mdm chuah evolution msian banking industry 130411 abm pdf
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Evolution of the Malaysian Commercial
Banking Industry
Presentation by The Association of Banks in Malaysia
for the
Financial Sector Talent Enrichment Programme (FSTEP)
Prominent Leaders Lectures onFinancial Service Industry
Wednesday, 13 April 2011
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Table of Contents
1. Broad classification of financial institutions2. Commercial Banking Business3. Going back to history4. Bank Negara Malaysias Financial Sector Masterplan
5. Transformation of the financial landscape - Mergers6. Strengthening the Commercial Banking Industry7. Building Blocks for Commercial Banking Business8. Financial Institutions Statistical System (FISS)9. Some Key Financial Data on the Industry
10. Customer centricity11. Background of The Association of Banks12. ABMs Organization Chart13. 2011 Key Initiatives External Perspective
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Broad classification of financial institutions
A commercial bank (or business bank) provides transactional and savingsaccounts and accepts time deposits.
Islamic banking refers to a system of banking or banking activity that isconsistent with the principles of Islamic law (Shariah) and its practical applicationthrough the development of Islamic economics.
An investment bank is a financial institution that assists individuals,corporations and governments in raising capital by underwriting and/or acting asthe client's agent in the issuance of securities. An investment bank may alsoassist companies involved in mergers and acquisitions, and provide ancillaryservices such as market making, trading of derivatives, fixed income instruments,foreign exchange, commodities and equity securities.
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Commercial Banking Business
Commercial banking business has evolved toencompass corporate banking, retail banking, and in
particular, trade finance and global markets. Cardsbusiness is also a key component of commercialbanking business.
On 31 March 1998, 39 finance companies were
merged into their respective core banks resulting inhire purchase business being now undertaken bycommercial banks.
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Going back to history
Institutionalized Banking in Malaysia - 150 years and still goingstrong
Malaysia has a legacy of international trade dating back to the 15thcentury i.e. when the Melaka Kingdom traded with China, India andEurope.
The roots of commercial banking in Malaysia can be traced back to asearly as the 1860s with the burgeoning British merchant communitiesin Penang and Singapore; the Straits Settlement (Penang, Singapore,Melaka) was established in 1867.
Penang became a springboard for banks Mercantile Bank (later asubsidiary of Hong Kong Bank and now HSBC) set up shop in the1860s, Chartered Bank (Now Standard Chartered) in 1875.
There were even banks set up by the Dutch and French communitiesin Penang in the late 1880s and the 1890s.
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Going back to history (cont.)
The History of the Banking Industry in Malaysia.Courtesy of the following contributors:-
(please refer to ABMs website: http://www.abm.org.my)
From HSBC: Its Malaysian Story book of HSBC BankMalaysia Berhad, published by Editions Didier Millet.
From the historical archives of Malayan Banking Berhad. From the historical archives of Standard Chartered Bank
Malaysia Berhad.
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Bank Negara Malaysias Financial Sector
Masterplan
The 1st Financial Sector Masterplan (FSMP) was launchedon 1 March 2001 by Bank Negara Malaysia (BNM). Itoutlined the future direction of the Malaysian financialstructure for the following decade (10 years).
FSMPs main objectives were to develop a more resilient,competitive and dynamic financial system with bestpractices that will contribute positively to the growth andstability of the economy notwithstanding the economiccycle.
It aimed to initiate the evolution of a core group ofdomestic financial institutions that are technologicallyadvanced and ready to face the challenges of globalizationand financial liberalization.
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Bank Negara Malaysias Financial Sector
Masterplan (cont.)
Some of the recommendations relating to the bankingsector:-
to develop industry-wide benchmarks to drive performanceimprovement in domestic banking institutions (DBIs)
to set-up board committees to further improve corporategovernance
to encourage strategic alliances
to encourage development of new delivery channels
to require management to emphasize on development of ICT
to deregulate pricing and rules of association on rates, feesand charges gradually
to facilitate the development of a conducive tax regime
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Bank Negaras Financial Sector Masterplan
(cont.)
Some of the recommendations relating to the bankingsector (cont.):-
to continue implementing risk-based supervision with morefocused supervisory attention on weak institutions
to refine calculation of risk weightings for the purpose ofcapital adequacy calculations
to increase product-specific and institutional transparencyand move towards full disclosure
to develop comprehensive framework for consolidated
supervision of financial conglomerates
to require provision of advisory services on financial planningand management to SMIs and small borrowers.
