This is the Full Year Analyst Briefing as at 31 March 2010 for Alliance Financial Group Berhad (AFGB).

1. ALLIANCE FINANCIAL GROUP
ANALYST BRIEFING
- 12 Months Ended 31 March 2010 -
Gaining Momentum

2. An update on the Management Relief Committee (MRC)
Terms of Reference
Objective o To deal with day-to-day matters to ensure proper management of the Bank in the
absence of the Group Chief Executive Officer (GCEO) and Group Chief Operating Officer
(GCOO)
Reporting Line o MRC reports directly to the EXCO and it consults the Board on all relevant matters in the
same manner usually expected of the GCEO or GCOO
Current o Mr. Choo Joon Keong - Head, Corporate Banking
Membership o Mr. Eric Lee - Group Chief Financial Officer
o Ms. Liew Swee Lin - Head, Consumer Banking
o Tn. Hj. Yahya Ibrahim - Chief Executive Officer, Alliance Islamic Bank Berhad
o Mr. Pang Choon Han - Acting Group Chief Risk Officer
o Mr. Choy Kah Yew - Relief Officer, Alliance Investment Bank Berhad
Other o MRC has all the powers of the GCEO as stipulated in the Approval Authority Limits
Manual, excluding loan approval powers
o Mr. Choo Joon Keong chairs MRC meetings. In his absence, other members elect the
chair from among themselves. Meetings are minuted
o The Committee meets as and when required
2

3. AGENDA
• FY2010 Financial Performance
• Business Strategy & Key Guidance
•Q&A
3

4. Financial
Performance
Strong financial results, set good foundation for FY2011
RM „m PAT Operating Profit
140 138.8 • Group recorded PAT of RM301.5m, growth
122.3 31.7% YoY and above market consensus of
120 130.3
116.7
RM276.7m (as at March 2010)
100
80 • Q4 Operating Profit growth 41% YoY during the
100.0 same period last year
60
78.1 77.2
40
46.2 • Key drivers on full year basis:
20
(a) Steady NIM and improve cost of funds -
1Q10 2Q10 3Q10 4Q10
better than industry average
RM „m
600 547.5 (b) Islamic Banking income growth 49%
509.9
YoY
430.2
495.4 (c) Cost management - taming operating
400 expenses
(d) Improved NPL rate and reduction on
380.1 provision
200
301.5
228.9
107.4 • EPS stood at 19.7 sen in 2010 growth 32% YoY
0
2007 2008 2009 2010 4

5. Financial
Performance
Revenue streams
Non-Interest Income Islamic Banking Income Net Interest Income - lhs OPR - rhs
Net Interest Income RM „m
190 3.65%
300
RM „m 277.1 277.6
253.7 249.2 180 3.35%
200 55% 170 3.05%
60% 166
56%
61%
160 2.75%
153 154
181 166
100 150 2.45%
23% 24%
20% 25% 162 142
140 157 2.15%
21% 19% 21%
15%
0 130 1.85%
1Q10 2Q10 3Q10 4Q10 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10
1,200
RM „m
1,064.5 • Net interest income accounts for 59.6% of net
923.7 income, grew 6.5% YoY in 4Q. Islamic banking
900
income rose 77.5% from 52.9% period last year
62% 58%
600 62% 63% • 4QFY10‟s non-interest income was badly affected
by the lower gain from realization of investment
securities
300 11% 16% 23%
15%
• AIS loan book accounts for 16.1% of Group‟s total
23% 26% 22% 19% loans
0
2007 2008 2009 2010 5
* % of net income

