required Grades Incentive Awarded
SME Bank, any employee may opt to retire early at any time
upon reaching the age of 50. However, the approval is subject
UPSR 5As RM100 to management's discretion. An employee who is medically or
physically unfit to work may be advised to retire early by a doctor
PMR 5As and above RM250 of any SME Bank panel clinic, hospital or government medical
practitioner.
A1/A2 in 6 core
SPM RM500
subjects Retirement Benefits
All employees who have retired over the normal course of service
Incentive for Staff Educational Excellence or upon reaching the retirement age are given one month's paid
leave. Employees of the Bank are eligible for retirement benefit
Qualification Score Incentive Awarded in terms of additional employer's EPF contributions based on the
years of service as per the following table:
CGPA 3.0 and
Diploma RM1,000
above Additional Contributions
Length of Service (% Basic Salary)
CGPA 3.0 and
Degree RM2,500
above Joined after 1 July 2012
< 5 years 2%
Distinction or cum
Master RM5,000 5 10 years 4%
laude
> 10 years 5.5%

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ASSESSING EMPLOYEE COMPETENCIES
The ongoing development of employees' personal and

professional competencies is essential for our workforce. To
this end, each position within SME Bank has a defined set of
core and functional competencies that must meet specific
proficiency levels. The Banks competency assessment measures
and evaluates an employee's competencies through specific
measures as and when required. The assessment outcomes are
used to identify learning and development needs.
The assessment is conducted by the Human Capital

Management Division and the results help us to identify the
learning and development requirements of each employee.

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HR STRATEGIC THRUST
We have also introduced a HR strategic thrust which has three key aims. Firstly to instil the desired corporate culture within our
organisation. Secondly, to create a robust succession pool and greater job-fit for all mission critical positions. Thirdly to nurture and
sustain a high performance culture within the Bank. The model and the various desired business and HR outcomes are portrayed
below. Ultimately, the model will help drive the Banks sustainable development and growth supported with digitization projects of
the enablers.
BANKS OUTCOME
Sustainability
development and growth
HUMAN RESOURCE GOALS

Employer Of Choice
Making SME Bank as a great place to work by
providing adequate avenue for employee to grow
through holistic career management & development strategy,
high engagement with good corporate values and culture that
embrace differences to get the best from everyone
High Performance Organization

Ensuring SME Bank consistently able to achieve financial and non-financial results
by nurturing performance driven organization culture among employees supporting by
the implementation of high standard performance management strategy
Productivity
Developing internal capacity with high level competency standard to enable SME Bank to achieve
more with less
2017 BUSINESS OUTCOME 2017 HR OUTCOME

1. Reduce cost to income ratio 1. Employee Engagement Index : 80%
2. Increase gross financing /FTE 2. Overall Employee Performance at rating
3. Increase net income /FTE 3 and above : 80%
Enhancing Building
Strengthening
Culture & High Level
Leadership
Values Competencies
Creating healthy Succession Pool and

Instilling desired Nurturing and sustaining High
greater Job-Fit for all Mission Critical
corporate culture Performance Culture
Positions (MCP)
HR DIGITALISATION

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PERFORMANCE PLANNING MID YEAR PERFORMANCE REVIEW YEAR END REVIEW MODERATION PLANNING
Corporate Planning
4.2
Start
Management /
1.4 Review 4.3

Approval on Performance Rating Notify HCD
Divisional / Proposal and if on the final
1.1 Departmental necessary perform performance
Set and agree on KPIs Bank-wide review result
the Corporate KPIs moderation
No Yes
1.2 1.5 2.1 4.1

1.10 3.1 4.4
Cascade and Upload and Lock Re-open 2.5 Compile
Lock KPIs in Re-open Update final
communicate the approved e-Appraisal Lock data performance ratings,
e-Appraisal e-Appraisal and moderated
HCD
the approved Divisional / and notify and prepare conduct analysis

and notify staff to ratings into
Corporate KPIs Departmental staff to input report for and undertake
review the input year-end e-Appraisal
to HODs KPIs in HRMS's mid-year Management performance ratings
accuracy achievements
e-Appraisal achievements distribution
1.3 End
1.6
Develop Cascade and 3.4
Divisional / communicate Review
HOD
Departmental the approved overall staff

KPIs Divisional /
2.4 performance
Departmental 1.9 Verify and
KPIs to employees Verify and confirm staff
confirm achievements
staff KPIs in 2.2 in e-Appraisal 3.3
Immediate
Supervisor
e-Appraisal Conduct Conduct year-

mid-year end review,
1.7 Performance validate and
Develop Review with verify staff
Individual KPIs staff achievements
to align with
Divisional /
3.2
Departmental
1.8 2.3 Input year-end
KPIs
Key In the Input mid-year achievements
Staff
finalised KPIs in achievements and collate