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Transformation of the financial landscape -Mergers
Banks have always been encouraged to merge in order to achieve economies ofscale and higher level of efficiency plus the need to maintain a high level of capital.
In July 1997, the Asian financial crisis started in Thailand with the collapse of theThai Baht. The crisis spread to most of South East Asia and Japan which sawslumping currencies and devalued stock markets and asset prices.
Measures were then taken to move the Ringgit from a free float to a fixed rateregime. Since the financial crisis, restructuring efforts were undertaken on thebanking sector to put them on a stronger footing to withstand further pressures andcontribute towards macro economic stability.
The merger programme for domestic banking institutions was initiated in 1999.
As at 31 December 2000, the merger programme was successfully implemented,with 50 out of 54 domestic banking institutions consolidated into 10 banking groupsand 94% of the total assets of the domestic banking sector rationalised andconsolidated.
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Line up after Final Round of Mergers
Original Anchor Banking Group Merged with
Malayan Banking Berhad Group
Malayan Banking Berhad
Mayban Finance Berhad
Aseambankers Malaysia Berhad
PhileoAllied Bank (Malaysia) Berhad
The Pacific Bank Berhad
Sime Finance Berhad
Kewangan Bersatu Berhad
Affin Bank Berhad Group
Perwira Affin Bank Bhd
Asia Commercial Finance Bhd
Perwira Affin Merchant Bank Bhd
BSN Finance Bhd
BSN Commercial Bank (Malaysia) Bhd
BSN Merchant Bankers Bhd
Alliance Bank Berhad Group
Multi-Purpose Bank Bhd
International Bank Malaysia Bhd
Sabah Bank Bhd
Bumiputra Merchant Bankers Bhd
Amanah Merchant Bank Bhd
Bolton Finance Bhd
Sabah Finance Bhd
Arab-Malaysian Bank Bhd Group
Arab-Malaysian Bank Bhd
Arab-Malaysian Finance Bhd
Arab-Malaysian Merchant Bank Bhd
MBf Finance Berhad
Bumiputra-Commerce Bank Bhd Group
Bumiputra-Commerce Bank Bhd
Bumiputra-Commerce Finance Bhd
Commerce International Merchant Bankers Bhd
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Line-up (cont.)
Original Anchor Banking Group Merged with
EON Bank Berhad Group
EON Bank Bhd
EON Finance Bhd
City Finance Bhd
Perkasa Finance Bhd
Malaysian International Merchant Bankers Bhd
Oriental Bank Bhd
Hong Leong Bank Berhad Group
Hong Leong Bank Berhad
Hong Leong Finance Bhd
Wah Tat Bank Bhd
Credit Corporation (Malaysia) Bhd
Public Bank Berhad Group
Public Bank Berhad
Public Finance Bhd
Hock Hua Bank Bhd
Sime Merchant Bankers Bhd
Advance Finance Bhd
RHB Bank Bhd Group
RHB Bank Bhd
RHB Sakura Merchant Bankers Bhd
Delta Finance Bhd
Interfinance Bhd
Southern Bank Bhd Group
Southern Bank Bhd
(later merged with Bumiputra-Commerce Bank
Bhd to become CIMB Bank Berhad)
Ban Hin Lee Bank Bhd
Cempaka Finance BhdPerdana Finance Bhd
United Merchant Finance Bhd
Perdana Merchant Bank Bhd
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Consequent Changes
Following the mergers, membership stood at 10 domestic banksand 12 locally incorporated international banks.
On 16 December 2000, Bank of China commenced operations inMalaysia. Membership increased to 23 comprising 10 domesticbanks and 13 locally incorporated international banks.
In 2006, following the merger of Bumiputra-Commerce BankBerhad with Southern Bank Berhad to form CIMB Bank Berhad,membership reduced to 22 banks comprising 9 domestic banksand 13 locally incorporated international banks.
In 2010, Industrial and Commercial Bank of China (Malaysia) Bhdjoined ABM and became its 23rd member.
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Consequent Changes (cont.)
Meanwhile, the domestic banks concentrated on organicgrowth to become strong players in the Malaysian bankingarena with some expanding their reach into internationalmarkets.
Todate, 6 domestic banks have established presence indifferent countries within the Asian region
AmBank, CIMB Bank, Hong Leong Bank, Maybank,Public Bank and RHB Bank.