6. Financial
Performance
Loans growth primarily driven by Consumer Banking
Consumer
Loans Breakdown by Businesses 13,500
RM 'm - lhs
10
12,000 % QoQ - rhs 8
FYE FYE FYE 2010 % change 10,500 6
RM 'm 31/3/09 31/3/10 1Q 2Q 3Q 4Q •YoY •QoQ 9,000 4
7,500 2
Consumer 11,499 12,800 11,869 12,172 12,621 12,800 11.3% 1.4%
6,000 0
Dec-06 Sep-07 Jun-08 Mar-09* Dec-09
Commercial
/SME 5,192 5,635 5,232 5,362 5,377 5,635 8.5% 4.8% 6,000
Commercial / SME 13
RM 'm - lhs
% QoQ - rhs
5,500 8
Corporate 2,567 2,723 2,577 2,731 2,698 2,723 6.1% 0.9% 5,000 3
4,500 -2
Exit Books 333 252 306 288 276 252 -24.3% -8.7% 4,000 -7
3,500 -12
Mar-09*
Total 19,591 21,410 19,984 20,553 20,972 21,410 9.3% 2.1% Dec-06 Sep-07 Jun-08 Dec-09
* QoQ growth fluctuate for Mar-09 due to re-tagging of mass market
and shop-houses loans
Corporate
• AFG loans growth of 9.3% was slightly lower compared to industry of 3,000
RM 'm - lhs
50
% QoQ - rhs
35
10.2% as of March 2010 2,700
20
• AFG loans growth momentum holding relatively steady at +2.1%QoQ in 2,400
5
4QFY10, but slower compared to +2.8%QoQ in 2QFY10 2,100
-10
• Exit book loans have gone down further to RM252m in 4QFY10 from 1,800
-25
RM306m in 1QFY10 1,500 -40
Dec-06 Sep-07 Jun-08 Mar-09 Dec-09 6

7. Financial
Performance
Improvement in NIM due to portfolio re-pricing and lower cost of funds
3.2%
3.0%
2.8%
2.6%
2.4%
2.2%
Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
AFG 3.1% 3.1% 3.0% 2.9% 2.6% 2.3% 2.6% 2.7% 2.8%
Industry 2.7% 2.7% 2.6% 2.7% 2.6% 2.6% 2.7% 2.7% 2.7%
KEY DRIVERS
Consumer SME Commercial Group Corporate
NIM NIM NIM NIM
4.0% 4.5% 4.3% 3.0%
3.8% 4.1%
4.3% 2.8%
3.6% 3.9%
4.1% 2.6%
3.4% 3.7%
3.2% 3.9% 2.4%
3.5%
3.0% 3.7% 3.3% 2.2%
Apr-09 Jul-09 Oct-09 Jan-10 Apr-09 Jul-09 Oct-09 Jan-10 Apr-09 Jul-09 Oct-09 Jan-10 Apr-09 Jul-09 Oct-09 Jan-10
7

8. Financial
Performance
Sustaining business productivity with cost management
Total Operating Expenses Growth
Personnel Cost Establishment Costs 100%
Marketing Expenses Admin & General Expenses 96.2%
100%
14.0% 9.3% 11.2% 10.4% 9.0% 80%
7.0% 3.1% 3.3% 3.0%
3.5%
80% 60%
21.3% 27.1% 25.8% 28.2%
25.2%
40%
60%
20% 15.9%
11.0%
40% 0.6% 3.2%
0% 6.1%
1.1%
57.3% 62.4% 58.6% 60.5% 59.8% 4Q08 2Q09 4Q09 -1.7% 2Q10 4Q10
20% -20% -14.3%
Cost Income Ratio
0% 65%
2006 2007 2008 2009 2010 62.1%
* % share of total operating expenses
60%
• Personnel costs remain the main operating cost
55% 54.0% 53.0%
• Establishment cost, expansion branches upgrade and 54.0%
expansion of business 49.4%
50% 50.9% 50.0%
50.0%
• Improvement in cost management resulting total other
48.1%
operating expense to decline 1% YoY 45%
4Q08 2Q09 4Q09 2Q10 4Q10 8