e-Appraisal into necessary data
e-Appraisal for the year-end
review
SME Banks Performance Management ADDRESSING PERFORMANCE are then evaluated based on the
Model MANAGEMENT achievements against the targets provided.
Staff are responsible for submitting their
Performance management is an ongoing achievements via the HRMS e-Appraisal
process at the Bank and is linked to the system, and their immediate supervisors are
Bank's financial cycle. We have in place to perform the evaluations which will later
a Performance Management Model that be reviewed by a reviewer (the immediate
Year-end promotes greater transparency in that supervisors supervisor).
Review
employer and employees are able to
Management reserves the right to review
discuss their targets, achievements and
the performance ratings to ensure
measures used to rate their performance.
consistency in the performance evaluation
process. The Bank may also use information
This is how the Performance Management
from the performance management forms
Mid-year process works. Staff performance appraisals
Performance
Performance for decisions pertaining to promotions,
Planning are done via the Human Resources
Review performance-based disciplinary action,
Management System or HRMS e-Appraisal
performance-based salary increases and
system twice a year i.e. during the mid-
to create a well-balanced or correctly-sized
year performance review and year-end
workforce. The performance management
assessment. Both processes are compulsory
data eventually becomes a permanent
for all staff.
part of an employees personal files.
At the beginning of the year, key
For the year in review, all (100%) of our
performance indicators (KPIs) are
employees received feedback linked to
cascaded down to all staff with set targets
their performance and appraisals.
for the year. The performance appraisals

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Performance Improvement Plan EMPLOYEE ENGAGEMENT PLATFORMS IN 2016
We remain deeply committed to creating a work environment and Subject Frequency

organisational culture in which all employees can perform to the Townhall Sessions Yearly
best of their abilities. However, in the instance when an employee
is found to be underperforming, a Performance Improvement Plan Quarterly Assemblies Quarterly
(PIP) is brought into play. The PIP has been specifically designed to Majlis Berbuka Puasa Yearly
address an employee's performance that needs improvement in
Majlis Jamuan Hari Raya Yearly
one or more significant aspects critical to their position.
Chinese New Year Lunch with Group Yearly
SME Bank adopts a fair and consistent approach when enforcing Managing Director, Senior Management
performance standards throughout the organisation.The PIP does Committee and SME Banks Chinese staff
not apply to employees who are under probation, or to periodic
Deepavali Lunch with Group Managing Yearly
or temporary employees, outsourced employees and contractors
Director, Senior Management Committee
who are not directly employed by the Bank.
with SME Banks Indian staff
The PIP helps employees understand what is expected of them Annual Dinner/Family Day Alternate year
and ways they can contribute to achieving organisational goals. Labour Day Yearly
Employees' immediate superiors guide them so they can achieve
(distribute fruits)
their goals and objectives. The supervisor ensures the employees
understand what is expected of them and advises them on ways Counselling Sessions As and when
to achieve specific goals within a reasonable time. necessary
Flood Relief Ad-hoc
EMPLOYEE ENGAGEMENT ACTIVITIES
Recognising that engaged employees are more motivated,

produce better results and will be of tremendous help to us on our
journey to success, we are committed to implementing a variety
of employee engagement activities.
Each employee within the Bank brings his or her own unique
talents and ideas to work every day, all of which are helping
us move closer towards achieving our vision and mission. Our
employees also represent SME Bank in their communities and
are ambassadors to the nation. On our part, we are deeply
committed to ensuring our people are inspired and healthy as
well as treated fairly and with respect. We do this by creating
a conducive and comfortable work environment where open
communication is the norm and where our people are able to
fully engage with one another.
All employee-related events within our organisation are managed

by the Employee Relations Section. The annual employee events
align with our corporate vision and mission while the annual
employee event calendar aligns with the annual budget
allocation.
Encouraging Open Communication and Engagement
In a workplace that values open communication and

engagement, employees all across the country can readily
conceptualise and share innovative ideas as well as enter into
dialogue with management on a host of meaningful issues.
Employee engagement is invaluable as it increases awareness
and facilitates smooth operations.
In 2016, we continued to leverage on a variety of engagement

platforms to share success stories and opportunities, to solicit
opinions and feedback as well as to simply strengthen the esprit
de corps within our organisation.

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EMPLOYEE ENGAGEMENT SURVEY 2016/2017 These are the findings of our 2016/2017 survey:
Towards the end of December 2016, we rolled out the Banks Response Rate
annual Employee Satisfaction Survey with a total of 43 questions
to gauge employees satisfaction with the Bank as an employer. Out of a total employee population of 1,019 over the period
Where the demographics for the 2015 survey covered only four 19 December 2016 - 6 January 2017, we attained 972
respondent job levels, for the 2016/2017 survey, we added in a responses or a 95.39% response rate;
fifth job level, namely the Junior Management level, in order to
get a more precise result. Overall Satisfaction Index
GENDER
The majority of employees were more than 77.44% positively
51.23% satisfied and engaged with the Bank. From an organisational
2016
48.77% perspective, this shows that SME Bank is a good company
51.54% with the opportunity to become a great company when
2015 48.46% the overall satisfaction rating goes beyond 85%.
About half of those who responded also provided suggestions
53.45%
2014 for improvement indicating that they are open with their
46.55%
suggestions and are keen to continuously improve.
Female Male
Scores by Areas
JOB LEVEL
The overall scores in 11 survey areas were as follows:
19.03%
2016 55.25%
Ranking Category OverallScore
21.60%
3.50% 1 Disipline 81.21
0.62%
2 Transformation 80.62
20.54%
52.85% 3 Company 80.38
2015 23.91% 4 Job Satisfaction 79.74
3.82%
0.00% 5 Teamwork 78.02
44.36%
6 Supervision 77.60
0.00% 7 Workload and Resources 76.83
2014 53.56%
2.08% 8 Communication 75,98
0.00%
9 Career Development 74.22
Senior 10 Training 74.05
Non-Executive Junior Management
Management
Executive Middle Management 11 Rewards & Recognition 73.21
Overall Average 77.44
YEARS OF SERVICE
3.50%
2016 9.26% 1,027 1,054 1,019
19.44% 88.9% 86.52% 95.39%
67.80% 76.46 77.31 77.44
3.10%
7.98%
2015
20.62%
68.64% 20 Jan 2014 - 19 Dec 2016 -
14 Jan 2016 -
14 Feb 2014 04 Feb 2016 06 Jan 2017
2.19%
2014 7.01%
20.37%
70.43%
> 30 years 11 - 20 years Total Staff Staff Response Overall Satisfaction Score
21 - 30 years 0 - 10 years