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New Licenses
On 27 April 2009, BNM announced another phase of liberalization ofthe financial services sector with foreign banks being allowed tooperate in Malaysia under new licenses. Following the announcement,on 17 June 2010, pursuant to the Banking and Financial Institutions Act1989, 5 new commercial bank licenses were offered to the followingbanking institutions:-
1. BNP Paribas SA, France;2. Mizuho Corporate Bank, Japan;3. National Bank of Abu Dhabi, United Arab Emirates;4. PT Bank Mandiri (Persero) Tbk, Indonesia; and
5. Sumitomo Mitsui Banking Corporation, Japan (started operationson 11 April 2011).
Joint venture between Malaysia-India:-Bank of Baroda, Indian Overseas Bank, Andhra Bank
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New Licenses (cont.)
The presence of these foreign financial institutions areexpected to:-
- add to the diversity of the financial services industry
- support the new areas of growth including greentechnology
- facilitate the transformation of the Malaysian economytowards achieving high value-added and high incomeeconomy status
- further enhance Malaysias international linkagesthrough facilitating international trade and investmentflows between Malaysia and other parts of the world.
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Strengthening the commercial banking
industry
To safeguard against financial and operational risks thatbanks face, risk and capital management were adoptedto ensure that banks hold capital reserves appropriate tothe risks they are exposed to through their lending andinvestment practices.
Basel I and II uses a three-pillars concept
1. minimum capital requirement (addressingrisks credit risk, operational risk andmarket risk);
2. supervisory review; and
3. market discipline.
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Strengthening the commercial bankingindustry (cont.)
Basel III is a new global regulatory standard on bankcapital adequacy and liquidity agreed by the membersof the Basel Committee on Banking Supervision. Bankswill have to increase their core tier-one capital ratio to
4.5% by 2015. In addition, they will have to carry afurther counter-cyclical capital conservation buffer of2.5% by 2019.
Generally the rules would not impact Malaysian banks
negatively as the banking system in the country waswell capitalized. Proper risk management andsurveillance systems have been put in place at thebanks.
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Building Blocks for Commercial BankingBusiness
CAMEL = Capital, Asset Quality, Management, Earnings and Liquidity
Capital Utilization of capital is banks priority. Inefficiencies have to beremoved quickly. Capital utilized by non-core businesses or bybusinesses which do not generate earnings ought to be halted
Asset Quality Improve asset quality by entering into areas where risk ismore aligned to the banks appetite
Management Focus on better operational and cost efficiency. Re-engineer processes, rebuild human resources and improve on the banksinfrastructure
Earnings Concentrate on growing the banks asset/loan base with theavailable capital freed up. Coupled with initiatives to bring cost to incomeratio down, asset/loan growth will translate into profits for the bank
Liquidity Manage liquidity better by narrowing the cap between loansand deposits and a healthier loans to deposits ratio.
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Reporting requirement - FinancialInstitutions Statistical System (FISS)
Banks are required to maintain sufficient cash flows tocope with events of unusually heavy withdrawals.
BNMs Liquidity Framework sets out to:-
create awareness among banks of their fundingstructure and their ability to handle short to medium-term liquidity problems; and
provide banks with a better means of assessing thepresent and future liquidity positions.
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Financial Institutions Statistical System(FISS) (cont.)
Banks are required to submit to BNM via the Financial InstitutionsStatistical System (FISS) the following information:
Maturity profile of all balance sheet items and off-balancesheet items denominated in Ringgit Malaysia (RM) and foreign
currency, reported according to maturity in which have beenadjusted for behavioural pattern prevailing at the reportingdate
Maturity profile of all balance sheet items and off-balancesheet items denominated in RM and foreign currency reported
according to pure contractual maturity (no behaviouraladjustment)
Supplementary information on funding structure
Stock of liquefiable assets.
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Some Key Financial Data
Commercial banks
As at February 2011:
Risk-weighted capital ratio (RWCR) remained strong at
14.3%
Net non-performing loans (NPLs) remained stable at
2.3% of net loans
Pre-tax profit of RM5.7 billion (as at 4th Quarter 2010)
* As per BNMs Monthly Statistical Bulletin February 2011
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Some Key Financial Data (cont.)
Total Assets of Commercial Banks
* As per ABMs 2009 Annual Report and BNMs Monthly Statistical Bulletin January 2011
Year (RM billion)
2005 885.9
2006 1025.3
2007 1145.3
2008 1275.1
2009 1361.3
As atDecember
20101482.9
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Some Key Financial Data (cont.)
Total Deposits of Commercial Banks
* As per ABMs 2009 Annual Report and BNMs Monthly Statistical Bulletin January 2011
Year (RMbillion)
Total Deposits
FD DD SD
2005 432.3 66% 20% 14%
2006 489.3 68% 19% 13%
2007 518.4 64% 22% 14%
2008 557.4 64% 22% 14%
2009 586.5 63% 23% 14%
As atDecember
2010623.3 62% 24% 14%
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Some Key Financial Data (cont.)
