Corporate Secretary

In the midst of a challenging period, in 2023, the Bank continued its focus and efforts to expand its corporate market share, manage funding costs, increase fee-based income, especially ensuring the quality of loan distribution. The efforts taken by the Bank include taking a more careful approach in distributing loan, restructuring for debtors affected by the pandemic, managing liquidity positions to maintain key financial ratios, as well as tighter cost control.


In 2023, the Bank has prepared a Bank Business Plan, which specifically focuses its strategy on lending. Referring tothe Bank’s priority to obtain customers with a high level of financing suitability, the Bank selectively adds new customers from a number of certain industries, especially those that are well recognized by the Bank and that show a high level of resilience and strong ability to recover from the effects of the pandemic. In executing its intermediation function in 2023, the Bank continued the following actions:

  1. Managing and developing “Local” Corporate customers who have business relations with Japan;
  2. Funding supply chain by optimizing business relationships with existing customers and looking for opportunities to develop new business relationships with buyers and suppliers from existing customers;
  3. Forming business alliances with third parties, in the form of offering insurance protection products for debtor collateral assets;
  4. Optimizing existing customers in terms of using unused credit facilities, understanding debtor needs, and increasing customer contact.


The Bank continues to optimize its funding sources in order to increase the Net Interest Margin (NIM) ratio while maintaining the Bank’s liquidity ratio. The Bank has a strategy to manage liquidity well by obtaining low-cost funding sources to strengthen its funding base, repay borrowing which is a high-cost source of funding. In general, the Bank’s strategy regarding funding includes:

  1. Increasing daily banking transactions of customers, such as through the receipt of payments of customer sales receivables through the customers’ current accounts in the Bank;
  2. Approaching “Local” Corporations that have had business relations with Japan, or that have served as suppliers/buyers from customers, as well as reaching out to Japanese corporations that have just been established in Indonesia;
  3. Providing competitive interest rates for time deposits from institutional investors;
  4. Optimizing the quality of business services in operational transactions;
  5. Optimizing the function of Financial Institutions in the Treasury Division;
  6. Optimizing borrowing from other banks and the amount of interbank liabilities/call money in accordance with the Bank’s liquidity needs.


The Bank continues to strive to maintain adequate capital ratios to support its business, including by:

  1. Maintaining the achievement of increasing Bank profits;
  2. Increasing loan quality thereby reducing the loan loss impairment expense;
  3. Cooperating and synergizing with all shareholders to continue developing business growth strategies;
  4. Managing dividend payments at fair level and acceptable to shareholders.


Throughout the year 2023, the Bank consistently optimized its operations, among others, by:

  1. Implementing the Kaizen or “Continuous Improvement” program in 4 (four) main aspects, namely Product, People, Process and Procedure;
  2. Launching a new company slogan “Sustain Your Business Growth” as a replacement for the previous slogan “Your Real Partner”;
  3. Launching the Bancassurance Business Reference Model collaboration with 3 (three) well-known insurance companies, namely PT Asuransi Tokio Marine Indonesia, PT Asuransi MSIG Indonesia, and PT Sompo Insurance Indonesia. This collaboration offers insurance for credit collateral to debtors which includes fire insurance, property all risk/industrial all risk and earthquake. Debtors will get benefit by obtaining security for the insured collateral as well as ease in the insurance process, both in the registration process and the claims process;
  4. Emphasizing the unique value of the Bank and build a strong repositioning in niche markets;
  5. Realizing the relocation of the Head Office to the Jakarta Mori Tower Building, Jl. Jend. Sudirman Kav. 40- 41, Central Jakarta. It is hoped that with the completion of this relocation process, the Bank can provide better banking services to customers;
  6. Ensuring that the Management policy direction, plans and improvement strategies aligned with the Bank’s Vision and Mission.

The Bank’s strategic plan implemented through future strategic policies is as follows:

1. Continuing to align the Bank’s direction, policies and strategies with the Corporate Plan for the 5 (five) year period (2022-2026) which has been prepared previously;

2. Continue implementing the ‘KAIZEN’ or Continuous Improvement philosophy across 4 (four) key aspects:Product, People, Process, and Procedure;

3. Persisting in the pursuit of unattained targets from 2023, as the second year of the 5 (five) year Corporate Plan phase themed ‘Reposition Year,’ particularly focusing on augmenting Growing Business Capacity and Larger Customer Coverage, taking into account the observed decline in the Bank’s outstanding credit, which constitutes the core of its business;

4. Continuing the third year of the 5 (five) year Corporate Plan phase themed ‘Reinforcement Year,’ focusing on the following endeavors:

a. Enhancing Sustainability and Broadening Customer Base: By formulating a ‘Unique Value Proposition’ through the development of a credit portfolio tailored to Local Corporations that has business relations with Japan, the Bank will be able to fortify business sustainability and enlarge its market presence;

b. Deepening products and transaction; Deepening and diversifying banking products, services, and transactions to attain a predetermined income level (steady income).