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PROMOTING EMPLOYEES' WELLBEING PROTECTING PERSONAL DATA
Being a forward-thinking employer, SME Bank has implemented a The personal data of each employee held by SME Bank is subject
host of tangible initiatives in support of employee wellbeing. to the applicable data protection and privacy requirements as
mandated by the Personal Data Protection Act (PDPA).
Childcare Centre
The Bank will only process employees' personal data:
SME Banks childcare centre, Taska Pintar, was established in For a lawful purposes directly related to their employment
2011 in support of the government-led PERMATA Negara Early with the Bank;
Child Care and Education project. The childcare centre is When necessary and directly related to the management of
making a positive impact on our business through its offer of a the employee;
family-oriented work environment that accords peace of mind If the data is adequate but not excessive in relation to the
and convenience to employees who are also parents (a win- employment purpose; and
win situation). Dedicated staff manage the centre efficiently, With his or her consent.
following a stringent set of rules and regulations for the safety and
security of the children in their care. SME Bank does not disclose employees' personal data for other
purposes or to third parties without their specific consent.
Taska Pintar is open to all employees with children aged
between two and four years. Subject to SME Bank's discretion, RESPECTING EMPLOYEES' RIGHTS
employees may enrol their children in the centre on a first come,
first served basis. The childcare centre follows an accredited SME Bank acknowledges that it has a responsibility to respect
child development curriculum and programme and takes in a employees' rights in accordance with the Government's
maximum of 25 children for each intake. It also adheres to the Declaration of Human Rights. We do not tolerate any form
requirements of the Child Care Centre Act 1984 and policies from of harassment, discrimination or violence at the workplace.
the Department of Social Welfare. We are governed by our own Terms and Conditions of Service
and also comply with labour practices and legislation such as
the Employment Act 1955 and Code of Conduct of Industrial
Harmony.
The Bank also respects employees' rights to bargain collectively

under the National Union Commercial Workers (NUCW). The
NUCW represented 167 employees from the non-executive
workforce as at 31 December 2016. Management meets regularly
with the Union and enjoys good relations with its representatives.
The Collective Agreement for the period 2013-2016, which was
sealed on 24 April 2014, ended on 30 June 2016. Negotiations
on the Collective Agreement for the period 2016-2019 have
commenced and are still ongoing.
All employees are governed by their Terms & Conditions of

Service while contractors and vendors are governed by their
Flexi-Hours general contract with the Bank. All agreements contain standard
protection clauses for all parties.
Employees who are able to balance the needs of work and
home are more effective employees as well as more successful SME Bank conducts business in a manner that is consistent with the
family and community members. Each employee's approach to belief that everyone should be treated with dignity and respect.
blending their personal and professional lives is different and may We comply with all applicable employment and human rights
vary over time. At SME Bank, we strive to provide our employees laws and regulations in all areas of our operations and suppliers
with a supportive work environment and flexible working hours. are expected to do the same.
Employees have these options to choose from:
Flexi-hours:
- From 8.30 am to 5.30 pm; or

- From 9.00 am to 6.00 pm.

SUSTAINABILITY
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EMPLOYEES RIGHTS IN THE WORKPLACE The recipient of the grievance letter or form must acknowledge
receipt in writing to the aggrieved employee for it to be valid.
Do not use child, The first response is to resolve the issue within the department.
forced, prison, The respective immediate Superior or Head of Department must
indentured, bonded review and respond within seven working days.
or involuntary labour
If the grievance is not resolved within seven working days, the