Total Loans by sector as at December 2010
* Extracted from BNMs Monthly Statistical Bulletin January 2011
54.1% - Households (Housing loans,Hire Purchase loans, PersonalFinancing, Credit Cards)
9.9% - Manufacturing (includingAgro-based)
8.2% - Wholesale & Retail Trade,and Hotels & Restaurants
7.5% - Finance, Insurance &
Business services
4.7% - Real Estate
4.5% - Construction
3.4% - Education, Health and others
2.6% - Transport, Storage &Communications
2.2% - Primary Agriculture
1.3% - Other Sector
1.3% - Electricity, Gas & WaterSupply
0.3% - Mining and quarrying
2.240.30
9.91
1.29
8.23
4.45
4.69
2.59
7.51
3.36
1.32
Primary Agriculture
Mining and Quarrying
Manufacturing (including Agro-based)
Electricity, Gas and Water Supply
Wholesale & Retail Trade, and Hotels &Restaurants
Construction
Real Estate
Transport, Storage and Communications
Finance, Insurance and Business Activities
Education, Health and others
Household Sector
Other Sector
54.10%Total loans as at end2010 is RM716,878.9
million
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Some Key Financial Data (cont.)
Growth of Branches and Self Service Terminals of Commercial Banks from2005 December 2010
The significant growthin Self-ServiceTerminals compared tobank branchesindicates a growing inpreference amongstMalaysian customers touse these alternative
channels for bankingtransactions, given theflexibility of time andplace afforded by thesechannels.
* As per ABMs survey and BNMs
Monthly Statistical Bulletin January 2011
YearNo of BankBranches
Self-Service Terminals (SSTs)
ATMs Other SSTs
2005 1918 4646 3424
2006 1950 4972 3925
2007 1993 6147 4985
2008 2016 6927 6067
2009 2010 7901 6725December
20102026 8600 7624
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Reaching out to customers
Banks have transformed their businesses to becomemore consumer orientated. This includes creating two-way communication avenues between the consumerand the bank through:-
increase in the number of bank branches in the country;
establishing of contact of call centres; and
investing in technology to provide online banking servicesvia websites and mobile phones.
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Consumers can contact (cont.):-ABMConnect
eABMConnect
The Association of Banksin Malaysia
34th Floor, UBN Tower,
10, Jalan P Ramlee
50250 Kuala Lumpur
Tel : 1-300-88-9980
Fax : +603-20788004
Website :www.abm.org.my
BNMTELELINK
Corporate CommunicationsDepartment
Bank Negara Malaysia
Jalan Dato Onn
50480 Kuala Lumpur
Tel : 1-300-88-5465
Fax : +603-21741515
Email :bnmtelelink@bnm.gov.my
Website : www.bnm.gov.my
List of Banks Dedicated Lines for
Customer Services
1. Affin Bank Bhd : 1-800-88-38832. Alliance Bank Malaysia Bhd: 03-5516 9988
3. AmBank (M) Bhd : 1-300-80-8888
4. Bangkok Bank Bhd : 03-2173 7200*
5. Bank of America Malaysia Bhd: 03-2032 1133*
6. Bank of China (Malaysia) Bhd: 03-2162 6633*
7. Bank of Tokyo-Mitsubishi UFJ: 03-2034 8000*
8. CIMB Bank Bhd: 1-300-88-0900
9. Citibank Bhd: 03-2383 0000
10. Deutsche Bank (Malaysia) Bhd: 03-2053 6788*
11. EON Bank Bhd: 03-2616 1133
12. Hong Leong Bank Bhd: 03-7626 8899
13. HSBC Bank (Malaysia) Bhd: 1-300-88-1388
14. Industrial and Commercial Bank of China
(Malaysia) Berhad: 03-23808688*
15. J P Morgan Chase Bank Bhd: 03-2270 4111*
16. Maybank: 1-300-88-6688
17. OCBC Bank (Malaysia) Bhd: 1-300-88-5000
18. Public Bank Bhd: 1-800-88-3318
19. RHB Bank Bhd: 1-800-88-4663
20. Standard Chartered Bank: 1-300-88-8888
Malaysia Bhd
21. The Bank of Nova Scotia Bhd: 03-2141 0766*
22. The Royal Bank of Scotland Bhd: 03-2160 9888*
23. United Overseas Bank : 03-2612 8121
(Malaysia) Bhd
mailto:bnmtelelink@bnm.gov.myhttp://www.bnm.gov.my/http://www.bnm.gov.my/mailto:bnmtelelink@bnm.gov.my -
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Background of The Association of Banks
History The Association of Banks in Malaysia was formed in November1973.
