Layanan Perbankan yang Lengkap

Laporan Bisnis & Unit PENDUKUNG BISNIS Business Report & Supporting Business Report

Layanan Perbankan yang Lengkap Comprehensive Banking Services

210

Kami berkomitmen untuk terus mengiringi kemajuan nasabah, melalui penyediaan layanan perbankan yang sesuai dengan tahap usaha nasabah untuk mencapai pertumbuhan selanjutnya. OCBC NISP Laporan Tahunan 2012

Dolorem Magnit Pratum

Kami untuk terus mengiringi We berkomitmen are fully committed to partner our customers in their kemajuan nasabah, melalui penyediaan successes, providing banking services their Ommolor augait by lam volorem iusto odionsed tat. Vulluptatuer irilit vel utpat inthat ut ilissit suit ex euguer in utpatie venis at. layanan perbankan yang sesuai dengan La conum digniam eugiatincip ex euguero consed tinci eum dolobore mincidunt utpat, commodolute faccumm olentahap usaha nasabah untuk mencapai business phases order to dit progress intoquipiscincin the dre riurem incidevelopment exero od minissit num ad dolor ipit nulputin eniam vullametuero ea am zzrilit incillam pertumbuhan selanjutnya. eros num zzrilisis niatum inim zzrit luptat. Ut ver sum ip erat. Reros dolore volore vel digna feu feu feuguer augait, quat adiamet, commyof nonsequatue con velesed tie min ea feuguercil exero odoluptat elis nis dolorem quipsum er ipsum next level growth stages.

OCBC NISP Annual Report 2012

211

Perbankan Konsumer Consumer Banking

Penguatan untuk meningkatkan pangsa pasar di segmen emerging affluent terus dilakukan Bank di tahun 2012. Kami juga melengkapinya dengan peningkatan kualitas layanan bagi segmen affluent yang sangat besar peranannya terhadap pertumbuhan bisnis ini.

23.5%

Pertumbuhan Kredit Konsumer Consumer Loan Growth

212

We continue to reinforce our position by increasing market share in the emerging affluent segment in 2012, and complemented with better service delivery to our affluent segment customers who constitute a significant driving factor to grow the business.

Consumer Banking melanjutkan pengembangan bisnis dengan fokus pada peningkatan komposisi giro dan tabungan terhadap total dana pihak ketiga secara berkesinambungan serta kenaikan pendapatan bunga bersih dan kontribusi fee based income.

Consumer Banking pursued business development with a focus on further improving the composition of current and saving accounts to total third party funds as well as higher net interest income and fee based income contribution.

Produk Simpanan Sebagai bagian dari prioritas strategi pada tahun 2012, Bank OCBC NISP senantiasa mengembangkan ragam fitur dari produk tabungan yang inovatif yang memberikan solusi bagi segmen pasar yang berbeda-beda sesuai tahap kehidupan mereka, sesuai makna dari value proposition “Your Partner for Life”.

Deposit Products As part of strategic priorities in 2012, Bank OCBC NISP continually developed a wide selection of features of savings accounts in order to deliver innovative solutions for many market segments that vary according to their respective life stages, in line with the Bank’s value proposition “Your Partner for Life”.

Beberapa inisiatif yang dilakukan pada tahun 2012, dalam rangka meningkatkan jumlah saldo mengendap dan jumlah nasabah/ rekening dari produk tabungan: • Melakukan Marketing Campaign produk tabungan Tanda, Taka dan Tanda 360º, mengembangkan dan menawarkan fitur-fitur baru yang disertai program akuisisi nasabah emerging affluent, termasuk promo berhadiah seperti program Imlek, program Anniversary dan Debit card usage. • Melakukan cross selling dengan nasabah kartu kredit dan kredit konsumer. • Melakukan joint promo antara produk tabungan dan Wealth Management untuk Nasabah Prima. • Menambahkan fitur pembayaran PLN dan pembayaran biaya pendidikan universitas di ATM, EDC, Internet Banking dan Mobile Banking.

In 2012, the Bank took the following initiatives in order to increase the amount customer deposits and the number of customers/accounts related to savings products: • Promoted Marketing Campaigns for Tanda, Taka and Tanda 360° saving products; developed and offered new features combined with programs to acquire emerging affluent customers, including promotional prize offers for Lunar New Year and Anniversary as well as Debit card usage. • Conducted cross selling activities for credit card and consumer loans customers. • Carried out joint promotional programs for the Bank’s savings and Wealth Management products, designed for Prime Customers. • Added new features, including electricity bill payment and university tuition payment services via ATM, EDC, Internet Banking and Mobile Banking.

OCBC NISP Laporan Tahunan 2012

•

Mengembangkan tabungan multicurrency dengan fokus pada 3 mata uang utama (USD, SGD dan Rupiah) pada rekening tabungan yang sesuai target market emerging affluent.

•

Developed multicurrency savings account concentrated on 3 main currencies (USD, SGD and Rupiah) to satisfy the needs of the Bank’s emerging affluent target market.

Pada tahun 2012, strategi pertumbuhan dan inisiatif-inisiatif tersebut ikut berperan mendorong kenaikan total giro dan tabungan Bank OCBC NISP mencapai Rp 30 triliun, atau meningkat sebesar 6,0% dibandingkan tahun 2011 sebesar Rp 28 triliun.

In 2012, these growth strategies and initiatives contributed to a rise in the Bank’s total current and savings accounts to reach Rp 30 trillion, increasing 6.0% compared to the amount in 2011 of Rp 28 trillion.

Pengembangan strategi pertumbuhan produk giro dan tabungan secara bertahap pada tahun mendatang, diupayakan tetap berpijak pada hasil dari implementasi strategi pada tahun 2012 yang diantaranya: • Menjadikan produk Tanda 360º sebagai anchor disamping produk TAKA dan Tanda 360º Premium untuk akuisisi nasabah baru. • Meluncurkan marketing campaign secara berkesinambungan untuk meningkatkan brand awareness atas produk-produk tabungan. • Meningkatkan cross selling produk-produk tabungan dengan produk-produk perbankan lainnya. • Pengembangan layanan e-channel seperti penambahan fitur billers dan lifestyle guna meningkatkan jumlah transaksi melalui e-channel. • Meningkatkan kompetensi dan efektivitas sales force dalam memasarkan produk yang tidak mengabaikan pengenalan risk profile dari nasabah (Know Your Customer - KYC).