Prohibit issue will be escalated to the Head of IR who will assess the
Provide discrimination in case and refer it to an Independent IR Panel set up to study the
associates with a their hiring and
safe and healthy
grievance. The panel may ask the aggrieved employee, their
employment
workplace immediate superior or other parties to present their reasons.
practices
The panel's decision is final and the Head of IR will inform the
aggrieved employee of the outcome. If a time limit is specified, it
Support freedom may be extended if mutually agreed by the aggrieved employee
of association and and his or her immediate superior and/or the Head of IR.
the rights of workers
and employers to
bargain collectively For the year 2016, the Industrial Relations Department received
21 grievance reports mostly in relation to the lower PMS ratings
Forbid actual employees had received following disciplinary action taken
and threats of
physical abuse against them by the Moderation Committee appealing for the
and harassment decision. These reports were reviewed by the Appeal Committee
of associates and out of 21 grievance reports, six appeal cases have been
upheld to be reinstated to their respective rating.
All employees, including security personnel, are issued with an
Employee Handbook and Code of Conduct. These documents OCCUPATIONAL SAFETY AND HEALTH (OHS)
clearly define the scope of our ethical responsibilities. While the
Bank does not have any specific non-discrimination policy, our We are committed to providing our employees with a safe,
management and employees are guided by the Employee Code healthy and secure work environment. We underscore this, our
of Conduct which covers all aspect of employment including most valuable commitment to our people, by annually reviewing
discrimination. our health and safety policies and implementing effective
Occupational Safety and Health (OHS) initiatives to protect the
Employees have the right to come together in an organised health and wellbeing of employees across all our business units.
manner in accordance with the Trade Union Act 1959.
There have been no reported incidents of risks of child, In accordance with the international OHSAS 18001 standard, we
forced or compulsory labour at SME Bank to date. No have introduced our own OHS System to monitor work-related
violations of human rights involving the rights of indigenous health and safety incidents closely. The OHS system is implemented
people have occurred at any time in the Bank's history. throughout our network of offices. In compliance with the
Occupational Safety and Health Act (OSHA) and Department
HANDLING EMPLOYEE GRIEVANCES of Occupational Safety and Healths (DOSH) requirements, we
have appointed a Safety and Health Committee.
We believe that employees have a right to air their employment
grievances or complain about their working conditions. A The Safety and Health Committee (which represents 0.9% of our
grievance is defined as an employee's reasonable and legitimate workforce) is tasked with:
issue in his or her work environment. Employee grievances are
handled as and when required. Problems and grievances must Assisting in the development of safety and health rules and
be resolved promptly with graduated steps for further discussion safe systems of work;
and resolution at higher levels of authority as necessary. When Reviewing the effectiveness of the existing safety and health
an employee airs a grievance, this should not prejudice that programme;
employee's future employment prospects with the Bank in any Studying trends of accidents, near misses, dangerous
way. occurrences and occupational poisoning or disease
occurring in the workplace;
An aggrieved employee may complain either in writing or by Reporting any unsafe or unhealthy conditions or practices in
submitting a completed Grievance Information Form to his or her the workplace together with recommendations for corrective
immediate Superior, the Head of Department or to the Head of action to the employer; and
Industrial Relations (IR). This must be done within seven working Reviewing the workplace safety and health policies and
days from the date of this dissatisfaction through the Human recommending any revisions to the employer.
Resources Management System or HRMS.

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SME BANK'S COMMITMENT TO SAFETY & HEALTH

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SME BANK HSE COMMITTEE ORGANISATION CHART
EMPLOYER REPRESENTATIVE EMPLOYEE REPRESENTATIVE THP SINAR SDN BHD REPRESENTATIVE
Rokiah Rajak Saipul Mat Ramli Tuan Haji Farizan Ismail

Director, Operations Division In House Committee Manager, Facility Management
Chairman of NUCW
Mustafar Maarof Salihuddin Ayobbi Musalli
Head, Human Capital Relations Mohammad Husain Mohd Chargeman
Department Dawoed
President, KSR SME
Azman Ridwan ALTERNATE EMPLOYEE REPRESENTATIVE
Head, Facility Management Section Yoshryhan Zaidon
Head, Business Continuity Taufik Nordin
Borhan Saman Management Unit Head, IT Security Unit
Head, IT Infrastructure & Security
Section Saaidah Khadijah Naim
Manager, Regional
Management Office Section ALTERNATE EMPLOYEE REPRESENTATIVE
Nuratiqah Suhaimi
Associate, Risk Management
Siti Khalijah
Regional Management Office Section

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Health Safety & Environment (HSE) Committee Activities SME Bank takes its OSH performance very seriously. In 2016,
we continued to turn in an impressive OSH performance as
The Bank conducts safety and health committee meetings at highlighted in the following table:
least every quarter or as required by the Occupational Safety
and Health Act, 1994. The minutes of each meeting, particularly
OCCUPATIONAL SAFETY AND
the problems or issues along with the respective corrective 2014 2015 2016
HEALTH (OSH) INDICATOR
actions proposed or taken to address each issue, is captured.
Each member's attendance is compulsory and those repeatedly Injury rate (IR) for total workforce 1,833 0 0
missing meetings are removed from the committee. Injury rate (IR) for independent 0 0 0
contractors Working at SME Bank
Periodically, individual departmental safety and health sites
inspections are conducted to:
Occupational diseases rate (ODR) 0 0 0
for total workforce
Identify hazards and unsafe acts that need to be corrected;
Assign corrective responsibility; Occupational diseases rate (ODR) 0 0 0
for independent contractors
Evaluate programme effectiveness; and
working on-site
Report identified problems and progress to management to
improve workplace safety and health. Lost day rate (LDR) for total 0 0 0
workforce
Safety and Health Committee responsibilities are guided by the Lost day rate (LDR) for 0 0 0
Occupational Safety and Health Act, 1994, specifically to: independent contractors working
on-site
Identify potential hazards; Absentee rate (AR) for total 0 0 0
Evaluate these potential hazards; workforce
Recommend corrective actions; and
Follow up on the recommendations to be implemented. Absentee rate (AR) independent 0 0 0
contractors working on-site
For the year in review, we rolled out a host of HSE activities, Absolute number of fatalities for 0 0 0
among which were the following: total workforce
Absolute number of fatalities for 0 0 0
Two safety chemical handling awareness training sessions
independent contractors working
for contractors;
on-site
One slip and trip awareness training sessions for contracted
cleaners;
Safety and Health Training
First aid and CPR training for the SME Bank Emergency
Response Team;
To keep our people safe and secure, we collaborate with
A firefighting awareness talk for the Menara SME Bank
the National Institute of Occupational Safety and Health
Firefighting Team;
(NIOSH) to deliver employee safety and health training
The establishment of an emergency layout plan for BC, RC
modules. Comprehensive safety and health procedures have
& EC;
been developed that are updated regularly to comply with
A visit by DOSH Kuantan to the Kuantan EC which
governmental regulations, standards and best business practices.
demonstrated a zero non-compliance record.
Job safety analysis and risk assessments support these policies
and procedures. Audits and inspections are also conducted to
determine the effectiveness of these measures.

