STRATEGY AND BUSINESS Strategic Intents The bank has formulated seven strategic intents that will drive TMB to achieve targets in line with the bank’s vision and strategy over the next five years. 1 Customer Centricity TMB places emphasis on the customer at a center of business operation by gathering and analysing customer’s behaviour in order to develop financial products and services to meet their needs and provide better customer experience. Moreover, TMB also measures customer satisfactory to continuously improve the Bank’s products and services. TMB will continue to support our customers in need of help from the impact of the COVID-19. 2 Build Deposit and Transactional Banking Products Excellence TMB has usedDeposit-led strategy to differentiate customer value proposition in deposit products and transactional banking services. With this strategy, TMBcandeepen relationshipwith customers andunderstand customers better which will result in TMB becoming main bank of customers. 3 Build Sustainable and Recurring Non-Interest Income TMB continued to emphasis on building sustainable non-interest income capability. Building non-interest income capability allows the Bank to effectively manage capital because of the minimal capital requirement compare to credit-related income, for example, bancassurance products and mutal fund products. Moreover, non-interest income will help ensure sustainable bottom line through business cycles. TMB applied businessmodel of distributor and open architecture by searching for suitable business partners and best product to be available on the Bank’s shelf. This is to ensure the best offering which cater to variety needs of our customers. 4 Continue Leading in Auto Loan and Lending Products After the merger, the Bank has leveraged the strength of TBANK’s auto loan which equipped with available personnel, car dealer network, and brand’s strength to further expand the business and to cater customer’s needs. For example, the offering of TBANK’s auto loans to TMB’s customers. With comprehensive financial product offerings and services, it enhances the Bank’s ability to cope with the change inmarket environment and competition, and to maintain its leadership position in auto lending. 5 Optimize Capital Utilization and Liquidity Management TMB is strongly committed to delivering the level of profit expected by investors and has set the target to earn same level of ROE with top bank performers within the next 3-5 years. To achieve this, the Bank continues to put our focus on selectively growing balance sheet to generate incremental return. 6 Enhance Digital Capability and Solutions The current financial transaction is continuously growing in the digital channel due to the shift in customer’s behaviour and rapid technological development. To be prompt in these changes, TMB has continually invested in IT infrastructure, cyber security and customer data privacy system, as well as developing staff’s competencies, corporate culture in alignment to the digital era and digitalizing business processes to speed up product development cycle and enhance better customer experience. 7 Capture Synergy Realization After the merger, the Bank has realized benefits from Balance sheet synergy, investment & cost synergy andRevenue synergy. The integration plan has been progressing and is on track for smooth business transition at EBT in July 2021. 10 Su s t a i n a b i l i t y Re po r t 2 0 2 0 I n t r odu c t i o n Cu s t ome r s En v i r o nme n t a l & So c i a l I mp a c t s Pe op l e Go v e r n a n c e App e nd i x
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