The Bank will direct future growth strategies for current and saving accounts products in alignment with the results of implemented strategies during 2012, including: • Pushing Tanda 360o saving as the Bank’s anchor product, in addition to TAKA and Tanda 360o Premium, intended for new customer acquisition. • Launching a sustainable marketing campaign to increase brand awareness on savings products. • Increasing cross selling of savings products with other banking products. • Developing e-channel services, such as additional billers and lifestyle features, aimed at increasing the number of e-channel transactions. • Enhancing sales force competence and effectiveness in marketing products without disregarding the customer’s risk profile (Know Your Customer - KYC).

Kredit Konsumer Seiring dengan kebutuhan masyarakat akan perumahan dan kendaraan bermotor terus meningkat setiap tahunnya, Kredit Pemilikan Rumah (KPR) dan Kredit Pemilikan Mobil (KPM) yang dikucurkan perbankan di Indonesia mengalami pertumbuhan signifikan. Bank OCBC NISP sendiri mencatatkan total pertumbuhan KPR dan KPM sebesar 29,3 % menjadi Rp 11,5 triliun. Dari seluruh produk kredit konsumer yang ada, kontributor terbesar berasal dari KPR, yaitu mencapai 79,0 % dari total kredit konsumer.

Consumer Loans As housing and vehicle needs in the nation continue to grow through the years, mortgage and car loans granted by the banking sector in Indonesia gained significant growth. In fact, Bank OCBC NISP also recorded total mortgage and car loan growth of 29.3 % to Rp 11.5 trillion. From all existing consumer credit products, the largest contributor is mortgages, which accounted for 79.0 % of total consumer credit.


213


Kredit Produk Konsumer Consumer Product Loan

Pertumbuhan Kredit Konsumer Consumer Loan Growth

11.3%

Rp Miliar Rp Billion

13,005

9.7%

10,533 7,381

KPR/Mortgage KPM/Auto Loan

2010

214

2011

2012

KMG & Lainnya / Multipurpose Loan & Others

79.0%

Dampak dari pemberlakuan peraturan baru dari Bank Indonesia per 15 Maret 2012, mengenai uang muka kredit rumah minimal 30%, sepeda motor minimal 25%, mobil 30%, dan mobil niaga 20% tidak terlalu berpengaruh terhadap kinerja dari segmen kredit konsumer. Hal ini disebabkan pemberlakuan besaran uang muka kredit konsumer Bank OCBC NISP pada kisaran 20-30% telah efektif jauh sebelum diberlakukannya peraturan baru dari Bank Indonesia atas uang muka. Bagi Bank OCBC NISP, adanya peraturan baru ini justru memberikan dampak positif dalam meningkatkan kualitas aset dan menumbuhkan persaingan yang sehat di antara bankbank dalam pembiayaan baru atas rumah dan mobil.

The enforcement of a new Bank Indonesia regulation effective from March 15, 2012, stipulating a minimum financing downpayment of 30% for mortgages, 25% for motorcycle, 30% for cars and 20% for commercial vehicles, did not significantly influence the overall performance of the consumer credit business. This was due to early application of a 20-30% downpayment policy by Bank OCBC NISP’s consumer credit business prior to enactment of the new Bank Indonesia ruling. Instead, Bank OCBC NISP views that the new regulation would generate a positive impact on bettering overall asset quality and a healthier competition among banks in financing new housing and automotive transactions.

Pada tahun 2012, strategi Bank OCBC NISP untuk mengembangkan kredit konsumer difokuskan pada pengembangan produk KPR dan memperluas kerjasama penyaluran KPM dengan perusahaan pembiayaan kendaraan bermotor, yang diantaranya: • Meluncurkan program KPR dengan suku bunga fixed 3 - 5 tahun. • Memulai kerjasama joint financing dengan Astra Sedaya Finance (ASF) untuk pembiayaan mobil.

For 2012, Bank OCBC NISP’s strategies in developing consumer credit are concentrated on enhancing mortgage products and expanding car loan distribution through cooperation with automotive financing companies, encompassing: • Launching a 3-5 years fixed interest mortgage program. • Initiated a joint financing collaboration with Astra Sedaya Finance (ASF) for car financing.

Secara khusus, untuk terus mendorong pertumbuhan bisnis KPR di tengah persaingan yang ketat sekaligus untuk meningkatkan pelayanan, Bank OCBC NISP senantiasa meninjau perbaikan proses bisnis yang ada dengan: • Membina hubungan baik dengan developer dan broker properti melalui kerjasama peluncuran paket-paket promo atau joint promo pada surat kabar, majalah maupun eventevent. Disamping melakukan kunjungan kerja secara berkala, Bank OCBC NISP secara aktif mendukung acara gathering bersama tenaga pemasaran dari pihak developer dan broker properti. • Melakukan bundling dan cross selling dengan produk tabungan Tanda dan kartu kredit. • Melakukan standarisasi proses kredit dan mulai melakukan implementasi Loan Origination System (LOS) untuk

Particularly as continuous efforts to drive mortgage business growth in the midst of intense competition parallel with increasing service quality, Bank OCBC NISP constantly reviews improvements to existing business processes by: • Cultivating good relationship with developers and real estate broker through collaborative efforts to launch promotional packages or joint promotion in newspapers, magazines and events. In addition to making regular official visits, Bank OCBC NISP actively supports social gathering with marketing personnel from developers and real estate brokers. • Implementing bundling and cross-selling programs for Tanda savings and credit cards. • Performing standardization of the Bank’s credit process and initiating the implementation of the Loan Origination System (LOS) in order to accommodate market demand quickly and



• •

mengakomodir permintaan pasar secara cepat juga tetap memperhatikan prinsip kehati-hatian. Meningkatkan layanan after sales dan meluncurkan program anti-attrition (STAY). Meningkatkan kompetensi Sales Force dalam memberikan solusi keuangan bagi kebutuhan KPR nasabah melalui pelatihan produk, proses, program dan manajemen risiko.