Objectives of the Association can be summarized five-fold as
follows:- Establishing and promoting a sound banking system in Malaysia incooperation with Bank Negara Malaysia
Formulating and reviewing banking rules, operations and policies Improving consumer awareness and knowledge of banking products
and services Developing human capital for the banking industry Collaborating with other authorities, government ministries, privatesector groups and relevant organizations
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Background of The Association of Banks(cont.)
Our Members
Currently, there are a total of 23 commercial
banks, comprising 9 domestic banks and 14locally incorporated international banks.
Commercial banks constitute an importantgroup of financial institutions in Malaysia.
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Membership
Maybank(Chairman Bank)
Affin Bank Berhad
Alliance BankMalaysia Berhad
AmBank (M) Berhad
CIMB Bank Berhad
EON Bank Berhad
Hong Leong Bank
Berhad
Public Bank Berhad
RHB Bank Berhad
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Membership
Bangkok Bank Berhad
Bank of AmericaMalaysia Berhad
Bank of China
(Malaysia) Berhad
Bank of Tokyo-MitsubishiUFJ (Malaysia) Berhad
Citibank Berhad
Deutsche Bank(Malaysia) Berhad
HSBC Bank MalaysiaBhd
Industrial and Commercial Bankof China (Malaysia) Bhd
J.P. Morgan ChaseBank Berhad
OCBC Bank (Malaysia) Bhd
Standard Chartered BankMalaysia Berhad
The Bank of Nova Scotia Bhd
The Royal Bank of Scotland Bhd
United Overseas Bank(Malaysia) Bhd
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Structure
Council
Committee on
Banking Legislations, Policies,
Rules, Regulations &Interpretation
Committee on
Development of Capital &
Money Markets
Committee on
Finance
Fraud Risk
Committee
Committee on
Budget
Recommendations
Committee on
Consumer & Market
Conduct
Executive Director
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Rules,Regulations &Interpretation
Compliance& Oversight
Rules &Compliance
Operations& Refinement
PrudentialPolicy
FinancialMarket
Development
Consumer& MarketConduct
Finance & Admin
Corporate
Communications &Public Relations
FinancialIntelligence &
Research
Public RelationsCorporate
Communications
AdminHuman
ResourceAccounting &
TreasuryInternational
Desk
BankingLegislation
Strategy &Initiatives
Executive Director
ABMs Organisation Chart
Council
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CONSUMERS & OTHER RELEVANTEXTERNAL PARTIES
Engagement
A larger and dedicated team to handle complaints and
enquiries
Regular meet the consumers associations sessions
Road show and dialogues
Be accessible use of media (print, radio and TV) as
conduit
Reinforce ABMConnectas the conduit for public
engagement
Reinforce ABM website as a key communication tool
Build a positive and responsive image with external parties
Education
Joint educational programmes and meet the consumers
sessions with the various consumers associations
Play a strong supportive role to major consumer/SME
education programmes to be launched by BNM
Communication Updates on current issues via the ABM website,
issuance of press releases, public service
announcements, press ads, etc.Enhancing Banking Efficiency and Customer Services
Commence work on, and roll out other phases the SME
PARTNER initiatives
Collaborate with BNM on new micro-financing promotional
and educational initiativesCollaboration with PEMUDAH and BNM as well as other
relevant sectors on initiatives to enhance efficiency and
customer services
REGULATOR
Engagement
Participation and involvement
Continue relationship building with all
key regulatory authoritiesLiaison and spokesperson for member
banks
Present industrys view point on various
issues
Enhance internal capacity to harvest
industry comments and feedback as well
as data
MEMBERS
Engagement
Improved lines of communication
Leverage on state level sub-committees
Greater involvement of members
Handling of complaints
ABM to intermediate Ensure there is prompt and meaningful
response
Proper closure of cases
Improved services offering
Clear and transparent guidelines
Review and update of existing rules and
regulations
Best practices Introduction of a Code of Best
Practices
Benchmarking- Commence survey and standard setting
- Establish minimum standard levels
Reinforce common objective to be more
consumer centric
Compliance
Incentivization and Awards
Industry awards for excellence
A B M35
Specific focal points for 2011
2011 Key Initiatives External Perspective
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Questions and
Answers
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Thank you
Terima kasih
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