suhaimi ali : empowering change through diversity, equity and inclusion keynote address by mr suhaimi ali, assistant governor of the central bank of malaysia ( bank negara malaysia ), at the fide forum 2nd distinguished board leadership series, organised by asia school of business, kuala lumpur, 2 november 2023. * * * assalamualaikum warahmatullahi wabarakatuh and a very good afternoon, distinguished members of fide forum, ladies, and gentlemen first of all, allow me to thank fide forum for the invitation. diversity, equity, and inclusion ( dei ) is a topic that has gained increasing prominence and attention in recent years in the context of workplace culture. it is no longer a buzzword. rather, these are important concepts that reflect ongoing efforts to address systemic discrimination and promote fair opportunities for all. dei has become a household strategy for talent retention, as organisations seek to create a conducive working experience for all employees. companies that are diverse, equitable and inclusive tend to respond better to challenges, win top talent, and are better equipped to meet the different needs of society. as malaysia is a country rich in cultural and ethnic diversity, dei is especially important to ensure that people from all backgrounds have fair access to opportunities in all aspects of life. let me attempt to unpack the term " dei ". first, diversity of demography and thought. building a diverse demography at the workplace means growing a workforce that is characterised by a wide range of demographic factors, including age, race, ethnicity, gender as well as disability and socioeconomic status. acknowledging and embracing this diversity is not only a social imperative but it enables us to develop solutions and policies that cater to the unique and evolving requirements of various demographic groups. the diversity of thought, on the other hand, refers to efforts to incorporate a variety of perspectives, experiences, and skills in problem - solving, innovation and decision - making, whilst encouraging employees to " speak - out " and bring their unique lens to the discussion table. second, equity in pay and opportunities. providing equal pay for equal work, irrespective of gender, race, or other demographic factors ensures that all employees receive fair compensation for their contributions. providing equal opportunities for advancement and career development to all employees, irrespective of their backgrounds is also a strategic necessity. this inclusivity allows organisations to reap the rewards of a talented workforce, enhance productivity and drive organisational success. thirdly,

zeti akhtar aziz : further strengthening of the institutional structure for islamic banking business operations speech by dr zeti akhtar aziz, governor of the central bank of malaysia, at the launch of rhb islamic bank berhad, kuala lumpur, 1 march 2005. * * * " building on the strong foundations of a well - developed, comprehensive islamic financial system and strengthening its international inter - linkages and thus its global integration, has enhanced malaysia's potential to be an international centre for islamic finance. our first islamic bank, established in 1983, marked the beginning of the islamic banking and finance chapter for our country. the opening of islamic banking windows by financial institutions in 1993 paved the way for a more effective and efficient distribution channel for lslamic banking services to achieve the critical mass on a nationwide scale. these developments have been reinforced by the progress achieved in the establishment of the islamic financial infrastructure, including the money and capital markets, the regulatory and supervisory structure, and most importantly, the legal and shariah framework. today marks the emergence of a new era, with the establishment of an islamic subsidiary of a banking group as islamic banking in our financial system enters into the third strategic phase of the institutional development of islamic banking and finance in malaysia ". ladies and gentlemen, it is my pleasure to be here this morning on the occasion of the official launch of rhb islamic bank berhad. indeed, today, we are witnessing the first transformation of an islamic banking window to an islamic subsidiary. this transformation reflects the coming - of - age of the islamic banking industry after more than two decades of development. the move grants legal status to the islamic banking business of the new entity, which is accorded a licence for its operations under the islamic banking act 1983. the underlying philosophy of the incorporation of an islamic subsidiary is primarily aimed at further strengthening the institutional structure for islamic banking business operations. the islamic subsidiary will also be able to assimilate the developments in the regulatory and supervisory standards governing the lslamic banking operations. it is envisaged that greater strategic focus and resources as well as higher autonomy and governance will be accorded to the islamic banking business. the islamic subsidiary will be led by a chief executive and a board of directors solely dedicated for the islamic bank. placed under the commercial banking arm of the group, the islamic subsidiary will continue to leverage on the synergies and operating infrastructures of the group, thus achieving cost optimisation for the islamic