• •

with due consideration to the prudential banking principle. Improving after sales services and launching an anti-attrition

(STAY) program. Increasing Bank Sales Force’s competence in providing financial solutions to suit the needs of mortgage customers through training on products, processes, programs and risk management.

Strategi yang dilakukan telah berhasil mendorong pertumbuhan KPR pada tahun 2012, sebagaimana terlihat dari kenaikan rata-rata pembiayaan baru KPR menjadi Rp 368 miliar per bulan di tahun 2012 dari Rp 328 miliar per bulan di tahun 2011.

The strategies implemented successfully promoted mortgage growth in 2012, as reflected in the increase of the Bank’s average monthly new mortgage value of Rp 368 billion in 2012 from Rp 328 billion in 2011.

Untuk mendorong pertumbuhan kredit konsumer secara berkesinambungan, Bank OCBC NISP akan terus mempererat relasi dengan pihak developer dan broker properti saat ini maupun yang baru, menambah kerjasama baru dalam bentuk joint financing KPM dengan perusahaan-perusahaan pembiayaan (multi-finances), mengembangkan program bundling, cross selling dan collective loans dengan produk perbankan lainnya, mengembangkan loyalty program, meningkatkan pengetahuan dan ketrampilan Sales Force atas produk-produk konsumer termasuk kredit pemilikan rumah (KPR), kredit pemilikan mobil (KPM) dan kredit multi guna (KMG) melalui pelatihan secara berkelanjutan.

To drive sustainable growth of consumer loans, Bank OCBC NISP will continue to strengthen relationship with existing and new developers and real estate brokers, to build cooperative arrangements, particularly joint financing car loan programs with multi finance companies, to develop bundling, cross-selling and collective loans programs with other banking products, to develop Loyalty programs, to enhance Bank Sales Force’s knowledge and skills on consumer products, including mortgages, car loans and multi-purpose loans by continuous training.

Kartu Kredit Pada tahun 2012, segmen kartu kredit melanjutkan strategi pengembangan bisnis dengan menawarkan banyak program yang memberikan berbagai keuntungan bagi nasabah. Disamping memperluas kerjasama dengan sejumlah merchant baik di dalam maupun di luar negeri, Bank OCBC NISP juga meluncurkan produk yang memberikan fitur-fitur terkini, guna memberikan value terbaik sesuai target marketnya, yaitu affluent dan emerging affluent.

Credit Card In 2012, the Bank’s credit card segment resumed business development strategy of offering a wide range of programs that provide many benefits to customers. In addition to expanding cooperation with merchants both locally and abroad, Bank OCBC NISP also launched a product that delivers cutting-edge features, in order to provide the best value tailor-fitted to the affluent and emerging affluent target markets.

Sepanjang tahun 2012, Bank meluncurkan beberapa program aktivasi, pemakaian, loyalty, dan retention, diantaranya: • Bundling produk kartu kredit Liquid Platinum dengan produk tabungan Tanda 360o dan produk-produk KPR Bank OCBC NISP. • Penawaran Add-On (kartu kedua) dan kartu tambahan bagi nasabah yang telah memenuhi kriteria. • Zero percent interest program sampai dengan 24 bulan, Balance conversion, Best conversion foreign exchange rate, Cash installment program, Post installment payment plan, Card activation dan Dormant campaign yang dilakukan oleh Telemarketing. • Reward program dengan menukarkan point reward yang dimiliki nasabah dari transaksi kartu kredit dengan pengurangan tagihan di merchant-merchant tertentu atau hadiah-hadiah menarik seperti airline mileage, berbagai pilihan barang-barang elektronik maupun kendaraan bermotor.

During 2012, the Bank launched several activation, usage, loyalty, and retention programs, including: • Bundling the Liquid Platinum credit card with Tanda 360o savings product and Bank OCBC NISP’s mortgage products. • Offering Add-On (second card) and additional cards for qualifying customers. • Zero percent interest program for a period of up to 24 months, Balance conversion, Best conversion foreign exchange rate, Cash installment program, Post installment payment plan, Card activation and Dormant campaign offered by Telemarketing. • Reward program by exchanging reward points earned by customers from their credit card transactions for a reduction in transaction values at certain merchants or attractive prizes, such as airline mileage, a wide selection of electronic goods and motor vehicles.


215


Pemegang Kartu Kredit ( Ribuan ) Credit Card Holder ( in Thousand )

Volume Transaksi Kartu Kredit Credit Card Transaction Volume 75

30


1,100

681

35 392

2010

2011

2012

2011

2012

Di awal tahun 2012, guna melengkapi produk kartu kredit

In order to complement the Liquid Platinum credit card with the value proposition “Your Perfect Travel Companion” for the affluent segment, in early 2012 Bank OCBC NISP launched the “Solid Titanium” credit card with a value proposition as “The Lowest Retail Interest”, targeting the emerging affluent segment. The Bank’s Solid Titanium credit card provides a benefit of more than 40% compared to other credit card interest rate or 1.99%/month. Solid Titanium also offers other advantages, including a flexible balance transfer facility that can be accessed at any time by simply sending an SMS text, as well as free annual fee for the first year for the primary and supplementary cards.

Selain diterima di seluruh dunia di lebih dari 29 juta merchant yang bekerjasama dengan Visa atau MasterCard International, sebagai bagian dari grup OCBC Bank, pengguna kartu kredit Bank OCBC NISP juga dapat menikmati berbagai keuntungan dari transaksi pada merchant-merchant OCBC Bank di luar negeri, terutama di Singapura dan Malaysia.

Accepted worldwide at over 29 million merchant partners of Visa and MasterCard International, Bank OCBC NISP credit cardholders can also benefit from advantages provided by OCBC Bank Group, including transactions at OCBC Bank merchants abroad, particularly in Singapore and Malaysia.