9. Financial
Performance
Balance sheet - strong fundamental
Majority 80%+ Loan are on Variable Rate CASA at top quartile of industry
Fixed Variable (BLR) CA - lhs SA - lhs
Variable (Cost Plus) LD Ratio FD - lhs Others - lhs
100% 18% Deposit Growth - rhs
100% 5% 25%
16% 17% (91%) 12% 7%
(20%) 20%
80%
80%
(78%) (77%) 60%
15%
60% (12%) 52%
60% 55% 10%
67% 68% 66%
40% 40% 5%
7%
8% 6% 0%
20% 20% 34%
27% 27% -5%
17% 15% 16% (-8%)
0% 0% -10%
2008 2009 2010 2008 2009 2010
Loan Maturity Structure - mostly long-term Fixed Deposit - heavily skewed less than 6 months
Due< 6M 6M - 12M 13M - 60M
100%
4% 2% 1%
24% 25% 29%
80%
Due< 12M
29% 60%
> 5 YRS
60% 40% 73%
72% 70%
13M - 36M
20%
4%
3YRS - 5
YRS 0%
7% 2008 2009 2010 9

10. Financial
Performance
Strong asset quality - a mirror image of conservative of risk management
NPL - heading south SP made - lhs
Total Provision - lhs
RM „m Gross NPL Net NPL Loan Loss Coverage (%) - rhs
1,600 RM „m
800 99.7% 100%
1,400
1,200 94.4%
721
1,000
800 700
600
400 600 80%
79.9%
200
Mar-07 Sep-07 Mar-08 Sep-08 Mar-09 Sep-09 Mar-10
Gross & Net NPL Ratio - matching industry standard
67.5%
AFG - Net NPL AFG - Gross NPL 719
469
Industry - Net NPL Industry - Gross NPL
12
10.8 400 60%
10.1 397
658
9 8.8
7.9
7.0 333
6
6.0 418
5.4 5.2
4.5 4.5 348
4.1 3.9 3.8 48.5%
320
3
200 40%
0 2006 2007 2008 2009 2010
Mar-07 Sep-07 Mar-08 Sep-08 Mar-09 Sep-09 Mar-10 10

11. Financial
Performance
Strong capital base to sustain growth and industry challenges
RWCR (%) AFG Industry • AFG‟s core capital and RWCR continued to
16
15.4
improve to 11.1% and 15.4% in 4QFY10
14.6
14.8 compared to 11.0% and 15.2% in 3QFY10
14.9
14
• AFG‟s RWCR is 0.5 percentage higher than
15.4 15.4 industry average. Ability to take stresses,
14.9 15.2
12 evidently in higher equity-to-asset ratio (9.3% in
4QFY10 compared to 8.7% in 4QFY09)
10
1Q10 2Q10 3Q10 4Q10 • Capital Plan
Core Capital • Maintained strong capital profile
11.5
• Increase economic modeling scenario
• BASEL II standard approach
11.0 11.1
• Review BASEL II & III framework
10.5 • Development of dynamic dividend policy
10.9
11.2
10.0
10.2
10.3 • Total Capital base of 3.3b increased 5% YoY.
Tier 1 Capital represents 73% improved to 2.4b
9.5
2006 2007 2008 2009 2010
11

12. Financial
Performance
Key Financial Ratio FY 2010
FY09 FY10 1Q 2Q 3Q 4Q
• Net Interest
Profitability 2.8 2.6 2.3 2.6 2.7 2.8
Margin
• Cost of Fund 2.7 1.9 2.1 2.0 1.9 1.7
• NFI / Total Income 22.4 24.2 27.8 24.0 24.5 24.2
Business • Cost Income Ratio 53.3 52.1 54.0 50.9 53.0 50.0
Performance
• LD Ratio 76.6 90.6 82.4 90.3 88.9 90.6
• RWCR 14.7 15.4 14.9 15.4 15.2 15.4
• Gross NPL 4.5 3.8 4.5 4.1 3.9 3.8
Asset
Quality • Net NPL 1.8 1.8 1.9 2.0 1.9 1.8
• LLC 99.7 94.4 97.7 89.0 91.0 94.4
• ROAA 0.8 0.9 0.6 0.8 0.9 0.9
Shareholder • ROAE 8.6 10.5 6.6 8.8 10.5 10.5
Value
• P / BV 0.9x 1.5x 1.3x 1.4x 1.4x 1.5x
12

