Corporate Secretary

Throughout 2020, the Bank will focus on maintaining asset quality by prioritizing quality loan disbursement, managing funding costs, expanding the corporate banking market share, and diversifying business and increasing fee-based income. The Bank also continues to improve the competence of human resources and information technology, as well as the efficiency of business operations.

In the lending, the Bank continues to improve its intermediary function through lending despite facing challenging conditions due to the COVID-19 pandemic. The Bank’s efforts to increase the amount of loan are, among others, by:

  • Supply and value chain funding by optimizing business relationships with existing customers by looking for opportunities to develop new business relationships with buyers and suppliers of existing customers.
  • Optimizing the use of unused credit facilities.
  • Become a liaison between Customer to Customer (C to C) by facilitating them to build new business alliances.
  • Increase the number of syndicated loans by entering the infrastructure sector together with other banks, governments, and multilateral financial institutions.
  • Providing loans to MSMEs is carried out in accordance with the Bank’s ability as a corporate bank.
  • The Bank is committed to providing support to debtors to get through difficult situations as a result of COVID-19, among others by providing credit stimulus which refers to the stimulus scheme which is the Government’s policy for National Economic Recovery.

The Bank also maintains a business model with a balanced portion of the loan portfolio to Japanese and Local companies. In addition, we seek to increase the market share of corporate banking customers, both Japanese corporate customers and Local corporate customers, through an effective marketing system and by providing support to customers through offering banking products that are needed by customers.

To increase penetration in the industry, the Bank also carried out several new activities as an effort to diversify its business by making the Bank a reference for third party products that have collaborated.

In maintaining asset quality, the Bank seeks to control non-performing loans and optimize the recovery rate of non-performing loans and written-off loans through credit restructuring and the debtors collateral asset selling for the settlement process.

The Bank continues to strive to maintain a sufficient capital ratio to support its business, among others by:

  • Maintaining the achievement of the Bank’s profit increase.
  • Improving credit quality to reduce the loan loss impairment expense.
  • Cooperating and synergizing with all shareholders to continue to develop business growth strategies.
  • Controlling the payment of dividends at a level that is reasonable and acceptable to shareholders.

Optimizing the available funding sources by minimizing the amount of idle funds and reducing the amount of funding that is expensive. This was done in order to increase the NIM (Net Interest Margin) ratio while maintaining the Bank’s liquidity ratio.

Throughout 2020, the Bank has made efforts to change several habits that have been carried out to protect all employees and support the Indonesian government’s programs in handling COVID-19. The changes made are still taking into account the quality of service to customers and the improvement of the Bank’s operational standard system. The strategies include:

  1. Accelerate the provision of digital technology for employees, such as providing laptops and access that allow employees to work from home.
  2. Conducting a team separation (split operation) into 2 teams, each with a maximum of 50% of the total number of employees.
  3. Reducing working hours from a total of 9 hours to 8 hours(including 1 hour of rest), as well as dividing the work schedule by shifts.
  4. Set the working distance between 1 employee and other employees at least 1 meter.
  5. Installing partitions in public service areas.
  6. Obliging workers to wear masks and for tellers to wear gloves at work.
  7. Detecting the body temperature of every worker who will enter the workplace, if the detected body temperature is ≥37.5 degrees Celsius, the employee is not allowed to enter. This provision also applies to customers who will enter the area of the Bank’s Head Office/Branch Offices/Sub-Branch Offices.
  8. Placing hand sanitizers at the entrance and in each workspace and ensure that hand sanitizers are replenished regularly.
  9. Taking measures to prevent the spread of COVID-19, such as spraying disinfectants regularly, providing medical equipment, conducting regular rapid test checks for all employees.
  10. Prioritizing meeting/training through video call media, such as using zoom, an application that allows employees to make presentations and meetings online without meeting in person.
  11. Since June 29, 2020, all employees, guests, customers and vendors are required to complete a COVID-19 risk selfassessment form before entering the Bank office area and those with high risks are not allowed to enter.

Regarding the condition of COVID-19, during 2020 the Bank reduced the cut-off time for banking operational services (clearing, transfers of all currencies, transfers for internal purposes, taxes, deposits and cash transactions, as well as foreign exchange transactions) to customers and temporarily closed Sub-Branch Office (KCP) Suryacipta and Deltamas starting from March 24, 2020 until any changes will be further informed. And also appeal to all customers to be able to carry out banking transactions through internet banking as a form of support from the Government’s recommendation to do activities at home and maintain a healthier environment, both for customers and the Bank.

During 2020, the Bank continues to strive to improve service quality standards to customers and improve the Bank’s operational standard system. As a step to improve service quality standards to customers, the Bank has carried out:

  1. Electronic customer satisfaction survey (e-survey) for customers at the Head Office, Branch Offices and SubBranch Offices as well as customers using Internet Banking (IB) services. The results of the survey that have been conducted indicate that the services at the counter for all office networks and IB services are mostly (79.67% of 152 respondents) giving ratings of Satisfied and Very Satisfied.
  2. Announcements to customers regarding the implementation of new regulations, for example adjustments to RTGS fees, changes in stamp duty, cut of time transactions from both internal and external Banks (Tax and Bank Indonesia), etc.
  3. Simplification of documents/forms used in opening time deposits to increase customer convenience in making transactions.

Improvement of the Bank’s standard operating system in 2020 will be carried out through:

  1. Provision of e-statement services, in the form of electronic note services (e-notes), namely sending notes/checking accounts via email to customers. This is done as part of a sustainable financial system, one of which is to reduce paper usage.
  2. Changes to the Bank teller system from a Retail Connection (RC) to a Web Teller Branch, where the go live will be held at sub-branch offices on September 7, 2020 and the Head Office on September 14, 2020. This is done as an implementation of system updates.


To increase growth in 2021, the Bank has a strategic plan, which is as follows:

  1. Continuing the strategic direction that was previously set, for 2021, is to: make improvements, both in operational and organizational aspects, to consolidate the organization to formulate business models and to continue efforts to diversify business, sources of income, products and services.
  2. Continue the role of the Bank in the framework of PEN, by continuing to be committed to providing support to debtor whose business activities were affected by the COVID-19 pandemic, among others by providing credit stimulus which refers to the stimulus scheme which is the Government’s policy.
  3. Strengthen the Human Resources aspect, to form a leaner and more focused organization.
  4. Strengthen the function of the Credit Examination Division in improving supervision and credit quality by appointing 1 (one) Technical Advisor from Resona Bank Ltd. - Japan with conditions having OJK approval.
  5. Aligning processes, procedures and policies to support efforts to reform and diversify business that have been formulated.
  6. Automate processes that are still in progress manually.
  7. Evaluating the performance of sub-branch offices and branch offices, with the aim of transforming sub-branch offices and branch offices into a “new engine of growth” for the Bank’s business growth.
  8. Opening 1 (one) non-operational functional office and closing 1 (one) sub-branch office, as a manifestation of the transformation of the sub-branch office into a ‘new engine of growth’ and supporting the efficiency of the Bank’s operational costs.
  9. Continue to increase synergy or cooperation among shareholders, especially between Resona Bank, Ltd., The Bank of Yokohama, Ltd., and Daido Life Insurance Company to develop existing business potential.
  10. Continue preparations in the form of implementing new business and organizational models in line with the plan to increase capital in 2022, which refers to the provisions of the Financial Services Authority (OJK) as well as part of efforts to transform into a BUKU 3 Bank.
  11. Ensure that the direction of Management policies, plans and strategies for improvement that have been determined can encourage the growth of the Bank’s business and in line with the Bank’s vision and mission.