Strategi yang dilakukan berhasil mendorong kinerja positif segmen kartu kredit pada tahun 2012, sebagaimana terlihat dari kenaikan jumlah akuisisi kartu baru sebanyak 114% menjadi sekitar 75.000 kartu, dibandingkan dengan jumlah kartu beredar pada tahun 2011. Pada akhir tahun 2012, total volume transaksi kartu kredit Bank OCBC NISP naik sebesar 65%, dibandingkan tahun sebelumnya.

The implemented strategies successfully promoted a favourable performance from the Bank’s credit card business over the year 2012, as indicated by the growing number of new card acquisitions, increasing 114% to around 75,000 cards in comparison to the number of cards in circulation in 2011. At the end of 2012, the total volume of Bank OCBC NISP credit card transactions rose by 65% compared to the previous year.

Untuk kedepan, awareness atas produk kartu kredit Bank OCBC NISP senantiasa diperkuat, baik dengan komunikasi produk yang difokuskan kepada media Below-the-line seperti katalog bulanan yang dikirimkan bersamaan dengan tagihan bulanan, sms blast, website dan juga brosur-brosur. Sedangkan untuk media abovethe-line masih menggunakan koran nasional, billboard dan radio. Disamping promosi, persepsi kualitas produk dijaga dengan senantiasa melakukan pengembangan fitur-fitur baru seperti Loan

For the future, awareness of Bank OCBC NISP’s credit card products will be consistently strengthened through product communication efforts focused on below-the-line media, such as monthly catalog to be sent together with customer monthly billing statement, sms blast, website and brochures. As for above-the-line media, the Bank still uses national newspapers, billboards and radio. In addition to

Liquid Platinum dengan value proposition “Your Perfect Travel Companion” bagi segmen affluent, Bank OCBC NISP meluncurkan kartu kredit “Solid Titanium” dengan value proposition sebagai ”The Lowest Retail Interest”, yang menyasar segmen emerging affluent. Kartu kredit Solid Titanium memberikan keuntungan lebih dari 40% dibandingkan bunga kartu kredit lainnya atau 1,99%/bulan. Kartu kredit Solid Titanium juga menawarkan kelebihan seperti fasilitas balance transfer yang fleksibel yang bisa dilakukan setiap saat dengan hanya mengirimkan sms, serta free annual fee tahun pertama untuk kartu utama dan tambahan.

on card dan Web portal untuk transaksi on-line shopping.

216

2010


promotion, the Bank maintains perception on product quality by continuously developing new features, including Loan on card and a Web portal for on-line shopping transactions.


Jumlah Nasabah Premier Banking The Number of Premier Banking Customers

Jumlah Dana Kelolaan Premier Banking Total Premier Banking Managed Funds Rp Triliun Rp Trillion

13,969

27 10,601

10

14 5,678

2010

2011

2010

2012

2011

2012

Wealth Management & Premier Banking Wealth Management dan Premier Banking Bank OCBC NISP senantiasa bersinergi dengan perusahaan asuransi dan manajer investasi yang mempunyai kredibilitas baik dalam mengembangkan ragam produk yang sesuai dengan kebutuhan keuangan dan investasi nasabah dari kelas menengah (middle class) dan berpendapatan tinggi (affluent), yang terus meningkat seiring tumbuhnya kelompok masyarakat pendapatan menengah di Indonesia.

Wealth Management & Premier Banking Bank OCBC NISP Wealth Management and Premier Banking consistently works with reputable insurance companies and fund managers in synergistic collaboration to develop a range of products to fulfill financial and investment needs of middle class and affluent customers, in line with a growing number of the middle-income groups in Indonesia.

Sebagai bagian dari implementasi strategi pengembangan bisnis dengan fokus pada pengembangan produk life insurance dan reksadana, pada tahun 2012, Wealth Management Bank OCBC NISP meluncurkan produk-produk: • Asuransi Jiwa bekerjasama dengan Great Eastern Life Insurance (MaxHealth, MaxPrestige Care, Lady Care, Critical Illness, MaxPrestige Heritage). • Reksadana NISP Sekuritas, BNP Paribas, Schroder (NISP Proteksi Dinamis Seri 17, NISP Proteksi Dinamis, BNP Paribas Pesona, BNP Paribas Prima USD, BNP Paribas Solaris, BNP Paribas Prima Asia USD, Schroder Dana Istimewa).

As part of its business development strategy focused on developing life insurance and mutual fund products, during 2012 Bank OCBC NISP Wealth Management launched the following products: •

•

Life Insurance in collaboration with Great Eastern Life Insurance (MaxHealth, MaxPrestige Care, Lady Care, Critical Illness, MaxPrestige Heritage). Mutual funds with NISP Sekuritas, BNP Paribas, Schroder (NISP Proteksi Dinamis Seri 17, NISP Proteksi Dinamis, BNP Paribas Pesona, BNP Paribas Prima USD, BNP Paribas Solaris, BNP Paribas Prima Asia USD, Schroeder Dana Istimewa).

Akan halnya strategi pengembangan bisnis Premier Banking, pada tahun 2012, Bank OCBC NISP fokus pada perluasan jaringan layanan Premier Banking Center yang memberikan kemudahan akses atas layanan perbankan dan menyediakan solusi keuangan yang lengkap untuk memenuhi kebutuhan dan kenyamanan dalam bertransaksi para Nasabah Prima.

In regard to Premier Banking business development strategy in 2012, Bank OCBC NISP focused on expansion of Premier Banking Center service network in order to provide easy access to banking services and complete financial solutions to satisfy the needs and comfort of Prime Customers.

Sampai dengan akhir tahun 2012, Bank OCBC NISP telah memiliki 12 Premier Banking Center di berbagai kota besar di Indonesia. Selain memperoleh akses eksklusif ke seluruh OCBC NISP Premier Center dengan fasilitas antara lain: ruang kerja pribadi, meeting room, internet, faksimili, akses email, nasabah Prima di Indonesia juga mendapatkan akses ke seluruh Premier Center/lounge yang ada di Singapura dan Malaysia.