5. Committed to achieve predetermined targets with an emphasis on maintaining asset quality, through:

a. Exercising prudence in loan distribution;

b. Safeguarding the credit portfolio’s quality through a prudent approach to credit risk management;

c. Selecting economic sectors in line with defined industry boundaries;

d. Increasing the rate of return for non-performing loans;

e. Improving credit quality by reviewing processes and procedures related to credit activities;

f. Monitoring the implementation of the Legal Lending Limit (LLL) and credit ceiling.

6. Continuing the Bank’s efforts to fulfill the Macroprudential Inclusive Financing Ratio (RPIM),which executed through:

a. Aligning loan distribution to micro, small, and medium enterprises (MSMEs) within the Bank’s capability as a corporate bank;

b. Prioritizing sustainable finance by balancing social, environmental, and governance risks in business activities, while continuing to develop the Bank’s internal capabilities through training and human resource development, as well as managing the ratio of KKUB category credits and green taxonomy credits to total credit.

7. Strengthening the human resources aspect, which is achieved both by conducting training and by reorganizing both the Business Development Division and other work units;

8. Maintaining or improving the Composite Rating (PK) of the Bank’s health based on risk (RBBR) at a minimum of Rank 2 or Sound, which includes the risk profile composite rating and Good Governance (GG) implementation rating, both individually and in conjunction with the subsidiary, PT Resona Indonesia Finance (PT RIF);

9. Increasing the amount of Bank capital through:

a. Achieving growth in Bank revenues and profits;

b. Improving credit quality thereby reducing the loan impairment expense.

10. Increasing loan distribution, which projected to grow by 7.00% compared to projections for the end of 2023, from IDR 10.8 trillion to IDR 11.5 trillion;

11. Aligning funding originating from Third Party Funds (DPK) with Total Credit at the end of 2024, targeting a projected DPK growth of 2.21% from IDR 10.1 trillion to IDR 10.4 trillion.

12. Maintaining and increasing the risk awareness that has been built to ensure that the Bank’s Non-Performing Loan Gross (NPL) and NPL Net ratios are still in line with the Bank’s Risk Appetite and Risk Tolerance, with the Bank estimated an impairment expense of IDR87.9 billion;

13. Recording operational profit obtained from the ability to increase loan interest income accompanied by maximum management of interest costs, company expense and allocation of impairment expense;

14. Continuing the development and/or launching new products and/or activities as an effort to diversify the business and services provided by the Bank;

15. Continuously updating and/or developing Information Technology and Systems to improve the quality of service to customers and comply with applicable regulations;

16. Continuing synergy and cooperation with shareholders, particularly Resona Bank Ltd., Japan, The Bank of Yokohama Ltd. and Daido Life Insurance Company to develop existing business potential;

17. Committed to participating in supporting economic sectors that are priorities in Indonesian Government policy;

18. Ensuring that the Management’s policy direction, plans, and enhancement strategies are designed to foster the Bank’s business growth and align with the Bank’s Vision and Mission.

In addition, to support the implemented work plan to run well, the Bank has prepared a number of strategic plans that can encourage loan achievement, including:

  1. Continuing new strategic steps, by focusing on developing ‘Local’ Corporate customers who have business relationships with Japan;
  2. Maintaining sustainable growth with existing customers that had good business conditions and prospects;
  3. Exploring the company’s group of existing debtors;
  4. Obtaining new customers through referral from existing customers that had good reputations and business relationships;
  5. Optimizing the Bank’s marketing function by reorganizing the Business Development Division through establishing a Business Credit Analyst Division;
  6. Entering and developing business opportunities in the Large Commercial & Corporate, Syndicated Loan, and Small and Medium Enterprise segments (according to the Bank’s capabilities) and optimizing references from customers;
  7. Optimizing utilization/use of customer loan facilities;
  8. Streamlining the credit process, including document administration in operational activities and increase the volume of banking transactions from existing customers;
  9. Supervising and informing customers regarding facilities that will mature and interest expense that must be paid to maintain the level of collectibility;
  10. The Bank continues to maintain a customer base structure that can support loan growth and avoid the risk of credit concentration;
  11. Continuing collaboration with Resona Bank Ltd., Japan, The Bank of Yokohama Ltd. and Daido Life Insurance Company as shareholders to broaden the customer base, while also optimizing references from customers;
  12. Entering and developing business opportunities in the form of value chain financing (suppliers and distributors);
  13. Collaborating with subsidiary company (PT RIF).