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Bank muamalat : a case study in islamic management

Bank muamalat : a case study in islamic management. GROUP II : Rusli, Rina, Satrio, Soleh, Edi,. FRAMEWORK RISIKO PADA PERBANKAN JENIS RISIKO RISK LOSS RISK EVENT KERUGIAN POTENSI KERUGIAN

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Bank muamalat : a case study in islamic management

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  1. Bank muamalat : a case study in islamic management GROUP II : Rusli, Rina, Satrio, Soleh, Edi,

  2. FRAMEWORK RISIKO PADA PERBANKAN JENIS RISIKO RISK LOSS RISK EVENT KERUGIAN POTENSI KERUGIAN BASEL I BASEL II PBI 5/8/2003 1. RISIKO KREDIT 1. RISIKO KREDIT 1. RISIKO KREDIT 2. RISIKO PASAR 2. RISIKO PASAR 2. RISIKO PASAR (AMENDMENT 3. RISIKO OPRS. 3. RISIKO OPRS. MARKET RISK 4. RISIKO LAINNYA 4. RISIKO LIKUIDITAS 1996) 5. RISIKO REPUTASI 6. RISIKO KEPATUHAN 7. RISIKO STRATEGIK 8. RISIKO HUKUM TIDAK DIPELAJARI DALAM MANAJEMEN RISIKO

  3. ESTABLISHMENT AND HISTORY Bank Muamalat, which commenced operations on 1 October 1999, is a full-fledged Islamic financial institution that operates under the Islamic Banking Act (1983). It is headquartered in Kuala Lumpur and is a leading financial institution offering Shariah based financial services and products. Bank Muamalat Malaysia Berhad (BMMB) is the second largest full-fledged Islamic bank and is envisaged to play its role in providing Shariah-compliant banking products and services to Malaysians, irrespective of race or religious beliefs, thus contributing to the development of modern Malaysia. Bank Muamalat operates as a nation-wide network of 46 branches, 5 service centres and a Labuan Offshore branch. The Bank has a staff strength of about 1,400 employees. Its shareholders are DRB-HICOM Group, which holds 70% of the shares while KhazanahNasionalBerhad holds the remaining shares.

  4. The Mission The mission of the bank is “to build the bank into a modern, dynamic and strong Islamic Bank” that would play a role in providing a viable alternative to the conventional banking system and contribute to the development of modern Malaysia.

  5. MANAGEMENT STRUCTURE • Treasury • Finance • Corporate Communications • Company Secretarial and Legal • Investment Banking • Business Banking • Information Technology • Administration and Property • Entrepreneur Development • Human Resource Management • Internal Audit • Branch Management and Performance • Operations • Commercial Banking • Credit Assessment • Credit Supervision and Recovery • Risk Management

  6. PUTTING INFORMATION TECHNOLOGY TO WORK Bank Muamalat allocated RM17 million for investment in information technology (IT) systems in line with its business plans for 2000. The allocation included RM2.25 million to finance the implementation of a Microsoft Digital Nervous System (DNS). With the DNS, the Bank is expected to operate an effective and efficient information sharing and communication system across the organisation, thus enabling it to respond and react more rapidly to customer feedback. Computer Systems Advisers (M) Berhad (CSAM) was appointed to implement the system

  7. FUTURE PLANS AND PROSPECTS As stated in the Directors’ statement to the Annual Report 2003, Bank Muamalat has been facing a challenging environment over the last few years. There is a clear need to take a relook at its financial & operational position to formulate new strategies. It opted for a niche strategy of focusing on two growth sectors of (i) retail and consumer financing , and (ii) Islamic capital market.

  8. Ekspose Risiko The Future Plans • Credit / Financing Risk • Mitigasi : SOP, HR • Market Risk • Mitigasi : Management Market • Liquidity Risk (FDR) • Mitigasi : Management Liquidity / Cash Flow • Strategic Risk • Mitigasi : Measurement / Evaluation

  9. The End

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