By year-end 2012, Bank OCBC NISP has in operation 12 Premier Banking Centers located in major cities across Indonesia. Prime Customers in Indonesia are entitled to use all OCBC NISP Premier Centers and their facilities, which include personal workspaces, meeting rooms, internet, fax, and email access; as well as provided full access to all Premier centers/lounges found in Singapore and Malaysia.


217


218

Pada tahun yang sama, Premier Banking Bank OCBC NISP juga meluncurkan program eksklusif “Beyond Banking Benefit” yang menambah ragam layanan eksklusif bagi Nasabah Prima seperti: • Banking on The Move yaitu layanan pick up dan delivery dokumen dan uang tunai langsung ke/dari nasabah di rumah atau kantor. • Airport Pick Up Service & Immigration Handling. • Medical Check Up Home Service.

In the same year, Bank OCBC NISP Premier Banking also launched an exclusive program named “Beyond Banking Benefit”, which added an exclusive range of services for Prime Customers, such as: Banking on The Move, a pick-up and delivery service for •

Guna memastikan layanan terbaik bagi nasabah seiring dengan makin berkembangnya dan beragamnya kebutuhan nasabah, Wealth Management dan Premier Banking Bank OCBC NISP menyelenggarakan pelatihan-pelatihan secara berkesinambungan guna mendorong Personal Financial Consultant memiliki pengetahuan produk dan manajemen risiko yang lebih mendalam. Pelatihan-pelatihan ini mencakup program sertifikasi Asosiasi Asuransi Jiwa Indonesia (AAJI), Asosiasi Asuransi Umum Indonesia (AAUI), Wakil Agen Penjual Reksadana (Waperd), Certificate Wealth Management (CWM), dan pelatihan lanjutan seperti Pendidikan Profesi Lanjutan (PPL).

To ensure the best service for customers in line with growing and increasingly diverse needs of customers, Bank OCBC NISP Wealth Management and Premier Banking organized continuous training in order to encourage more in-depth risk management and product knowledge in Personal Financial Consultants. These training programs include certification courses for Indonesia Life Insurance Association (AAJI), General Insurance Association of Indonesia (AAUI), Mutual Fund Sales Agent (Waperd), Certificate Wealth Management (CWM), and advanced training such as Advanced Professional Education (PPL).

Inisiatif-inisiatif tersebut mendorong kinerja positif bagi Wealth Management dan Premier Banking Bank OCBC NISP pada tahun 2012, sebagaimana yang tercermin pada kenaikan total dana kelolaan atau Asset Under Management (AUM) yang terutama ditempatkan pada produk-produk investasi Reksadana dan Obligasi sebesar Rp 2,8 triliun atau meningkat 22,1% dibandingkan dengan tahun 2011. Sedangkan dana kelolaan nasabah Premier Bank Bank OCBC NISP mencapai Rp 27 triliun dengan peningkatan jumlah nasabah sebesar 20% menjadi lebih dari 14 ribu nasabah di tahun 2012.

These initiatives encouraged positive performance for Bank OCBC NISP Wealth Management and Premier Banking in 2012, as reflected in the increase in total assets under management as primarily placed in mutual fund investment products and bonds in the amount of Rp 2.8 trillion, or increasing 22.1% in comparison to 2011. While assets under management of Bank OCBC NISP Premier Bank’s customers totaled Rp 27 trillion, with a 20% increase in the number of customers to more than 14,000 customers in 2012.

Pada tahun-tahun mendatang, Wealth management dan Premier Banking Bank OCBC akan melanjutkan strategi pengembangan bisnis yang bertumpu pada pengembangan produk-produk life insurance, general insurance dan reksadana, serta perluasan jaringan Premier Banking Center dan akses Premier Center/lounge regional, peningkatan cross selling dari produk-produk Wealth Management guna meningkatkan fee based income.

In the coming years, Bank OCBC Wealth Management and Premier Banking will continually pursue business development strategy, which is based on developing life insurance, general insurance and mutual fund products, as well as expanding the network of Premier banking center and access to regional Premier centers/lounges, higher cross-selling of Wealth Management products to increase fee-based income.

OCBC NISP Syariah Unit Usaha Syariah (UUS) Bank OCBC NISP kembali memperlihatkan perkembangan yang positif pada tahun 2012. Strategi pengembangan bisnis dengan mendorong inovasi produk-produk dalam prinsip Syariah dan perluasan cakupan layanan perbankan Syariah dengan mengoptimalisasi kantor cabang konvensional yang ada, terbukti dapat meningkatkan jumlah rekening nasabah sebesar 44% atau berhasil mencatatkan lebih dari 12 ribu rekening pada tahun 2012, disertai pertumbuhan Aset sebesar 74% menjadi Rp 996 miliar pada akhir tahun 2012 dari Rp 574 miliar di tahun 2011.

OCBC NISP Sharia Bank OCBC NISP’s Sharia Business Unit (SBU) showed further positive development in 2012. Business development strategy was focused to drive sharia product innovation and expansion of Sharia banking reach by optimizing the Bank’s existing conventional branches, successfully generated a 44% increase in the number of customer accounts to a total of more than 12,000 accounts in 2012 and assets growth of 74% to Rp 996 billion at the end of 2012 from Rp 574 billion in 2011.

Pertumbuhan aset didorong terutama oleh kenaikan pembiayaan Kepemilikan Rumah iB menggunakan akad Musyarakah Mutanaqisah sebesar 225% menjadi Rp 647 miliar di akhir tahun 2012 dari Rp 199 miliar di tahun sebelumnya. Pertumbuhan pembiayaan

Asset growth was driven primarily by an increase in iB home financing under the Musyarakah Mutanaqisah contract of 225% to Rp 647 billion by year-end 2012 from Rp 199 billion in the previous year. The Bank could maintain financing growth at the same time


• •

documents and cash directly to / from a customer’s home or office. Airport Pick Up Service & Immigration Handling. Medical Check Up Home Service.


