The Asian Banker Bank Technology Spend and Country Profiles provide comprehensive insights into the technology expenditure by leading banks across the Asia Pacific region including Singapore, Malaysia, Indonesia, China, Thailand, Hong Kong and Taiwan. 

The report for Malaysia provides insights into the current state of technology spend by leading domestic banks in Malaysia - CIMB, Hong Leong Bank, Maybank, RHB and Public Bank. The report provides comparative quantitative and qualitative analysis into recent major technology investments and priorities of the domestic banks. It offers hard data and estimates on top line technology spending, as well as bank specific information.

This key report of 95 pages includes 70 figures and charts. By subscribing to this report, you can benefit from the regular updates on all banks covered in Malaysia for one year.

1.Overview

1.1.Where are Malaysian banks on the Account Centricity to Customer Centricity Map

2.Comparative Bank Technology Spend Indicators

2.1.Total top-line technology spend of Malaysian banks

2.2.Technology spend breakdown

2.3.Technology spend as a percentage of operational expenses

2.4.Technology spend per staff

2.5.Technology spend as a percentage of shareholders’ funds

3.Individual Bank Profile

3.1.Malayan Banking Group (MayBank)

3.1.1.Key financial indicators

3.1.2.Breakdown of income by business lines

3.1.3.Breakdown of profit by business lines

3.1.4.Growth in asset size

3.1.5.Key vendors used chart

3.1.6.Vendor Product type relationship

3.1.7.Decision makers and influencers

3.1.8.IT organisational chart

3.1.9.Our description of the bank’s enterprise technology architecture

3.1.10.Our assessment of the technology spend breakdown by expense type

3.1.11.Our assessment of capital expense versus operational expenses

3.1.12.Our assessment of this bank’s procurement policy

3.1.13.Recent investments and innovations

3.1.14.Project priorities by technology area

3.1.15.Project priorities by business applications

3.2.CIMB Group 

3.2.1.Key financial indicators

3.2.2.Breakdown of income by business lines

3.2.3.Breakdown of profit by business lines

3.2.4.Growth in asset size

3.2.5.Key vendors used chart

3.2.6.Vendor product type relationship

3.2.7.Decision makers and influencers

3.2.8.IT organisational chart

3.2.9.Our description of the bank’s enterprise technology architecture

3.2.1. Our assessment of the technology spend breakdown by expense type

3.2.11. Our assessment of capital expense versus operational expenses

3.2.12. Our assessment of this bank’s procurement policy

3.2.13. Recent investments and innovations

3.2.14. Project priorities by technology area

3.2.15. Project priorities by business applications

3.2.16. Proposed merger between CIMB and RHB

3.3.Public Bank Group

3.3.1.Key financial indicators

3.3.2.Breakdown of income by business lines

3.3.3.Breakdown of profit by business lines

3.3.4.Growth in asset size

3.3.5.Key vendors used chart

3.3.6.Vendor product type relationship

3.3.7.Decision makers and influencers

3.3.8.IT organisational chart

3.3.9.Our description of the bank’s enterprise technology architecture

3.3.10. Our assessment of the technology spend breakdown by expense type

3.3.11. Our assessment of capital expense versus operational expenses

3.3.12. Our assessment of this bank’s procurement policy

3.3.13. Recent investments and innovations

3.3.14. Project priorities by technology area

3.3.15. Project priorities by business applications

3.4.RHB Banking Group

3.4.1.Key financial indicators

3.4.2.Breakdown of income by business lines

3.4.3.Breakdown of profit by business lines

3.4.4.Growth in asset size

3.4.5.Key vendors used chart

3.4.6.Vendor product type relationship

3.4.7.Decision makers and influencers

3.4.8.IT organisational chart

3.4.9.Our description of the bank’s enterprise technology architecture

3.4.10. Our assessment of the technology spend breakdown by expense type

3.4.11. Our assessment of capital expense versus operational expenses

3.4.12. Our assessment of this bank’s procurement policy

3.4.13. Recent investment and innovations

3.4.14. Project priorities by technology area

3.4.15. Project priorities by business applications

3.5.Hong Leong  Group

3.5.1.Key financial indicators

3.5.2.Breakdown of income by business lines

3.5.3.Breakdown of profit by business lines

3.5.4.Growth in asset size

3.5.5.Key vendors used chart

3.5.6.Vendor product type relationship

3.5.7.Decision makers and influencers

3.5.8.IT organisational chart

3.5.9.Our description of the bank’s enterprise technology architecture

3.5.10. Our assessment of the technology spend breakdown by expense type

3.5.11. Our assessment of capital expense versus operational expenses

3.5.12. Our assessment of this bank’s procurement policy

3.5.13. Recent investments and  innovations

3.5.14. Project priorities by technology area

3.5.15. Project priorities by business applications

3.6.AmBank Group

3.6.1.Key financial indicators

3.6.2.Breakdown of income by business lines

3.6.3.Breakdown of profit by business lines

3.6.4.Growth in asset size

3.6.5.Key vendors used chart

3.6.6.Vendor product type relationship

3.6.7.Decision makers and influencers

3.6.8.IT organisational chart

3.6.9.Our description of the bank’s enterprise technology architecture

3.6.10. Our assessment of the technology spend breakdown by expense type

3.6.11. Our assessment of capital expense versus operational expenses

3.6.12. Our assessment of this bank’s procurement policy

3.6.13. Recent investments and innovations

3.6.14. Project priorities by technology area

3.6.15. Project priorities by business applications

List of Figures

Figure 1.1: Malaysian Banks relative level of customer centricity

Figure 2.1: Estimated technology spend as a percentage of operating income- Maybank, CIMB and Hong Leong bank

