Corporate Secretary

In 2016, the Bank conducted consolidation strategies, where the Bank carried out internal improvement through improvement of division functions, improvement of operational processes, development of human resources, improvement of loan processes and business operational efficiency that overall become the Bank’s foundation to grow in the following years. Some strategic measures taken are as follows:


Increase the number of customers as well as improve the outstanding loan balance from the debtors through the following strategies:

Japanese Customers

The Bank seeks to optimize the opportunities of increasing the USD loan disbursement, provide export financing to the customers and acquire L/C transaction from the increasing investment flows of Japanese companies in Indonesia as well as to optimize good relationship with Resona Group to obtain information for loan portfolio increasing, particularly of Japanese related business.

Local Customers

The Bank optimizes the new Marketing in Charge network and utilizing the main customer network  to obtain information on good local companies and from the network, builds business relationship with new local companies as well as improves facilities or loan disbursements for the qualified existing customers.

China Corporation Customers

The Bank seeks to establish a new joint financing strategy that also optimizes good relationship with The Bank of East Asia Ltd., Hong Kong, to obtain information on the China investment flow to Indonesia. In order to improve and speed up the loan process as well as increase the number of banking transactions, the Bank has added a multicurrency for CNY Currency (China Yuan/Ren Min Bi) for banking transactions, such as loan disbursement and L/C.



The Bank’s capital strategy in 2016 is to increase the Bank’s capital and to support Bank’s plan become BUKU 3 with maintain the achievement of Bank’s profit, improve the quality of loan disbursement to qualified debtors and Bank communicates to shareholders continuously to improve the Bank’s core capital.



Optimizing the owned funding sources by minimizing the amount of idle funds by pursue the growth in third party in funds and reduce the amount of borrowing from other banks. In February 2016, Bank issues debt issuance in the form of Medium Term Notes (MTN) VI as the source of long term funding to support the loan expansion.



To increase customer service by reducing complaints, improving performance speed and accuracy as well as preventing work errors by taking into consideration the risk aspects and the prudence principle. Bank also continuous makes improvements and enhancements to the Internet Banking application that has been implemented since June 2015 by do the development so that the application can be run in accordance with the development of technology and Bank’s business.



In 2016, to meet the commitments to OJK about job grading, Bank has the grade standardization. The implementation of New Grade System has been effective since April 1, 2016.

In improving the knowledge and expertise of human resources, by providing training and development programs through various training to improve managerial skills, technical skills, banking knowledge, risk management and other training required.

The Bank have delegated 2 (two) employees to Japan to participate in the development program of Indonesia Worker (TKI) as Expatriate Worker (TKA) companion in Business Development Division. The long term objective of this program is to appoint the related employee as the Bank’s Account Officer.

Related to development of Bank’s organization, Bank conducts an assessment of Bank’s organization structure. In May 2016, the Bank did change the organization structure of Business Development Division from 8 divisions become 7 divisions.



In 2016, the Bank followed up the audit findings of both the OJK and other auditors as well as implemented the established commitments. The Bank has also implemented the recommendation of Integrated Governance Committee in order to improve the quality of good governance implementation and supervise its performance, as well as to improve the compliance culture in Bank’s environment in order to avoid compliance risk and legal risk.



Bank has developed a system which is required by the authorized institution, namely MPN Gen II that have been implemented since January 19, 2016.

Related to the Bank’s plan to upgrade or replace core banking system, in July 2016 the Bank has appointed Mr. Alfian Angkawibawa as Team Leader of Core Banking Project. As at the end of 2016, the Bank is still in the process of conduct a review for bankwide to determine the choice of upgrading or replacing the core banking system so that the process of development of information technology can be minimized of risk occurs.

Bank has implemented the replacement of internal web application (Cybozu) into Groupware Intramart application on February 22, 2016. During the replacement process can proceed smoothly and no significant problems.

In 2016, the Bank also relocated Disaster Recovery Center (DRC) from previous location to Biznet Technovillage with the purpose Bank has more better data center facility.



During 2016, the Bank maintains the Risk Profile rating on rating 2, creating a risk culture in accordance with the Bank’s conditions and to adjust risk management processes with business complexity.