Pertumbuhan Dana Pihak Ketiga OCBC NISP Syariah OCBC NISP Sharia Third Party Fund Growth

Komposisi Dana Pihak Ketiga OCBC NISP Syariah OCBC NISP Sharia Third Party Fund Composition


26.1%

593 411 212

2010

2.5%

2011

2012

Tabungan/Savings Account Giro/Current Account Deposit/Time Deposit

71.4%

tetap disertai terjaganya kualitas aset yang sehat, yang ditunjukkan dengan rasio pembiayaan bermasalah bruto (gross Non Performing Financing atau NPF) dan rasio pembiayaan bermasalah neto (net NPF) tercatat masing-masing sebesar 0,47% dan 0,33%. Kedua rasio tersebut masih berada jauh dari batas maksimal 5% seperti yang dipersyaratkan Bank Indonesia.

as sustaining sound asset quality, as indicated by the ratio of gross

Dana pihak ketiga tumbuh sebesar 44% menjadi Rp 593 miliar di akhir tahun 2012 dari Rp 411 miliar di tahun 2011, terdiri dari: • Deposito iB naik sebesar 127% menjadi Rp 155 miliar di tahun 2012 dari Rp 68 miliar di tahun 2011. • Giro iB turun sebesar 66% menjadi Rp 15 miliar di tahun 2012 dari Rp 45 miliar di tahun 2011. • Tabungan iB naik sebesar 42% menjadi Rp 423 miliar di tahun 2012 dari Rp 298 miliar di tahun 2011.

Third party funds grew by 44% to Rp 593 billion at the end of 2012 from Rp 411 billion in 2011, consisting of: • Deposit iB increased by 127% to Rp 155 billion in 2012 from Rp 68 billion in 2011. • Current accounts iB decreased by 66% to Rp 15 billion in 2012 from Rp 45 billion in 2011. • Savings iB rose by 42% to Rp 423 billion in 2012 from Rp 298 billion in 2011.

Sementara itu, efisiensi operasional sebagaimana ditunjukan oleh Rasio Efisiensi Kegiatan Operasional (REO) juga menunjukkan tren positif menjadi 67,7% dibandingkan 72,6% pada tahun sebelumnya.

Meanwhile, the Bank’s operational efficiency as shown by Ratio of Efficiency of Operations (REO) also showed a positive trend to reach 67.7% compared to 72.6% in the previous year.

Pertumbuhan aset yang sehat yang disertai efisiensi operasional yang semakin baik, pada akhirnya mendorong kenaikan laba sebelum pajak penghasilan sebesar 137% menjadi Rp 17 miliar pada tahun 2012.

A healthy asset growth accompanied by better operational efficiency ultimately led to an increase in income before taxes of 137% to Rp 17 billion in 2012.

Sepanjang tahun 2012, UUS Bank OCBC NISP juga meluncurkan produk KPR iB memakai prinsip operasional Murabahah (bagi hasil) dan produk Taka (Tabungan Berjangka) iB, guna melengkapi ragam produk yang ada.

For the year 2012, Bank OCBC NISP Sharia unit also launched a mortgage iB product using the principle of Murabahah (profit sharing) operations and Taka (Installment Savings) iB, to complement its existing product offering.

Disamping itu guna semakin melengkapi ekspansi UUS Bank OCBC NISP membuka: • 2 kantor cabang Syariah masing-masing di kota Makassar dan Medan.

In addition, the Bank further pushed Bank OCBC NISP’s Sharia business expansion by opening: • 2 Sharia branch offices, one in each of Makassar and Medan.

non-performing financing (NPF) and the ratio of net NPF which were respectively at 0.47% and 0.33%. Both these ratios remain comfortable below Bank Indonesia’s prescribed maximum limit of 5%.


219


•

220

60 kantor layanan Syariah (office chanelling) di provinsi Jabodetabek, Jawa Barat, Jawa Timur, Sulawesi Selatan, Sumatera Utara.

•

60 Sharia office channeling, located in the provinces of Greater Jakarta, West Java, East Java, South Sulawesi, North Sumatra.

Dengan demikian, secara keseluruhan UUS Bank OCBC NISP telah memiliki 6 kantor cabang Syariah dan 191 kantor layanan Syariah.

Therefore, Bank OCBC NISP’s Sharia business operates a total of 6 Sharia branch offices and 191 Sharia office channeling.

Pada tahun 2013, strategi bisnis UUS Bank OCBC NISP masih akan difokuskan pada pengembangan unique value proposition dari produk dan layanan perbankan Syariah yang ditawarkan, serta peningkatan kapabilitas sumber daya manusia (SDM) dan infrastruktur dalam mendukung proses bisnis Syariah.

For 2013, Bank OCBC NISP Sharia maintains a strategy to focus on developing a unique value proposition of Sharia banking products and services offering, as well as enhancing human resources (HR) capabilities and infrastructure to support processes within the Sharia operation.


Perbankan Bisnis Business Banking

Produk dan layanan bagi nasabah pebisnis semakin kami kokohkan, sehingga Bank dapat mengiringi kemajuan usaha nasabah dengan segala kebutuhan jasa perbankan yang terus meningkat. Kesiapan sumber daya manusia pun selalu ditingkatkan, agar mereka semakin memahami nasabah sepenuhnya.

50%

Pertumbuhan pengguna velocity (internet banking untuk nasabah komersial) Increased in velocity users (internet banking for commercial)

Our financial product and service offering is constantly strengthened to cater the needs of our sophisticated corporate clientele and consistently support each stage of their business growth. Continuous human capital improvement is key to gaining a better understanding of our valuable customers.

Sejalan dengan tagline Bank OCBC NISP “Your Partner for Life,” produk dan layanan Bank senantiasa ditingkatkan untuk memenuhi kebutuhan nasabah korporasi dan mendukung setiap tahap kehidupan mereka.

In line with OCBC NISP’s tagline “Your Partner for Life,” our products and offerings are constantly enhanced to cater the needs of our corporate clientele and support each stage of their life cycle.

Bank mengelola kredit produktif pada Perbankan Bisnis sesuai segmen-segmen usaha sebagai berikut: - Emerging Business Banking - Perbankan Komersial - Perbankan Korporasi - Financial Institutions - Transaction Banking

The Bank manages its productive loans under Business Banking Group that follows the following business segmentation: - Emerging Business Banking - Commercial Banking - Corporate Banking - Financial Institutions - Transaction Banking

Segmen Transaction Banking dikelompokkan dalam struktur Perbankan Bisnis untuk memastikan keselarasan antara produk yang ditawarkan Bank dengan kebutuhan nasabah di setiap segmen bisnis.

