Affin Bank Berhad | Annual Report 2020

50 ORGANISATION EXECUTIVE SUMMARY CORPORATE GOVERNANCE FINANCIAL STATEMENTS OTHER INFORMATION MANAGEMENT DISCUSSION & ANALYSIS DESPITE THE EXTREME CHALLENGES BROUGHT BY THE COVID-19 PANDEMIC, POLITICAL INSTABILITY AND STIFF COMPETITION IN THE MARKET, AFFIN BANK BERHAD (“AFFIN BANK”, “THE GROUP” OR “THE BANK”) HAS PERSEVERED, MAKING COMMENDABLE PROGRESS TOWARDS REALISING GROWTH AND PROFITABILITY, UNDERLINED BY CONTINUED EFFORTS IN SUSTAINABILITY. THE BANK IS TRANSFORMING ITSELF INTO AN AGILE, FOCUSED AND ALIGNED ENTITY IN ADDRESSING THE CHALLENGES AND CREATING OPPORTUNITIES WITHIN A DYNAMIC AND DRASTICALLY CHANGING MARKETPLACE. IN DOING SO, THE BANK HAS REGISTERED VARIOUS BUSINESS AND OPERATIONAL ACHIEVEMENTS. GROUP STRATEGIC THRUSTS AFFINITY IN MOTION 22 (AIM22) Transformation Programme Aligned with our vision to be the most creative financial institution in Malaysia, we have taken various strategic steps to elevate the way we operate and service our clients and stakeholders. Anchored to the five key elements of the Group’s value creation i.e. technology, services, innovation, rewards and people & culture - we continue to strive to elevate the Group to greater heights through the two-year transformation programme known as AIM22. The AIM22 Transformation Programme is a continuation of the Bank's efforts to achieve sustainable growth which begun to show early success. While the AFFINITY Transformation Programme (2016 to 2019) was mainly focused on building our internal strength and capabilities, AIM22 (2020 to 2022) revolves around the business model's viability, sustainability, and management of critical vulnerabilities. AIM22 is a two-year Metamorphosis Plan programme with 30 initiatives, covering the connectivity between organisation and individuals, supplemented by processes and capabilities to improve the banking proposition. 2020 OPERATIONAL REVIEW 2016 TO 2020 2 New Divisions 4 New Division He a ds 4 new Dep a rtments Reg a ining IT Ownerships Strengthening St a ff Force & Skills Affin Culture Building New Product Development Methodology New Integr a ted Credit M a n a gement Model Enh a nced Technology Ro a dm a p & G overn a nce New D a t a G overn a nce New Rel a tionship M a n a gement Model New Br a nch-Hub M a n a gement Fr a mework Or ga niz a tion & People Processes & C a p ab ilities