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First Aider Training
In line with our commitment towards safeguarding the wellbeing

of our employees, we are continually training our staff up in
various aspects of HSE including first aid training. On 16 and 17
November 2016, Cert Academy in collaboration with the Banks
HSE Section conducted training sessions for 24 of our staff at
Menara SME Bank. The sessions saw newly appointed first aiders
being introduced to the basic functions of a first aider, learning
Cardiopulmonary Resuscitation (CPR) skills and undergoing
practical assessments and written examinations in order to qualify
as first aiders.
The training sessions sought to instil expertise on Basic Life Support

or BLS as per the 2010 American Heart Associations Guidelines
for CPR and Emergency Cardiovascular Care (ECC). By the end
of the sessions, the first aiders had learnt how to perform BLS skills
such as CPR and address instances of choking, as well as how
to utilise an Automated External Defibrillator (AED) to increase a
persons chances of survival. The participants were also trained on
how to become Qualified First Aiders and comply with the legal
provisions under the Occupational Safety & Health Act 1994.
What is CPR?
CPR is an emergency procedure that combines chest compression

often with artificial ventilation in an effort to manually preserve
intact brain function until further measures are taken to restore
spontaneous blood circulation and breathing in a person who is
in cardiac arrest. While the use of CPR dates all the way back to
1740, yet even today, many individuals still do not know how to
perform this. Given properly and immediately to sudden cardiac
arrest victims, CPR can save lives.
What's typically in a first aid box?

Our Journey Thus Far 079
CORPORATE
VISITS
January February
13 Jan 18 Feb
Visit by the SME Development Authority (SMEDA), Mauritius Visit by the Minister of Finance II, YB Datuk Johari Abdul Ghani
April
14 Apr 25 Apr
Visit by a delegation from Tanzania Visit by the SME Financing delegation from the Papua New
Guinea Government

080 Our Journey Thus Far
CORPORATE
VISITS
May
12 May 24 May
Visit by delegates from Fiji, Tonga and Vanuatu during the Joint Visit by a delegation from the Egyptian Banking Institute
Learning Programme on SME Financing. Organised by Bank
Negara Malaysia and the Alliance for Financial Inclusion
June July
1 Jun 29 Jul
Bilateral meeting with Banque Publique Dinvestissement Study visit by Banque Nationale Pour Le Development
et innovation, France Economic (BNDE) Sngal

CORPORATE
VISITS
September
21 Sep
Visit by the Small and Medium Enterprises Development and Supervision Agency of Senegal
November
01 Nov 22 Nov
Visit by the Saudi Arabian Monetary Agency (SAMA) Study visit by the Egyptian Banking Institution

MEDIA
HIGHLIGHTS
PRINT

MEDIA
HIGHLIGHTS
PRINT

MEDIA
HIGHLIGHTS
ONLINE

MEDIA
HIGHLIGHTS
ONLINE

MEDIA
HIGHLIGHTS
BROADCAST

MEDIA
HIGHLIGHTS
BROADCAST

EVENT
HIGHLIGHTS
19 Jan 23 Feb
90 Days Business Challenge prize giving ceremony SME Bank Southern Region Outreach Programme
JANUARY FEBRUARY
MARCH
6 Mar 8 Mar
Launch of SME Bank UTC Johor SME Bank XCESS 2016
16 Mar 17 Mar
Distribution of Zakat (alms) to repair the houses Signing ceremony between SME Bank and Sterling
of the asnaf in Hulu Langat, Selangor Insurance Broker Sdn. Bhd.

EVENT
HIGHLIGHTS
19 Apr 29 Apr
MITI and Agencies monthly assembly SME Bank receiving the Human Capital Development Award and
at Menara SME Bank and launch of Best Sustainability Report Awards at the 39th ADFIAP Annual Meeting
Small Business Financing in Apia, Samoa
APRIL
MAY
14 May
Ramadan programme: Gotong-royong to clean up the Muslim cemetery at Kampung
Sungai Lalang, Semenyih, Selangor

EVENT
HIGHLIGHTS
9 Jun 14 Jun
Ramadan programme: Kuala Lumpur Ramadan programme: Cooking and
Regional Centre Zakat distribution to distribution of bubur lambuk in collaboration
Lg. Baru and Sentul, Kuala Lumpur with Selayang Community College
1 Jun
SME Bank receiving Top FI Awards
(Overall) and Top FI Awards (DFI) from
Credit Guarantee Corporation
Malaysia Berhad
22 Jun 26 Jun
Signing ceremony with Johor Petroleum Ramadan programme: Zakat presentation
Development Corporation Berhad (JPDC) with YAB Prime Minister in the Parliament of
Pekan, Pahang
JUNE
JULY
22 Jul 25 Jul
SME Bank's Hari Raya Open House Zakat contributions to asnaf communities in Kuala Kangsar, Perak