Transaction Banking function is grouped under Business Banking structure to ensure alignment between our product offerings and customers’ needs in each business segment

Emerging Business Banking (EmB)

Emerging Business Banking (EmB)

Profil Usaha Segmen usaha ini melayani emerging business dan nasabah UKM skala kecil untuk membantu pengembangan bisnis mereka. Value

Business Profile This segment caters to emerging businesses and smaller SME customers to help them grow their businesses. Value proposition offered to customer is “simple, fast, and convenient” services that meet their needs.

proposition yang ditawarkan adalah layanan yang “sederhana, cepat, dan nyaman” untuk memenuhi kebutuhan mereka.


221


222

Kinerja dan Pencapaian Setelah meraih pertumbuhan tertinggi sebesar 78% di tahun sebelumnya, pada tahun 2012 EmB fokus untuk memaksimalkan potensi dari 40 lokasi unitnya di seluruh Indonesia, baik dari sisi kredit maupun pendanaan. Kehadiran Bank OCBC NISP di kota-kota besar di seluruh tanah air juga menandakan pentingnya segmen ini dalam perekonomian Indonesia. EmB mencatat pertumbuhan baik, dengan kenaikan aset dan dana simpanan masing-masing sebesar 26% dan 6% y-o-y.

Performance and Achievement After a record growth of 78% a year earlier, EmB focused on maximising the potential of its 40 locations across Indonesia both from lending and funding activities in 2012. Bank OCBC NISP presence in major cities across the countries also signifies the importance of this segment within the Indonesian economy. EmB registered commendable growth, with assets and deposits growing by 26% and 6% year-on-year respectively.

UKM merupakan segmen ekonomi yang berkembang pesat sehingga menimbulkan tingkat persaingan yang tajam dalam sektor ini akibat banyaknya bank menargetkan basis nasabah yang sama. Selain memperluas wilayah untuk pengembangan bisnis, EmB berupaya untuk membedakan dirinya dalam berkompetisi dengan fokus pada pemenuhan kebutuhan riil nasabah dan proses yang cepat, sederhana, dan nyaman sebagai faktor kunci sukses bisnis ke depan.

SME is a fast growing segment of the economy and consequently competition is keen in this sector with many players targeting the same customer base. Apart from geographical expansion to enlarge the franchise, EmB strives to differentiate itself from the competition by focusing on meeting customers’ real needs and fast, simple, and convenient processes. These continue to be key success factors for this business going forward.

Perbankan Komersial

Perbankan Komersial

Profil Usaha Segmen usaha Perbankan Komersial memiliki fokus layanan kepada nasabah dengan omzet penjualan sampai dengan Rp 500 miliar. Bank membuka pusat Perbankan Komersial khusus yang tersebar di beberapa kawasan komersial tertentu. Pemahaman yang mendalam mengenai bisnis nasabah serta kemampuan merespon segala kebutuhan mereka merupakan pendekatan utama yang dilakukan Bank untuk terus meraih loyalitas nasabah.

Business Profile Commercial Banking segment focuses on customers that have sales volume of up to IDR 500 billion. The Bank operates dedicated Commercial Banking Centers located in selected commercial areas to service these customers. Close understanding of customers’ business and being responsive to their requirements are key approaches we take in this segment to ensure customer loyalty.

Pertumbuhan bisnis di segmen ini dilengkapi dengan program pembiayaan rantai pasokan (supply chain) serta program pinjaman yang khusus dirancang untuk komponen yang berbeda pada value chain dalam industri-industri tertentu. Program ini memastikan adanya standar pemberian kredit yang konsisten dan memungkinkan Bank untuk memperoleh pemahaman yang mendalam terkait kondisi bisnis dalam keseluruhan value chain. Sehingga, struktur kredit, produk dan jasa yang ditawarkan sesuai kebutuhan nasabah.

Business growth in this segment is complimented by a supply chain financing program as well as special lending programs designed for different parts of the value chain within selected industries. These programs ensure consistent credit underwriting standards and also enable the bank to acquire deep understanding of business conditions within the value chain. In turn, appropriate credit structure, products and services can be offered to our customers.

Kinerja dan Pencapaian Berlandaskan pada momentum pertumbuhan yang kuat di tahun 2011, segmen usaha Komersial kembali mampu mencetak kinerja yang baik di tahun 2012 dengan pertumbuhan aset dan dana simpanan masing-masing 39% dan 57% y-o-y, disertai dengan ekspansi 18% dalam portofolio debitur baru.

Performance and Achievement Building on strong growth momentum in 2011, Commercial segment recorded another respectable performance in 2012 with 39% and 57% year-on-year growth in assets and deposits respectively, further substantiated with 18% expansion in client base.

Bank secara proaktif menerapkan 2 (dua) strategi utama: intensifikasi nasabah yang ada dan diversifikasi basis nasabah di berbagai sektor dan geografi. Distribusi penyaluran kredit dilakukan dengan penyebaran yang luas di berbagai sektor industri, serta fokus pada kota-kota besar dan pengembangan di luar wilayah Jakarta dan sekitarnya (Jabodetabek).

In general, the Bank proactively acts on 2 (two) core disciplines: deepening wallet from existing customers and diversify client base across various sectors and geographies. Distribution of loans is diversified into various industry sectors, and focused on large cities as well as development outside of greater Jakarta areas (Jabodetabek).



Kredit Korporasi Corporate Banking Loan

Kredit Emerging & Komersial Emerging & Commercial Loan Rp Miliar Rp Billion

18,538


21,354 16,752

13,991 11,315

2010

12,845

2011

2012

2010

2011

2012

Kami menyadari bahwa segmen komersial memiliki potensi keberlanjutan bisnis yang tinggi dan karenanya menawarkan peluang bisnis yang sangat luas. Tantangan Bank ke depan adalah mempertahankan tingkat pertumbuhan di atas rata-rata pasar dan tersedianya sumber daya manusia yang baik. Bank akan senantiasa meningkatkan kemampuan tenaga penjualan agar terus mampu menopang pertumbuhan sesuai perkembangan portofolio nasabah diiringi dengan pengembangan pilihan produk yang memberikan solusi bagi kebutuhan nasabah. Proses kredit juga akan ditingkatkan secara berkala sehingga Bank terus mampu memproses kebutuhan nasabah dengan lebih cepat dan lebih baik.

