Corporate Secretary

In 2017, the Bank focused on the improvement of asset quality, number of customers and the settlement of non performing loans. In addition, the Bank continued to improve its human resources, information technology and business operations.

The strategic measures taken include:


One of the Bank’s main strategies is to expand its customer base, both domestic and Japanese customers. The expansion of customer base is also to help reducing the risk of credit concentration. This strategy is carried out through customer data expansion, effective marketing system, and cooperation with Resona Group to create positive synergy to the Bank.

• Improvement on the exposure of Japanese customers:
- For newly established Japanese companies, the Bank will support the financing from the beginning of their investment through cooperation with Resona Group.
- Approaching and maintaining business relations with Japanese companies operating in the industrial area where the Bank’s sub branch offices are located. In addition, the Bank also takes a business approach with Japanese companies of which their parent company has had a business relation with Resona Group.
- Acting as a mediator from potential customer to customer by facilitating both parties in establishing a new business alliance.

• Improvement on exposure of domestic customers:
- Maintaining sustainable growth with customers with good business prospects and conditions.
- Exploring company groups from existing debtors.
- Searching for new debtors preferably from syndicated loans, infrastructure loans and supply chain scheme loans.


The Bank’s capital strategy in 2017 is to improve loan quality, as to reduce the allowance of impairment and the Bank maintains communication to the Shareholders on an ongoing basis to increase the Bank’s core capital to BUKU 3 or a minimum core capital of IDR5 trillion.


Optimizing the funding source by minimizing the amount of idle funds, by pursuing the growth in third party funds and reducing the amount of borrowings from other banks.


In January 2017, the Bank issued a current account delivery service through SWIFT MT-940. In addition, the Bank seeks to continuously improve loan processes and excellent services in operational activities and increase the volume of banking transactions from existing customers, and improve operational services quality (loan disbursement, account opening, LC transactions) by accommodating inputs from the customers.


In the development of human resources in 2017, the Bank developed a “tools of talent management” framework to identify talented employees as successors to key positions in the Bank by creating a successor list from Head of Division/Branch.

In improving the knowledge and expertise of the human resources, the Bank conducted training and development programs through various trainings to improve the managerial skills, technical skills, banking knowledge, risk management and other necessary trainings.

The Bank delegated 2 (two) employees to Japan to participate in development program of Indonesian Migrant Workers (TKI) as companions for Foreign Workers (TKA) in the Business Development Division. The long term goal of this program is to appoint the related employees as the Bank’s Account Officers.

In relation to the development of the organization, the Bank conducts an assessment of the Bank’s organization structure. In March 2017 the Bank merged the System Operations Division and the System Development Division into the Information Technology Division. On September 1, 2017, the Bank has made changes to the organization structure, namely the change of name of the Credit Administration Division which supervise Credit Section and Collateral Section to be Credit Division and serves to supervise Credit Section, Collateral Section and Export Import Section. The Export Import Section was previously under the Operational Division. Therefore, the Operational Division is now supervise of Deposit 1 Section, Deposit 2 Section, and Remittance Section.


The Bank continues to strengthen the implementation of the Bank’s Governance principles and maintains the Bank’s Governance minimum rating at rank 2 or Good by enhancing the risk culture and compliance culture, reducing operational risk events, and minimizing recurring audit findings from the Audit Division, the Financial Services Authority and the external auditor. The Bank also improves the compliance function at PT Resona Indonesia Finance (PT RIF) as a subsidiary company by conducting monthly discussions.

Related to the development of human resource information system management, namely HRIS (Human Resources Information System), to be more effective and efficient, the Bank has implemented HRIS payroll in April 2017 and HRIS non-payroll in May 2017.


The improvement of operational standards and system development is done in order to improve service delivery both internally and externally to customers by:

a. Performing improvements to maintain the quality of internet banking applications that are effective and reliable in order to meet the needs of customer banking transactions.

b. Upgrading core banking systems and other critical applications such as risk management, treasury systems, human resources information systems, SFAS and others, including improving or updating existing information technology systems to be more effective, efficient and accurate in the provision of data, information and other purposes related to supervision (internal control) and in accordance with the conditions and needs of the Bank.

With regard to its network device, the Bank provides backup devices for critical devices and has provided with the installation with Smart Console backup devices in October 2017.

In connection with the application tools for monitoring of communications networks used in the Bank, the implementation of Whatsup Gold Application has been conducted in November 2017.

Appropriate to the Bank’s plan to add important applications to the Disaster Recovery Center Site (DRC Site), the Bank has installed Market Risk, Anti Money Laundering and Credit Application System on the DRC Site.

In order to increase security in e-mail delivery, the Bank has installed the DocoBlast app to broadcast e-mail to many e-mail recipients and ensure the confidentiality of the recipient’s e-mail address.

c. Improving service to customers by implementing SWIFT MT 940.

d. Conducting active oversight of system security and risk by Information Security and System Risk Controller Section.