13. • FY2010 Financial Performance
• Business Strategy & Key Guidance
•Q&A
13

14. Business
Strategy
Moving from transformation journey to sustainable growth
Growing
assets entity in need of the “rising star”
transformation -Tap on sustainable advantage
• Smallest Local Bank
• Limited Competitive Advantage
3Sustainable Growth
• Effective New Channels
• Stronger Pipeline
• High X-Sell
• Balanced Portfolio Mix
consolidating maximising
1 Restructuring revenue
• Stronger Management
• Improve Portfolio Quality:
- Cleanup of Balance Sheet
2 Competitive
Positioning
• New Business Models
- Revamp Risk Management
- Reshaping of Portfolio Mix • New Capabilities
Shrinking • Rebasing Cost Operating Platform • Build Benchstrength; Develop Talent
assets • Drive High Performance Culture
Unprofitable Profitable
14

15. Business
Strategy
Niche bank strategy remains with an emphasis on execution
Favourable Economic Environment Strong Bank Assets
• Net beneficiary of rising interest rates • Customer relationships • People
• Streamlining negative industry list • Risk capabilities • Network
• Systems • Brand
Priority Growth Areas for 2010/11
Drive Fee Grow “Koop” Build Wealth Enhance
Income Loans Management Cross-Selling
Segment driven growth, leveraging shared expertise
Consumer SME Commercial Corporate
Islamic Asset Mgt. Inv. Bank Treasury
15

16. Business
Strategy
Koop loans - expanding to capitalise on market opportunities
• Large, under-penetrated market of 1.2m civil servants with high
demand
Opportunity • High profitability due to salary deduction mechanism
• AFG has built close to RM1b balances since February 2009,
8% of market share
• Excellent relationship with strong partner
• Attractive pricing - mid-level rates charged by other players.
Highest industry rate in the region of high teen and lowest rate
Our in the region of mid single digit
Approach
• Strong Asset Quality: NCL of 0%
• Target market of professional grade civil servants
• Sales force organised to deliver continued strong growth
16

17. Business
Strategy
Wealth Management - building a cross-Group business
• Wealth management is an attractive, high growth area of the
overall banking market, driven by economic growth and
increasing affluent customer segment
Opportunity • AFG AUM size: RM783m vs. industry of RM204b (unit trust)
• AFG accounts for less than 1% of market share
• Our broad 2.5% market share provides us with an under-
leveraged customer opportunity
• Cross business unit WM team, leveraging on our segmented
relationship approach
Our • Financial Advisory Model - sales force training, incentives
Approach
• Sourcing best third party products, eg. Bancassurance
• Increased own-product availability through AIM
17

18. Business
Strategy
Raising the contribution of Fee Income
• Currently 24.2% of total income
Opportunity • Industry average of 27.0% of total income
• Means to address tight industry NIMs
• Grow fee income at least as fast as non-fee income
• Opportunities exist in all business units
Our
Approach • Key product opportunities are in FX, Treasury and Wealth
Management
• Leverage Investment Banking and Treasury capabilities
18

19. Key
Guidance
Over the medium term (3-5 years) we will ...
Loan
Growth … return to above market growth (12%+ in FY2010/11)
NPLs … remain better than industry
… move to industry average (45 - 48%) through Y-o-Y
improvements, driven by:
CIR
• targeted revenue growth
• productivity focus on costs
… achieve industry average (14 - 16%) through Y-o-Y
improvements, driven by:
ROE
• focus on underlying earnings
• prudent capital management
Dividend
Policy … pay “as much as we can afford, whenever we can”
19

20. Corporate
Responsibility
Responsible corporate conduct is at the heart of how we do business
Maintaining a
Engaging the Developing our Conserving our
Conducive
Marketplace Community Environment
Workplace
• Engaging • Competitive • Encouraging • Supporting worthy
stakeholders and employee benefits volunteerism environmental
investors causes
• Robust human • Reaching out to
• Enhancing capital communities • Generating
shareholder value development awareness among
• Fuelling our employees
• Nurturing customer • Proactive educational
growth employee pursuits • Minimising our
engagement carbon input
• Undertaking good • Promoting local
corporate • Stringent health arts and sports • Conserving natural
governance and safety resources
practices practices • Lending support in
times of need • Encouraging
• Highlighting sustainable
customers business practices
20