Related with integrated risk management implementation with its subsidiaries, PT Resona Indonesia Finance, Bank conducted a self assessment on an integrated Risk Profile assessment for Resona Group Financial Conglomeration to perform an assessment of intragroup risk. It is already implemented since February 2016.

Related to the implementation of Basel III, the Bank has adjusted the Liquidity Coverage Ratio (LCR) calculation based POJK No. 42/POJK.03/2015 regarding Mandatory Liquidity Coverage Ratio Compliance for Commercial Banks. Based on the POJK, the Bank shall submit to OJK the LCR on a daily, monthly and quarterly. For reporting on a monthly basis has been sent to OJK since July 2016 for reporting data as June 2016 while on a quarterly basis have been published on the Bank’s website in November 2016 for reporting data as September 2016. LCR report on daily basis will be submitted to the OJK commenced on October 1, 2017. Currently, Bank is in the process of selecting a vendor to make daily LCR application. In addition, the Bank has made policy regarding Liquidity Coverage Ratio and High Quality Liquid Asset in June 2016.



Increase added value for Bank to help the organization accomplish its objectives by bringing systematic approach through continuous improvement and discipline in evaluating and improving the effectiveness of risk management, control and governance. To achieve this matter, including improving audit tools and ensures the adequacy of internal audit resources as well as improves and standardizes the procedures.

Strategic Plan 2017

To achieve the business plan has been established and in order to improve services to customers, the Bank formulated the main focus in 2017 as follows:

  1. The growth of earning assets quality by increasing credit risk awareness on all elements of the Bank as well as improve the credit risk management.

  2. Improving internal controls by implementing the following strategies:

    1. Strengthen the internal controls by reinforce the function of the Board of Commissioners and Committee.

    • Improve the function of Risk Management Division, Compliance Division and Internal Audit Division.

    • Implement the cooperation with Resona Bank, Ltd., Japan in strengthen the Bank’s internal controls through discussions and learning so that it can be used in the process of developing and strengthening the Bank’s internal control.

  3. The sound of fund management by keeping the liquidity ratio and also the Bank’s net interest margin ratio. Related to the achievement of third party funds, the Bank will focus on increasing the number of depositors to reduce funding concentration risk, optimize marketing function not only in the loan distribution, but also sources of funding.

  4. The increase in lending, especially in themanufacturing sector, financial sector, trade and other business services. The manufacturing sector is directed at sub sectors of food and beverages, consumer goods and automotive.

  5. Supports the Indonesian government’s policy related with non-oil export loan disbursement by targeting non-oil exports loan at the end of 2017 amounted to IDR2.0trillion.

  6. The increase in Bank’s capital through increased the operating income and maintains the credit quality. In order to achieve corporate plan to increase the Bank’s category from BUKU 2 to BUKU 3 Bank continues to make communication to the shareholders to increase the Bank’s core capital.

  7. Increase the Bank’s information technology systems which in 2017, Bank will upgrade the core banking system. It is the Bank’s efforts in aligning between Bank’s current business processes with the practices of global bank industry. To improve services to customers, Bank will support for some processes/services such as e-statements, open the L/C on internet banking and MT940.

  8. Maintain a Bank’s composite rating minimum is rating 2 or sound that includes the risk profile and good governance rating either individually or integrated with the subsidiary, PT Resona Indonesia Finance.

    • In 2017, the Bank will maintain or even improve its good governance rating with the minimum rating 2 (Good), comply and implement new regulations that will be applicable in 2017, and ensure to comply the commitments made by the Bank to Financial Services Authority (OJK) or Bank Indonesia (BI).
    • Related to the implementation of Basel III in 2017, Bank will implement the Liquidity Coverage Ratio (LC R) system on a daily basis,either individual or consolidated.
  9. Improve the internal audit quality which in 2017, Bank will conduct risk based audit that focuses on the process to reach the Bank’s Business Plans and implement IT based audit supporting tools to support continuous auditing/monitoring.
  10. Improve the human resources quality which in 2017, Bank strives to be more effective on the Bank’s trainings through pool of instructor by improving the roles of the Bank’s internal instructors to actively teach in order to enhance the effectivity of the trainings. In addition, in 2017, the Bank will also implement reward and punishment systems that may improve the Bank’s performance.