During 2017, the Bank maintained the rating of its Risk Profile at 2, created a risk culture in accordance with the Bank’s conditions and adjusted the risk management process with business complexity.

In relation to the integrated risk management implementation with its subsidiary, PT RIF, the Bank conducts a self-assessment on the integrated risk profile assessment for Resona Group Financial Conglomeration by assessing the intragroup risk.

Related to the implementation of Basel III pursuant to POJK No. 42/POJK.03/2015 concerning Liquidity Coverage Ratio (LCR) Requirement for Commercial Banks, the Bank implements the system for Liquidity Coverage Ratio (LCR) on a daily basis, both individually and consolidated, the Bank also went live on December 5, 2017.

As a member of Information Technology Steering Committee, the Risk Management Division discusses with the Core Banking Project Team on the potential risks during the core banking development project to monitor the risk mitigation on the process of core banking upgrade. In addition, the monitoring and development processes of operational risk culture continue to be carried out through intensive communication between the Risk Management Division and the risk owner as well as with the Compliance Division, Audit Division and Human Resources Divisions. In 2017, the Bank also finished the deepening process of operational risk register through an in-depth analysis and additional parameter of operational risk register.


Audit aims to improve the added value for the Bank to help the organization achieves its goals by bringing a systematic approach through continuous improvements and discipline in evaluating and improving the effectiveness of risk, control and governance management. To achieve this, the Bank enhances the audit tools and ensures the adequacy of internal audit resources as well as betters and standardizes the procedures on an ongoing basis.


Entering 2018, Bank Resona Perdania strives to realize the Bank’s commitment to be the banking institution that prioritizes service excellence for its customers and business partners. To that end, the Bank has determined the following strategy focuses:

  1. Maintaining the Bank’s minimum sound composite rating at level 2 or Sound which includes the composite rating of the risk profile and the rating of the Good Corporate Governance (GCG) implementation both individually and integrated with the subsidiary PT Resona Indonesia Finance.
  2. In maintaining the composite rating of the risk profile and the rating of GCG, the Bank makes improvements to:
    • The compliance function including Anti-Money Laundering and Combating the Financing of Terrorism (AML-CFT) in accordance with the prevailing regulations.
    • The risk management function, among others:
    a. Improving the role of Risk Management Division in supporting the achievement of the Bank’s business plan, especially in relation to risk determination at a fair level.
    b. Improving the role of Risk Management Division by reviewing and providing recommendations on all the Bank’s policies and procedures, which in short term are related to credit and treasury activities.
    c. Collaborating with Resona Bank, Ltd., Japan to strengthen the implementation of the Bank’s risk management.
    • The internal audit function; and
    • The committees’ function.
  3. Expanding the customer base, for both local and Japanese customers through the expansion of the number of customers and an effective marketing system. To obtain potential Japanese customers, the Bank collaborates with Resona Group.
  4. Directly and indirectly supporting the economic sectors which are the priority of the Indonesian government’s policy (maritime, infrastructure, agriculture and tourism).
  5. Maintaining the business model by balancing the composition of loan portfolio portion to local and Japanese companies.
  6. Increasing the credit disbursements particularly in the sectors of manufacture, finance, trade and other services. The manufacture sub-sector is directed to food and beverages, consumption goods and automotive.
  7. Maintaining sustainable business growth through the following strategies:
    • Increasing the number of customers.
    • Strengthening the corporate values and implementing such values in serving the customers.
    • Improving asset quality.
    • Obtaining low cost funding, especially from current acount.
    • Improving the function of branch offices.
    • Optimizing collaboration with the parent company and subsidiary, PT Resona Indonesia Finance.
  8. Implementing the new core banking system and properly managing the system risks, through the process of user acceptance test (UAT) and user training.
  9. Upgrading and/or implementing the new system such as SWIFT and Risk Based Customer (RBC) application, trade innovation application, credit rating application, Financial Information Service System (SLIK) application, Bank Business Plan (RBB) application, VOIP Router device for the head office, Surabaya branch office and Bandung branch office, as well as Net Stable Funding Ratio (NSFR) application.
  10. Preparing strategies to implement PSAK 71 that is effective as of the beginning of 2020.
  11. Continuing the improvement of the internal control mechanism especially credit risk control by improving the ability of credit examination assessment, changing the credit limitation mechanism.
  12. Improving the human resources function by enhancing human resources in each working unit, developing the award and sanction system and performance based human resources evaluation mechanism, implementing effective knowledge sharing from foreign work force to local work force,innovating training programs and carrying out aggressive investment to human resources.
  13. Improving the service standard and of operational system of the Bank for a more effective service to the customers.
  14. Preparing and enhancing infrastructure quality of the human resources and technology in facing significant changes regarding the status promotion to BUKU 3.
  15. Relocating MM2100 sub-branch office in the same area so that the Bank is able to maintain its consistency in providing the the best service to the customers in the MM2100 area in relation with the renovation of the current location by MM2100 industrial area developer.