21. Corporate
Responsibility
In 2010/11 we will focus on two key areas
Communities Environment
Employee Empowerment Carbon Audit
• Community day programme We will
• Staff selected, local needs • … measure our impact
• Corporate time and financial support • … set targets
• Awards programme • … improve over time
• … and report transparently
Donation Matching Programme Sustainable Lending Policies
• Staff select from approved charity list • Voluntary standards under development
• RM2m set aside for corporate matching • Encourage good practices/mitigate
• Initial areas: negative impacts
 Children • Equator principles a key reference
 Women
 Physically & Mentally Challenged
21

22. Key
Messages
Improving macro-economic conditions
• Stronger consumer and business sentiments will drive higher income growth, better job prospects
and support spending
• Risk remains with possibility of a double-dip recession
Staying close to customers
• Management hallmarks to include customer-friendly approach proven execution effectiveness and
lending commitments
• Product and service enhancements and mass affluent proposition
Gaining momentum
• Proportionate risk and balance sheet usage to drive better margins business
• Strong customers and business linkages - “ONE BANK”
• Diversification of income via stronger asset driven income and increased contribution from fee
income 22

23. THANK YOU
Investor Relations
Alliance Financial Group
7th Floor, Menara Multi-Purpose, Capital Square
8 Jalan Munshi Abdullah
50100 Kuala Lumpur, Malaysia
www.alliancebank.com.my/investorrelations.html
23

24. Appendices
24

25. Income statement RM ’m
2010 2009 YoY % 2008 2007 2006
Interest Income 1,094.4 1,250.6 -12.5% 1,216.4 1,122.1 1,015.8
Interest Expense (477.5) (596.0) -19.9% (579.5) (549.5) (525.7)
NIM 616.9 654.6 -5.8% 636.9 572.6 490.1
Islamic Banking 245.8 165.1 48.9% 115.2 135.0 76.8
Other Income 201.8 235.0 -14.1% 265.4 216.1 201.6
Net Income 1,064.5 1,054.8 0.9% 1,017.5 923.7 768.4
Operating Expenses (554.6) (559.4) -0.9% (470.1) (493.5) (437.1)
Operating Profit 509.9 495.4 2.9% 547.5 430.2 331.3
Writeback/Allowance for NBD 31.9 (115.1) 127.7% 60.7 (289.6) (598.1)
Allowance for Impairment (132.9) (76.9) 72.7% (106.1) 10.2 (16.4)
Total Provision (101.0) (192.1) -47.4% (45.4) (279.4) (614.5)
PBT 408.9 303.3 34.8% 502.1 150.8 (283.1)
Tax (107.4) (74.4) 44.3% (122.0) (43.4) 81.7
PAT 301.5 228.9 31.7% 380.1 107.4 (201.4)
• The Group‟s PBT increased by 34.8% compared to last financial year primarily due to increase in
operating profit by 2.9% and higher write-back of loan allowances and reduction of general allowance rate
to 1.5%
• The Group‟s other operating income decreased by 14.1% compared to last financial year largely attributed
to lower gain from the realization of investment securities despite higher brokerage fees income
25