EVENT
HIGHLIGHTS
30 Aug 1 Sep
SME Bank National Day Celebration Launch of 4SME Mobile Application
AUGUST SEPTEMBER
NOVEMBER DECEMBER
10 Nov 29 Dec
SME Bank Y-Biz Challenge Prize Giving Ceremony Back to School Programme with Rumah Kasih Nurul Hassanah,
Ampang

SME
BANK
AWARDS AND
ACCOLADES
2011 - 2016

AWARDS AND
ACCOLADES
2011 2015 2016

PLAQUE OF MERIT FOR IQ-DAGANG TOP FI PARTNER AWARD (OVERALL) TOP SME SUPPORTER AWARD
- ADFIAP AWARDS 2011 - CGC SME AWARDS 2015 - PLATINUM BUSINESS AWARDS 2016
Association of Development Credit Guarantee Corporation SME Association of Malaysia
Financing Institutions in Asia and Malaysia Berhad
The Pacific (ADFIAP)
OUTSTANDING DEVELOPMENT
TOP FI PARTNER AWARD PROJECT AWARD FOR GRADUATE
2012 (DEVELOPMENT FINANCIAL ENTREPRENEUR FUND OR TABUNG
INSTITUTIONS) USA HAWAN SISWAZAH 2
MOST PREFERRED BRAND IN - CGC SME AWARDS 2015 (TUS 2) - ADFIAP AWARDS 2016
BANKING 2012 Credit Guarantee Corporation Association of Development
The BrandLaureate SMEs Best Brand Malaysia Berhad Financing Institutions in Asia and
Awards the Pacific (ADFIAP)
SILVER AWARD FOR THE EMPLOYER

2014 OF CHOICE CATEGORY BEST SUSTAINABILITY REPORT -
- MALAYSIA HR AWARDS 2015 ADFIAP AWARDS 2016
PLAQUE OF MERIT FOR YOUNG Malaysian Institute of Human Association of Development
ENTREPRENEUR INNOVATION Resource Management (MIHRM) Financing Institutions in Asia and
PROGRAMME (SME BANK Y-BIZ the Pacific (ADFIAP)
CHALLENGE) - ADFIAP AWARDS
2014 SAHABAT NEGARA SME
Association of Development RECOGNITION AWARD
Financing Institutions in Asia and (2015, 2014, 2013, 2012, 2011)
The Pacific (ADFIAP) SME Association of Malaysia
WEBSITE 5 - STAR RATING (2015,

2013, 2012, 2011)
Malaysia Government Portals and
Websites Assessment (MGPWA)

WHERE
WE ARE
SME BANK HEAD OFFICE
Menara SME Bank

Jalan Sultan Ismail
50250 Kuala Lumpur
Wilayah Persekutuan
Tel : 03-26152020
Fax : 03-26981748
PERLIS PULAU PINANG PERAK

KANGAR ENTERPRISE CENTRE NORTHERN REGIONAL CENTRE IPOH ENTERPRISE CENTRE
No. 6-7 PT 1489 Seriab No, 12A 28 Medan Istana
Business Complex Jalan Todak 3 Bandar Ipoh Raya
Jalan Kangar, Alor Setar Pusat Bandar Seberang Jaya 30300 Ipoh
01000 Kangar Bandar Sunway Perak
Perlis 13700 Perai Tel : 05-2417752/ 05-2417766
Tel : 04-9775466/ 04-9777466 Pulau Pinang Fax : 05-2557278
Fax : 04-9770466 Tel : 04-3906477/ 04-3906391
Fax : 04-3905934 SME BANK UTC PERAK
KEDAH No. 43, Urban Transformation Center
ALOR SETAR ENTERPRISE CENTRE SEBERANG JAYA ENTERPRISE CENTRE (UTC) Perak
No. 87 & 88 No. 12A Off Jalan Dato' Onn Jaafar
Kompleks Perniagaan Sultan Abdul Hamid Jalan Todak 3 30300 Ipoh
Persiaran Sultan Abdul Hamid Pusat Bandar Seberang Jaya Perak
05050 Alor Setar Bandar Sunway Tel : 05-2413608/ 05-2413607
Kedah 13700 Perai Fax : 05-2413610
Tel : 04-7774200/ 04-7774220 Pulau Pinang
Fax : 04-7774222 Tel : 04-3998585 SELANGOR
Fax : 04-3998475 SELANGOR REGIONAL CENTRE
SME BANK UTC KEDAH No. 1 & 3, Block A
Lot 3-10 UTC, Tingkat 3 BAYAN BARU BUSINESS CENTRE Jalan Keluli 7/110
Bangunan UTC Kedah 10, Jalan Tengah Bukit Raja Business Park
Kompleks MBAS Taman Sri Tunas Section 7
Jalan Kolam Air 11950 Bandar Bayan Baru 40000 Shah Alam
05675 Alor Setar Pulau Pinang Selangor
Kedah Tel : 04-6437733/ 04-6447934 Tel : 03-33593473
Tel : 04-7360003 Fax : 04-6446943 Fax : 03-33580471
Fax : 04-7360004

