Bank Islam Integrated Annual Report 2020

ěȃǉ 9Ɂƃɨǁӗ ɽȃɨɁʍǼȃ ɽȃǉ 9ÇĄ: ɨǉʤȈǉʥǉǁ ɽȃǉ ɨǉɰʍȢɽɰ Ɂǹ ɽȃǉ ѵѳѵѳ 9KK ƃȶǁ ʥƃɰ satisfied with the overall conduct of the Boa rd and Boa rd Commi t t e e s , pa r t i c ipat i on by the membe r s , effectiveness of the Chairman of the Board and Board Committees as well as the performance of the Independent ÇKAɰӝ Āʍɨɰʍƃȶɽ ɽɁ ɽȃǉ ǹǉǉǁƹƃƺȟ ǹɨɁȴ ɽȃǉ 9KK ǹɁɨ ѵѳѵѳӗ ɽȃǉ ÃƃȶƃǼǉȴǉȶɽ ƃɨɨƃȶǼǉǁ ǹɁɨ a one-to-one engagement session between the Chairman and individual Board members, with the presence of the CEO and the Company Secretary. The outcome from this session were presented to the Board and several action plans were implemented which include: Inviting a Director who is not a member of a Board Committee to attend the Board Committee meeting as an Observer to be familiar with issues deliberated at the respective Board Commi t tees and bet ter understand the function of the respective Board Committee; Chairman of the respective Board Committees to brief the Board at every Board meetings on any key issues deliberated at the respective Board Committee meeting; and M a n a g e m e n t t o o r g a n i s e Brainstorming/Out of the Box Session between the Board and Management for engagement and discussion towards creation of ideas that would support the business strategies and at the same time provide an oversight to the Board. Directors’ Remuneration The Bank’s remuneration structure for Directors which is aligned to our strategic objectives, allows us to attract, motivate and retain high calibre talent. The design of our fees architecture complies with regulatory requirements, embraces market practices and trends. ěȃǉ 9Ɂƃɨǁ ȃƃɰ ǉɰɽƃƹȢȈɰȃǉǁ ƃ ǹɁɨȴƃȢ ƃȶǁ ɽɨƃȶɰɥƃɨǉȶɽ AȈɨǉƺɽɁɨɰԇ ĄǉȴʍȶǉɨƃɽȈɁȶ Framework which comprises retainer