Published: 2012/06/02
TWO years ago, I sat opposite the man in a media interview, who was as calm as he is now. But this time around, the cautious expression is no longer there and Datuk Mohd Radzif Mohd Yunus appears more relaxed and cool.
Why wouldn't he? The first phase of SME Bank Bhd's restructuring exercise has been fruitful and the bank has returned to the black within two years.
For the man who engineered the bank's five-year transformation plan, the positive results from the hard work and team efforts over the past 24 months is like seeing the first flower to bloom in spring.
After two consecutive years of losses, the bank closed its 2011 financial year with a RM146.2 million profit before zakat and tax.
Its portfolio grew 8.7 per cent against 4.3 per cent in 2010, while loan approval has more than doubled to 1,380 from 635.
It also recorded higher recovery income at RM42.8 million, up from RM32.8 million in 2010, while its bad loans dropped eight per cent to 16 per cent last year.
Yet, Radzif - the managing director of government-owned SME Bank - is not easily satisfied.
"We leave it to market expectation, but we will continue to improve to become a development financial institution of global standard," he said when asked if the public perception towards SME Bank had changed.
SME Bank, which was born following the rationalisation of Bank Pembangunan Malaysia Bhd and Bank Industri & Teknologi Malaysia Bhd seven years ago, had been receiving brickbats since 2009.
The bank was said to be plagued with delinquent loans, bad investment decisions and high staff turnover.
Radzif said based on feedbacks, the bank's improvements were noticed by the entrepreneurs and other stakeholders.
Despite the current global uncertainties following the eurozone crisis, Radzif is determined to ensure that the goals laid out in the bank's transformation plan are achieved by 2015.
SME Bank has now gone beyond providing financing to the SMEs, to being more pro-active with nurturing and intervention roles to assist entrepreneurs.
Rather than waiting for the SMEs to apply for financing, the bank identifies entrepreneurs that it can groom to be successful.
With about three years left before the end of SME Bank's transformation plan, will the bank be able to achieve its target?
Well, the answer may not be que sera sera because those who have seen Radzif's touch would have a strong faith in him.
For the man is not new to the reorganisation of government-owned entities, having successfully restructured the national heart centre IJN and also reorganised Pilgrims Fund subsidiaries.
A senior manager at SME Bank describes Radzif, who was in the banking sector in late 1980s until 1990s, as a very hardworking leader.
"This has motivated others to work hard as well," he said.
One thing for sure, the regular training for SME Bank's staff will continue as the bank strives to enhance the capabilities of its people and strengthen its business model.
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