Humanising finance: How Maybank is putting people first

Humanising financial services is about more than slogans or campaigns. It is a lens through which every interaction, story, and decision is viewed. For Izlyn Ramli, head of group corporate affairs at Maybank, and CEO of Maybank Foundation, it means aligning PR, communications, and branding with a clear purpose: delivering simple, intuitive financial solutions while building trust and authenticity at every touchpoint.

At PR Asia Malaysia 2025, she shared how this philosophy shapes Maybank’s storytelling, media engagement, and internal culture, creating a human-first approach in an industry often defined by numbers and regulations.

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“When we first coined the idea of humanising financial services back in 2010, it started as a tagline,” Ramli said. “But like any strong purpose, it became our true north that guides everything that we do, and it’s simple enough for us to remember on a daily basis.”

For Maybank, humanising finance is more than marketing. It is a philosophy embedded in its operations. The approach rests on three pillars: do no harm, leave no one behind, and walk the talk. The bank aims to serve not just premium clients but also the underserved, providing simple, intuitive financial solutions across all customer segments.

You can’t just talk about being a human-centric organisation.

Izlyn stressed that internal alignment is critical. “Your internal house needs to be in order. Brand reputation isn’t built by one person. It exists across the organisation.”

Communications also plays a key role in sharing Maybank’s story, but Izlyn emphasised that authenticity comes from action, not announcements. Social impact initiatives, financial inclusion programs, and community projects are central to the bank’s purpose. Over the last decade, Maybank has reached nearly five million individuals across ASEAN through social financing and empowerment projects.

“Purpose is the main driver for getting the youth engaged,” Izlyn noted. Maybank engages younger audiences through innovative channels like TikTok and Instagram, as well as volunteer programs and youth empowerment projects, embedding human-centric values from the inside out.

Balancing profit with purpose is another cornerstone of the strategy. Maybank’s sustainability commitments, mobilising over RM115 billion in sustainable finance, impacting 2.2 million households, reducing carbon emissions, and mobilising Maybank employees through volunteerism, demonstrate that doing well and doing good are not mutually exclusive. “We still have to strike that balance. Doing well and doing good means striking a balance where profit meets progress,” said Izlyn. “And progress leads to purpose.”

Despite challenges, including moments of crisis, the guiding principle remains authenticity. “One mistake may tarnish your image temporarily. But if you are truly a brand that is out there to serve your customers and the communities, that will endure,” she said. Real impact is measured by the beneficiaries themselves, whose stories validate the bank’s human-first approach.

When asked what advice she would give to young professionals entering PR or communications, Izlyn highlighted perseverance and curiosity.

Change doesn’t happen overnight. Take one day at a time, learn as much as you can, and be good at what you do. That matters along your journey.

Humanising financial services, Izlyn concluded, is an ongoing journey. It requires humility, consistency, and a commitment to serving people. Values that Maybank has made central to its identity, and which continue to shape its path forward.

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