CAPITAL LIFE SYARIAH WAS ESTABLISHED IN 2017. AS A
NEW SHARI’A LIFE INSURANCE COMPANY IN INDONESIA,
HOW DOES CAPITAL LIFE SYARIAH UNIQUELY POSITION
ITSELF AMONG OTHER PLAYERS IN THE MARKET?
It hasn’t been easy for us to reach where we are today. The
main challenge that we face, which is true for other players
as well, is the availability of qualified and competent human
resources in the Shari’a life insurance industry in particular.
In addition, people also need to have an open mindset as
Islamic finance is not a religion and hence, one do not need
to profess a religion in order to practise Islamic finance.
The Shari’a principles in which Islamic finance is based
upon upholds the principles of ethics and transparency and
it can be applied to all people regardless of their religious
background. Having said this, innovation of Islamic
products is undoubtedly one of the key factors driving the
growth of the financial industry.
Some strategies that are owned by PT Capital Life Syariah
to continue and compete with other Shari’a life insurance
companies are, creating marketable and acceptable
innovative products and our flexibility to take on
opportunities to expand our business.
WHAT IS THE OUTLOOK FOR SHARI’A INSURANCE
PENETRATION, AND WHAT ROLE IS CAPITAL LIFE SYARIAH
PLAYING TO IMPROVE IT?
The penetration rate of Shari’a insurance products in
Indonesia is still very low, standing at 2.51%, according
to the records of the Indonesian Association of Shariah
Insurance (AASI). This underdeveloped market that has
not only the largest Muslim population in the world
but also a growing young population; makes it one of
the fastest growing life insurance markets in the world.
However, the lack of public awareness and understanding
of Shari’a financial services is among the causes of the
low penetration of Shari’a insurance in Indonesia. Seeing the current prospect, Capital Life Syariah has embarked
on education and literacy programmes aimed at increasing
awareness and greater understanding of the importance of
Shari’a insurance amongst the general public.
YOU HAVE RECENTLY BEEN NAMED AS THE 36TH MOST
INFLUENTIAL WOMAN IN ISLAMIC BUSINESS AND FINANCE
GLOBALLY BY CAMBRIDGE IFA, UK. CONGRATULATIONS
ON THIS HUGE ACHIEVEMENT. WHAT ARE, FROM YOUR
PERSPECTIVE, THE BIGGEST CHALLENGES FOR WOMEN IN
First of all, I would like to thank Cambridge IFA for this
recognition. I am truly humbled and honoured to be
named as one of the most influential women in Islamic
business and finance. I personally think that women
have many opportunities to be a leader and can flourish
in leadership roles. But one of the biggest challenges is
the lack of professional development opportunities for
women. In order to implement more effective leadership
development, organisations must first acknowledge the key
factors inhibiting women’s career progression. For example,
competing priorities often limit the opportunities women
have to develop into leaders within their organisation.
Secondly, women are often faced with the “moral” dilemma
of whether to work or stay at home with their children
and that these “choices” are incredibly constrained. Due to
these internal challenges, women are viewed as secondclass citizens. So far, there is still a perspection that in an
Islamic culture a man is always a leader. Therefore, for
women to be considered and trusted as leaders the support
from Islamic institutions is especially necessary to create
AS A WORKING PROFESSIONAL AND CEO, HOW DO YOU
ACHIEVE BALANCE BETWEEN YOUR PROFESSIONAL AND
As a career woman with an active family life, the key
to finding a balance between work demands as a CEO
and family demands is setting priorities. For this, I have
maintained two rules. First is prioritising work intelligently.
I prioritise my daily work. There may be twenty tasks
on my daily list, but I focus on the important ones. After
everything else is done, I continue on other tasks at hand.
Second is maintaining quality time with my family. I focus
on my work during office hours. When at home, I spend
quality time with my family. Unless it’s urgent, as much as
possible, I don’t check office e-mails or office chat groups at
home. I also always make sure to have enough “me time” so that I can give my best to my personal and professional life; however, I still believe that multitasking is necessary.
WHAT DO WOMEN LEADERS BRING THAT IS UNIQUE?
For me, personally, being a woman leader is not easy and
entails sacrifices. Knowledge, professionalism, leadership
skills, time and experience are essentials. I am proud to be a
woman, a leader, and also a mother for my child. A woman
can do anything that she sets her mind on, believe it!
We aim to make the company a family, by supporting,
helping and caring for each other. As a leader, I have
always instilled a passion for progress and growth, being
humble and cooperative. We should always try new things,
and take every opportunity to improve, as it is solely for
the advancement of my employees and the company.
It’s all about how we practice emotional intelligence as a
complement to intelligence itself.