WHERE
WE ARE
SHAH ALAM ENTERPRISE CENTRE SME BANK SENTRAL ENTERPRISE CENTRE JOHOR
No. 1 & 3, Block A 3A-G Ground Floor SOUTHERN REGIONAL CENTRE
Jalan Keluli 7/110 Block 3A, Plaza Sentral No. 16, Jalan Padi Emas 5/2
Bukit Raja Business Park Jalan Stesen Sentral 5 Pusat Bandar Tampoi
Section 7 50470 Kuala Lumpur 81200 Johor Bahru
40000 Shah Alam Wilayah Persekutuan Johor
Selangor Tel : 03-22601643/ 03-22721191/ Tel : 07-2323991/07-2326016
Tel : 03-33581471/ 03-33588419/ 03-22721204 Fax : 07-2381480
03-33587491/ 03-33589943 Fax : 03-22601644
Fax : 03-33593701 JOHOR BAHRU ENTERPRISE CENTRE
SME BANK UTC KUALA LUMPUR No. 16, Jalan Padi Emas 5/2,
RAWANG BUSINESS CENTRE T3-8, Aras 3, Bangunan UTC Pusat Bandar Tampoi,
A21-G, Jalan Reef 1/1 Pudu Sentral Kuala Lumpur 81200 Johor Bahru
Pusat Perniagaan Reef 55100 Kuala Lumpur Johor
48000 Rawang Wilayah Persekutuan Tel : 07-2381470/ 07-2381477/
Selangor Tel : 03-20262246 07-2381479/ 07-2382376
Tel : 03-60914079/ 03-60914084/ Fax : 03-20262245 Fax : 07-2381480
03-60914085
Fax : 03-60914112 SEREMBAN BATU PAHAT ENTERPRISE CENTRE
SEREMBAN ENTERPRISE CNTRE No. 5, 5A, 5B, 6, 6A & 6B,
KAJANG ENTERPRISE CENTRE No. 295 Ground 1st and 2nd Floor Jalan Setia Jaya,
No 9 & 10, Jalan KP1/2 Jalan Bandar Senawang 16 Taman Setia Jaya,
Taman Kajang Prima Pusat Bandar Senawang 83000 Batu Pahat
Jalan Kajang Semenyih 70450 Seremban Johor
43000 Kajang Negeri Sembilan Tel : 07-4328903/ 07-4328584
Selangor Tel : 06-6716324/ 06-6716432 Fax : 07-4328597
Tel : 03-87333645/ 03-87334017/ Fax : 06-6716039
03-87334046 PASIR GUDANG BUSINESS CENTRE
Fax : 03-87333194 MELAKA No. 22 & 22 A
BANDAR MELAKA ENTERPRISE CENTRE Jalan Serungkai 18
KUALA LUMPUR Lot 8 & 10 Taman Bukit Dahlia
KUALA LUMPUR REGIONAL CENTRE Taman Lagenda 2 81700 Pasir Gudang
Aras 8, Menara SME Bank Jalan 1 Lagenda Johor
Jalan Sultan Ismail 75400 Melaka Tel : 07-2556477/ 07-2556240
50250 Kuala Lumpur Tel : 06-2880213/ 06-2880214/ Fax : 07-2556430
Wilayah Persekutuan 06-2880215/ 06-2880216
Tel : 03-26152022 Fax : 06-2880218 SME BANK UTC JOHOR
Fax : 03-26936791 Plaza Kotaraya
SME BANK UTC MELAKA L3-UTC-05
KUALA LUMPUR ENTERPRISE CENTRE Aras 1, Urban Transformation Centre Galleria @ Kotaraya
Aras 1, Menara SME Bank Bangunan UTC Jalan Trus
Jalan Sultan Ismail Jalan Hang Tuah 80000 Johor Bahru
50250 Kuala Lumpur 75300 Melaka Johor
Wilayah Persekutuan Tel : 06-2880173 Tel : 07-2213564
Tel : 03-26152020 Fax : 06-2832744 Fax : 07-2213634
Fax : 03-26988077