26. Income statements RM ’m
Q4 2010 Q4 2009 YoY% Q3 2010 QoQ Q2 2010 Q1 2010
Interest Income 269.6 300.6 -10% 271.3 -1% 276.4 276.1
Interest Expense (104.0) (143.9) -28% (117.5) -11% (123.5) (134.3)
NIM 165.6 156.8 6% 153.8 8% 152.9 141.8
Islamic Banking 71.0 40.0 78% 65.7 8% 49.6 58.9
Other Income 41.0 63.9 -36% 57.7 -29% 46.7 53.0
Net Income 277.6 260.6 6% 277.1 0% 249.2 253.7
Operating Expenses (138.8) (162.0) -14% (146.8) -5% (126.8) (137.0)
Operating Profit 138.8 98.7 41% 130.3 6% 122.3 116.7
Writeback/Allowance for NBD (19.4) (35.7) 46% (1.3) 1400% 80.9 (25.0)
Allowance for Impairment (12.0) (57.3) 79% 2.0 -709% (95.1) (29.2)
Total Provision (31.5) (93.0) -66% 0.7 -4739% (14.2) (54.2)
PBT 107.4 5.7 >100% 131.0 -18% 108.1 62.4
Tax (30.2) (4.8) >100% (31.0) -2% (30.0) (16.2)
PAT 77.2 0.8 >100% 100.0 -23% 78.1 46.2
• The Group‟s PBT decreased 18% compared to preceding quarter due to lower recoveries on loans and further
provision on CLO
• Q4 operating profit growth 41% YoY and PAT closed at 77.2m
26

27. Collateralised Loan Obligations (CLOs) are a matter of the past
RM'm Kerisma Idaman Capital CapOne
Total AFG's Total AFG's Total AFG's
Issuance Exposure Issuance Exposure Issuance Exposure
● Total Issuance 1,000m 175m (17.5%) 800m 240m (30%) 1,000m 10m (1%)
● Maturity Date Jun-09 Oct-11 Sep-10
Key points: • Matured already • As at March 2010, the • Impairment
Group had made 100% provision - none
provision
• AFG‟s exposure is fully
covered • Small exposure of
AFG on it
• AFG has 100%
exposure at super
senior level
27

28. Profit Equalisation Reserve (PER) is a mechanism introduced by BNM provided in “The Framework of Rate of
Return” (BNM/GP2-i). A tool unique to Islamic banking in Malaysia to manage the fluctuations in deposits rates. PER
is maintained up to 30% of total Islamic Banking Capital Fund. [Capital Fund @ 31/3/10: RM396m x 30% = RM119m]
Prior Now
PER is charged / (write back) to P&L according RM26.4m is appropriated out of
to BNM/GP2-i retained profits to PER
RESERVES
50.1m (18.3)m Non-distributable: RMm
1Q +0.7m (3.8)m Statutory reserve 493.5
3Q 4Q Capital reserve 7.0
(2.3)m Revaluation reserve 7.4
2Q 26.4m 26.4m Employees' share scheme reserve 12.3
Share premium 304.3
Profit equalisation reserve 26.4
write back to P&L
850.9
Distributable:
Retained profits 594.8
opening closing 1,445.7
1 Apr 09 31 Mar 10
Based on BNM advice, we are now moving towards BNM Direction on PER treatment by setting PER out of
Retained Profits.
28

29. Islamic Banking - a new revenue driver for the Group
Revenue - lhs
Net Profit Income - lhs
Non-Fee Income Related - rhs • The contribution of net profit income is
RM „m Fee Income Related - rhs
70 3 evidently significant. It accounted for 73.9%
of total revenue in 4QFY10
66.7
60 2
61.7 • Key drivers for net profit income mainly
50 1
50.6
55.1 came from personal and housing financing.
Personal financing grew 180.4% YoY in
40 0
4QFY10 and accounted for 35% of total
Islamic loan books while housing financing
30 -1
grew 120% YoY and took up 16.4% of AIS‟s
1Q10 2Q10 3Q10 4Q10
loan book in the same corresponding period
240
RM „m 9
• As a percentage to Group‟s net income,
7 Islamic banking accounted for 23.1% in
200
FY10, versus 15.7% a year before
234.1 5
201.7 3 • AIS loan book accounted for 16.3% of
160
Alliance Bank‟s total loans, compared to
1 BNM‟s guidance of 15%
120 -1
2009 2010
29

30. Loans growth - strong performance against industry
25
% YoY Change 21
17
13
9
5
Sep-07 Dec-07 Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
Sep-07 Dec-07 Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10
AFG 9.8 12.1 14.2 16.6 22.1 22.1 18.4 15.5 9.8 8.0 9.3
*
Industry 9.8 8.9 10.3 12.0 10.7 13.0 11.2 8.4 7.3 8.1 10.2
* after interest-in-suspense
KEY DRIVERS
Real GDP Growth (%YoY) Interest Rates Movement MIER Consumer Confidence Index
30