Figure 2.2: Estimated technology spend as a percentage of operating income- RHB, Public Bank and AmBank

Figure 2.3: Estimated technology spend break-down

Figure 2.4: Estimated technology spend as a percentage of operating expense- Maybank, CIMB, Hong Leong Bank

Figure 2.5: Estimated technology spend as a percentage of operating expense- Ambank, Public Bank and RHB

Figure 2.6: Technology spend per employee- Maybank, CIMB, Hong Leong Bank

Figure 2.7: Technology spend per employee- Ambank, Public Bank, RHB Bank

Figure 2.8: Estimated Technology spend as percentage of shareholders’ funds- Maybank, CIMB, Hong Leong Bank

Figure 2.9: Estimated Technology spend as percentage of shareholders’ funds-  Ambank, Public bank and RHB

Figure 3.1: Key financial ratios- Maybank

Figure 3.2: Breakdown of income by business lines- Maybank

Figure 3.3: Breakdown of profit by business lines- Maybank

Figure 3.4: Growth in asset size-Maybank

Figure 3.5: Key vendors used chart- Maybank

Figure 3.6: IT organisational chart- Maybank

Figure 3.7: Our assessment of the technology spend breakdown by expense type- Maybank

Figure 3.8: Our assessment of IT capex versus opex- Maybank

Figure 3.9: Project priorities by technology area - Maybank

Figure 3.10: Project priorities by business applications- Maybank

Figure 3.11: Key financial ratios- CIMB

Figure 3.12: Breakdown of income by business lines- CIMB

Figure 3.13: Breakdown of profit by business lines- CIMB

Figure 3.14: Growth in asset size- CIMB

Figure 3.15: Key vendors used chart- CIMB

Figure 3.16: IT organisational chart- CIMB

Figure 3.17: Our assessment of the technology spend breakdown by expense type- CIMB

Figure 3.18: Our assessment of IT capex versus opex- CIMB

Figure 3.19: Project priorities by technology area- CIMB

Figure 3.10: Project priorities by business applications- CIMB

Figure 3.21: Key financial ratios- Public Bank

Figure 3.22: Breakdown of income by business lines- Public Bank

Figure 3.23: Breakdown of profit by business lines- Public Bank

Figure 3.24: Growth in asset size- Public Bank

Figure 3.25: Key vendors used chart- Public Bank

Figure 3.26: IT organisational chart- Public Bank

Figure 3.27: Our assessment of the technology spend breakdown by expense- Public bank

Figure 3.28: Our assessment of IT capex versus opex- Public Bank

Figure 3.29: Project priorities by technology area- Public Bank

Figure 3.30: Project priorities by business applications- Public Bank

Figure 3.31: Key financial ratios- RHB

Figure 3.32: Breakdown of income by business lines- RHB

Figure 3.33: Breakdown of profit by business lines- RHB

Figure 3.34: Growth in asset size- RHB

Figure 3.35: Key vendors used chart- RHB

Figure 3.36: IT organisational chart- RHB

Figure 3.37: Our assessment of the technology spend breakdown by expense- RHB

Figure 3.38: Our assessment of IT capex versus opex- RHB

Figure 3.39: Project priorities by technology area- RHB

Figure 3.40: Project priorities by business applications- RHB

Figure 3.41: Key financial ratios- Hong Leong Bank

Figure 3.42: Breakdown of income by business lines- Hong Leong Bank

Figure 3.43: Breakdown of profit by business lines- Hong Leong Bank

Figure 3.44: Growth in asset size- Hong Leong Bank

Figure 3.45: Key vendors used chart- Hong Leong Bank

Figure 3.46: IT organisational chart- Hong Leong Bank

Figure 3.47: Our assessment of the technology spend breakdown by expense- Hong Leong Bank

Figure 3.48: Our assessment of IT capex versus opex- Hong Leong Bank

Figure 3.49: Project priorities by technology area- Hong Leong Bank

Figure 3.50: Project priorities by business applications- Hong Leong Bank

Figure 3.51: Key financial ratios- Ambank

Figure 3.52: Breakdown of income by business lines- Ambank

Figure 3.53: Breakdown of profit by business lines- Ambank

Figure 3.54: Growth in asset size- Ambank

Figure 3.55: Key vendors used chart- Ambank

Figure 3.56: IT organisational chart- Ambank

Figure 3.57: Our assessment of the technology spend breakdown by expense- Ambank

Figure 3.58: Our assessment of IT capex versus opex- Ambank

Figure 3.59: Project priorities by technology area- Ambank

Figure 3.60: Project priorities by business applications- Ambank

The Technology Spend and Country Report 2014 is designed for the following decision makers:

• Decision makers in financial institutions, ranging from CIOs, CTOs, CROs heads of technology, innovation managers to business owners
• Senior executives from the financial industry responsible for transformation and innovation
• Senior executives in charge of mobile banking, payments, IT infrastructure, applications, security, procurement, business intelligence and operational risk management
• Regulators, bank supervision departments and risk monitoring units

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