fees, meeting allowances and benefits in- ȟȈȶǁӝ ȶ ѵѳѵѳӗ ƃ ɨǉʤȈǉʥ Ɂǹ ɽȃǉ AȈɨǉƺɽɁɨɰԇ ɨǉȴʍȶǉɨƃɽȈɁȶ ʥƃɰ ƺƃɨɨȈǉǁ Ɂʍɽ ɽɁ ǉȶɰʍɨǉ that it remains relevant and competitive with the industry. This review is undertaken every three years and takes into account comparison against the industry peers ƃȶǁ yȈȶƃȶƺȈƃȢ ȶɰɽȈɽʍɽȈɁȶɰ AȈɨǉƺɽɁɨɰԇ KǁʍƺƃɽȈɁȶ ĀɨɁǼɨƃȴȴǉ ӯyAK yɁɨʍȴӰ AȈɨǉƺɽɁɨɰԇ ĄǉȴʍȶǉɨƃɽȈɁȶ ĄǉɥɁɨɽ ѵѳѴѸӝ Details of Directors’ remuneration during the year under review are disclosed in ÇɁɽǉ Ɂȶ ɥƃǼǉɰ ѵѸѻ ɽɁ ѵѹѴ Ɂǹ ɽȃǉ 9ƃȶȟԇɰ yȈȶƃȶƺȈƃȢ Čɽƃɽǉȴǉȶɽɰӝ Remuneration Policy for Senior Management Team (SMTs) and Material Risk Takers (MRTs) The Board is of the view that the disclosure of the remuneration of the top five ӯѸӰ ČǉȶȈɁɨ ÃƃȶƃǼǉȴǉȶɽ Ɂȶ ƃ ȶƃȴǉǁ ƹƃɰȈɰ Ȉȶ ƹƃȶǁɰ Ɂǹ ĄÃѸѳӗѳѳѳ ƃɰ ɨǉɧʍȈɨǉǁ ʍȶǁǉɨ ĀɨƃƺɽȈʤǉ Ѻӝѵ Ɂǹ ɽȃǉ Ã::{ ѵѳѴѺ Ȉɰ ȶɁɽ Ȉȶ ɽȃǉ 9ƃȶȟԇɰ ƹǉɰɽ Ȉȶɽǉɨǉɰɽ ƺɁȶɰȈǁǉɨȈȶǼ ɽȃǉ ƺɁȴɥǉɽȈɽȈʤǉ ȴƃɨȟǉɽ ǹɁɨ ɽƃȢǉȶɽ Ȉȶ ɽȃǉ Ȉȶǁʍɰɽɨʰӝ ěȃǉ ɽɁɥ ǹȈʤǉ ӯѸӰ ɽɁɽƃȢ ɨǉȴʍȶǉɨƃɽȈɁȶ Ɂǹ ČÃěɰ ƃȶǁ ÃĄěɰ ǁʍɨȈȶǼ ɽȃǉ ǹȈȶƃȶƺȈƃȢ ʰǉƃɨ ʍȶǁǉɨ ɨǉʤȈǉʥ ǹƃȢȢȈȶǼ ʥȈɽȃȈȶ ɽȃǉ ǹɁȢȢɁʥȈȶǼ bands as follows: Bands (RM) – Total Remuneration (Basic salary, fixed allowances and bonus) No. of SMTs and MRTs (Top ѸӰ ԿѺѸѳӗѳѳѳ ѺѸѳӗѳѳѳ ʍɥ ɽɁ Ѵӗѳѳѳӗѳѳѳ ѴӗѳѳѳӗѳѳѴ ʍɥ ɽɁ ѴӗѵѸѳӗѳѳѳ Ѵ ѴӗѵѸѳӗѳѳѴ ʍɥ ɽɁ ѴӗѸѳѳӗѳѳѳ Ѷ ѴӗѸѳѳӗѳѳѴ ƃȶǁ ƃƹɁʤǉ Ѵ 9ƃȶȟ ɰȢƃȴԇɰ ĄǉȴʍȶǉɨƃɽȈɁȶ ĀɁȢȈƺʰ ǹɁɨ ČÃěɰӣÃĄěɰ ƃɥɥȢȈǉɰ ɽɁ ƃȢȢ ČÃěɰ ƃȶǁ ÃĄěɰ ʥȈɽȃȈȶ ɽȃǉ 9ƃȶȟ ɽɁ ɥɨɁȴɁɽǉ ɽɨƃȶɰɥƃɨǉȶɽ ƃȶǁ ƃǁǉɧʍƃɽǉ ɨǉȴʍȶǉɨƃɽȈɁȶӝ ěȃǉ ĀɁȢȈƺʰ ɰǉɽɰ ǹɁɨɽȃ ƃɥɥɨɁɥɨȈƃɽǉ ǼɁʤǉɨȶƃȶƺǉ ƃɨɁʍȶǁ ɽȃǉ ěɁɽƃȢ Ąǉʥƃɨǁɰ Ɂǹ ɽȃǉ 9ƃȶȟԇɰ ČÃěɰӣ ÃĄěɰ ǹɁɨ ɽȃǉȈɨ ƺɁȶɽɨȈƹʍɽȈɁȶɰ ɽɁ ɽȃǉ 9ƃȶȟӗ ɽƃȟȈȶǼ ȈȶɽɁ ƃƺƺɁʍȶɽ ɽȃǉȈɨ ɨɁȢǉɰ ƃȶǁ responsibilities from the perspective of performance excellence, risk management, compliance and sustainability. 148 Accountabi l i t y Leader ship Financ ial Statement s CORPORATE GOVERNANCE OVERVIEW STATEMENT