31. Strong loans growth - loans by economic purposes
Economic Purposes Loan (RM ’m) YoY % NPL (RM ’m) MIX G NPL
Purch. Securities 352 28.7% 16 2.0% 4.5%
Purch. Vehicles 908 -23.7% 14 1.7% 1.5%
Purch. Landed Prop 11,092 5.9% 336 41.7% 3.0%
Purch. Fixed Assets 66 8.9% 1 0.1% 1.5%
Personal Loan 2,008 73.7% 40 5.0% 2.0%
Credit Cards 685 6.2% 14 1.8% 2.0%
Construction 293 -6.5% 15 1.8% 5.1%
Working Capital 5,385 11.1% 322 39.9% 6.0%
Others 621 -0.9% 48 6.0% 7.7%
Total 21,410 9.3% 806 100.0% 3.8%
• Strong growth in Personal Loan - YoY 74%
• Securities is the 2nd biggest growth followed by Working Capital 11% YoY
• Mortgage and Working Capital contribute 80% of the portfolio
• Gross NPL remains better than the industry average across all sectors
31

32. Adopting BNM’s transitional provisions method (TPM)
• Parallel run and test in Q1 FY2010 - results in
line with expectation
• Adopt BNM‟s Transitional Provisions Method
FRS139 (TPM) with effect from 1 April 2010
• Engaging external additions to verify opening
balance
32

33. Month/Year AWARD AWARDED BY
May 2009 o Best Enterprise Transformation Award 2008 The Asian Banker
o Best Data & Analytics Project Award 2008
October 2009 o Malaysia‟s Top 30 Most Valuable Brands Association of
(MMVB09) 2009 Accredited
Advertising Agents
Malaysia (4As), The
Edge & Interbrand
December o 2009 National Award for Management Malaysia Institute of
2009 Account (NAfMA 2009) Accountants (MIA)
and The Chartered
Institute of
Management
Accountants (CIMA)
Malaysia
December o Finalist for Best New Card Launch MasterCard Hall of
2009 Fame
o Finalist for Most Innovative Card Marketing
Programme
February o Special Citation for Product Innovation Financial Insights
2010 (You:nique Card)
March 2010 o Excellence in Business Model Innovation The Asian Banker
Award for 2009
33

34. Month/Year CSR Activities
April 2009  AIS contributed RM30k to PEMANGKIN
 Alliance Bank donated RM40k to Wildlife Conservation
May 2009  Golden Bull Award 2009 - sponsorship for the seventh consecutive year
June 2009  Charity drive by Share Services - visit to the House of Joy in Puchong, Selangor
 Alliance contributed RM30k as a co-sponsor to the MPH-Alliance Bank National
Short Story competition
 AIMB contributed RM3k to the KL Marathon 2009 in support of sporting
excellence in the country
July 2009  Alliance Bank expanded network with facilities to cater to the physically
challenged
 The Edge-Haven My Dream Home Contest 2009 - sponsorship for the third
consecutive year
 AIMB donated RM5k to Kelab Sukan & Kebajikan Jabatan Kewangan dan
Perbendaharaan Negeri Malaysia
August 2009  Charity drive in aid of FSIC - contribution of 48 boxes filled with clothing, shoes, bags,
household utensils and a total 190kg of rice
 Sale of Malaysia Book of Records for Charity which collected RM20k
September 2009  AIS hosted Buka Puasa for 40 orphans, where the children were taken out for
dinner and then a visit to the National Science Center
October 2009  Alliance contributed RM10k to the IRB Asian Rugby Seven Series held in Kota
Kinabalu
December 2009  Donations of RM15k to 2009 Indonesia & Philippines Emergency Appeal
January 2010  Donations of RM2.8k to purchase soft drink packets and light food to the
Thaipusam devotees
April 2010  Contribution of RM10k in support of Haiti Earthquake Emergency Appeal Fund
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