WHERE
WE ARE
KELANTAN EAST MALAYSIA REGIONAL CENTRE SARAWAK

KOTA BAHRU ENTERPRISE CENTRE SABAH SARAWAK REGIONAL CENTRE
Lot 35, Seksyen 8 SABAH REGIONAL CENTRE Lot 514 & 515
Jalan Kebun Sultan Lot 24 & 25, Block D Seksyen 6
15000 Kota Bahru Kepayan Perdana Jalan Kulas
Kelantan Jalan Lintas 93400 Kuching
Tel : 09-7442603 88865 Kota Kinabalu Sarawak
Fax : 09-7448361 Sabah Tel : 082-259955/ 082-259994
Tel : 088-413586/ 088-413587/ Fax : 082-243181
TERENGGANU 088-413588
KUALA TERENGGANU ENTERPRISE CENTRE Fax : 088-413279 KUCHING ENTERPRISE CENTRE
Tingkat Bawah (Lot G10) & Mezzaine Lot 514 & 515
Menara Yayasan Islam Terengganu KOTA KINABALU ENTERPRISE CENTRE Seksyen 6
Jalan Sultan Omar Lot 24 & 25, Block D Jalan Kulas
20300 Kuala Terengganu Kepayan Perdana 93400 Kuching
Terengganu Jalan Lintas Sarawak
Tel : 09-6223588/ 09-6223692 88865 Kota Kinabalu Tel : 082-259955/ 082-259994
Fax : 09-6222129 Sabah Fax : 082-243181
Tel : 088-413276- 088-413277/
PAHANG 088-413278 MIRI ENTERPRISE CENTRE
EAST COAST REGIONAL CENTRE Fax : 088-413279 Lot 1190, Ground Floor
Aras 2, B-14 1st Floor & 2nd Floor
Jalan Tun Ismail 1 TAWAU ENTERPRISE CENTRE Miri Water Front
Sri Dagangan TB 193-195 Jalan Permaisuri
25000 Kuantan Ground Floor 98000 Miri
Pahang Wisma DS Sarawak
Tel : 09-5135482/ 09-5135487 Jalan Bakau Tel : 085-418448/085-414418
Fax : 09-5135476 91000 Tawau Fax : 085-415488
Sabah
KUANTAN ENTERPRISE CENTRE Tel : 089-750500/ 089-767500/ BINTULU BUSINESS CENTRE
B-14, Jalan Tun Ismail 1 089-767800 No.259
Sri Dagangan Fax : 089-76332 Jalan Sultan Iskandar
25000 Kuantan Assyakirin Commerce Square
Pahang SME BANK UTC SABAH 97000 Bintulu
Tel : 09-5171630/ 09-5171499 Aras 4 Sarawak
Fax : 09-5171077 Jalan Belia Tel : 086-339336/ 086-339586/
Off Jalan Tunku Abdul Rahman 086-339587
SME BANK UTC PAHANG 88100 Kota Kinabalu Fax : 086-339597
Lot 2-10, Aras 2 Sabah
Bangunan UTC Pahang Tel : 088-238063/ 088-238068/ SME BANK UTC SARAWAK
Jalan Stadium 088-238069 Aras 1, Tingkat 4
25200 Kuantan Fax : 088-238069 Taman Kereta
Pahang Bangunan UTC Kuching
Tel : 09-5124027 Jalan Bukit Mata
Fax : 09-5120426 93100 Kuching, Sarawak
Tel : 082-243467

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LEADING

Mission COMMITMENT TURNS A PROMISE

TO DEVELOP SMEs TO BE THE NATIONS ENGINE OF GROWTH, TRUST

WELCOME TO THE THIRD ANNUAL

Prepared in accordance with the Global Reporting

SUSTAINABILITY REPORT 2016

SCOPE OF THE REPORT FEEDBACK

We focus on the key business sustainability activities of

SUSTAINABILITY REPORT 2016

SUSTAINABILITY REPORT 2016

RAWANG KUANTAN BINTULU

SHAH HEAD OFFICE EAST

SEREMBAN MELAKA PASIR

ENTERPRISE CENTRE URBAN TRANSFORMATION CENTRE

SUSTAINABILITY REPORT 2016

FINANCING APPROVALS PORTFOLIO GROWTH

No. of Accounts RM Billion

FINANCING PORTFOLIO ISLAMIC FINANCING

10,617 As at December 2016

No. of Accounts RM Billion

SUSTAINABILITY REPORT 2016

CEDAR'S ENTREPRENEURIAL COACHING PROGRAMMES UPWARD MIGRATION

Fee-Based Programme Non Fee-Based Programme No. Of Customers Migrated Upward

2013 2014 2015 2016 year

No. of Training Sessions No. of Pax

OPERATING PROFIT TOTAL ASSETS

SUSTAINABILITY REPORT 2016

DEAR VALUED SHAREHOLDERS,

2016s OPERATING ENVIRONMENT

SUSTAINABILITY REPORT 2016

SUSTAINABILITY REPORT 2016

SME BANKS UNIQUE

SUSTAINABILITY REPORT 2016

SUSTAINABILITY REPORT 2016

SUSTAINABILITY REPORT 2016

Sitting (from left) :

Standing (from left) :

SUSTAINABILITY REPORT 2016

PROFILES OF THE BOARD OF

TAN SRI FAIZAH MOHD TAHIR

Datuk Mohd Radzif comes from a diverse management background. He

PROFILES OF THE BOARD OF

Asri bin Hamidon was appointed as a Non-Independent Non-Executive

He is currently the Secretary, Government Investment Companies Division,

ASRI BIN HAMIDON

Ishak bin Ismail was appointed as an Independent Non-Executive Director

ISHAK BIN ISMAIL

SUSTAINABILITY REPORT 2016

PROFILES OF THE BOARD OF

Khairuzzaman Muhammad was appointed as an Independent Non-

Khairuzzaman Muhammad is one of the partners at Messrs. Zul Rafique &

Dato Jamelah binti Jamaluddin was appointed as an Independent Non-

She holds a Masters in Business Administration (Finance) from Central

SUSTAINABILITY REPORT 2016

PROFILES OF THE BOARD OF

PROF. DR. ABDUL BASIR

Dato Mohd Shukri Bin Hussin was appointed as an Independent Non-

Dato Mohd Shukri began his career as a Management Executive with

SUSTAINABILITY REPORT 2016