We realize that the commercial segment is a segment with high sustainability and offers business opportunities that are widely extensive. The challenge going forward is to maintain growth rate above market average and supply of talent. Bank will continually improve and equip our existing sales force in order to better support growth in the growing customer base and simultaneously enhance product solution suite to better meet customers’ needs. The process of credit will also be regularly improved in order to promote a faster and better process in response to the customer’s critical demands.

Perbankan Korporasi

Corporate Banking

Profil Usaha Setelah merger antara Bank OCBC NISP dan Bank OCBC Indonesia menjadi efektif pada awal tahun 2011, profil nasabah Bank OCBC NISP menjadi semakin lengkap. Jika sebelumnya Bank OCBC NISP lebih fokus pada nasabah UKM sedangkan Bank OCBC Indonesia pada nasabah korporasi, maka setelah merger Bank memiliki fasilitas yang semakin lengkap untuk melayani nasabah di seluruh segmen. Oleh karena itu, sejak Januari 2011, Perbankan Korporasi diperluas menjadi 2 (dua) grup bisnis, yaitu Wholesale Banking dan Enterprise Banking. Perubahan struktur organisasi ini ditujukan untuk mengoptimalkan layanan perbankan dan memenuhi kebutuhan nasabah di kedua segmen tersebut.

Business Profile With the merger between Bank OCBC NISP and Bank OCBC Indonesia becoming effective in the beginning of 2011, Bank OCBC NISP’s customer profile is even more complete. Prior to merger, Bank OCBC NISP was mostly focused on SME customers, whereas Bank OCBC Indonesia was more inclined toward corporate clientele. Post merger, the Bank now commands a more complete/extensive range of facilities to serve customers across all segments. With this development, since January 2011, Corporate Banking is expanded into 2 (two) business groups: Wholesale Banking and Enterprise Banking. The change in organizational structure is to optimize banking experience and address the needs of customers in these two respective segments.

Enterprise Banking melayani nasabah korporasi dengan omzet tahunan antara Rp 500 miliar sampai dengan Rp 1,5 triliun sedangkan Wholesale Banking ditujukan untuk kelompok nasabah korporasi besar yang nilai penjualan tahunannya telah berkembang diatas Rp 1,5 triliun. Bank juga memiliki unit Network Customer Group yang didirikan untuk membantu nasabah dalam jaringan bisnis OCBC Bank yang telah berinvestasi atau melakukan kegiatan bisnis di Indonesia.

Enterprise Banking caters to businesses with annual turnover between Rp 500 billion and up to Rp 1.5 trillion. Meanwhile, the Wholesale Banking is geared for large corporate customer group having total annual turnover in excess of Rp 1.5 trillion. A separate

unit known as Network Customer Group was established to serve customers from OCBC Bank network, who invest or conduct business in Indonesia.


223


Kinerja dan Pencapaian Pada tahun 2012, Wholesale Banking menumbuhkan asetnya sebesar 21% y-o-y diimbangi dengan keberhasilan mempertahankan kualitas kredit yang kuat dan NPL nihil. Pengembangan portofolio kredit mengacu pada prinsip kehatihatian dan pada sektor yang telah ditetapkan sebagai industri sasaran Bank, yaitu minyak dan gas, farmasi, makanan dan minuman, logistik dan transportasi, komoditas, barang-barang konsumen, dan otomotif. Di tahun yang sama, Wholesale Banking juga meningkatkan dana pihak ketiga sebesar 136%, sedangkan giro dan tabungan (CASA) tumbuh sebesar 47%.

Performance and Achievement In 2012 Wholesale Banking grew its assets base by 21% yearon-year whilst maintaining strong credit quality with zero NPL. Portfolio expansion was prudently done within the Bank’s target industry sectors, such as oil and gas, pharmaceutical, food and beverage, logistics and transportation, commodities, consumer goods, and automotive. Within the same year Wholesale Banking also expanded its total deposits by 136%, of which CASA grew by 47%.

Enterprise Banking juga turut mencatat kinerja yang baik, dengan ekspansi kredit sebesar 35% y-o-y sedangkan jumlah dana pihak ketiga yang besar semakin meningkat 13% dan pertumbuhan giro dan tabungan (CASA) sebesar 12%.

Enterprise Banking recorded strong results in loan expansions as well, growing 35% year-on-year, whilst total deposits expanded from its large base by further 13%, of which CASA grew by 12%.

Financial Institutions

Financial Institutions

Profil Usaha Financial Institutions (FI) bertanggung jawab untuk mengembangkan bisnis Bank OCBC NISP terkait nasabah lembaga keuangan, yang meliputi bank, perusahaan sekuritas, dana pensiun, perusahaan asuransi dan lembaga keuangan non-bank lainnya. Proses merger pada tahun 2011 telah menggabungkan basis nasabah OCBC Indonesia serta jaringan dan kemampuan global OCBC ke dalam Bank OCBC NISP, yang mana penambahan tersebut sangat bermanfaat bagi kegiatan nasabah Financial Institutions. Dengan dukungan cabang Bank OCBC NISP di Indonesia dan jaringan internasional OCBC Group, saat ini Bank mampu memberikan solusi yang lebih kompetitif dalam melayani kebutuhan nasabah FI di berbagai bidang, termasuk layanan pembayaran dan keuangan perdagangan internasional. Kerjasama dengan grup juga telah mendorong bisnis perdagangan Bank OCBC NISP.

Business Profile Financial Institutions (FI) is responsible to grow Bank OCBC NISP’s financial institution franchise. Our clients include banks, securities companies, pension funds, insurance companies and other nonbank financial institutions. The merger in 2011 added the existing clientele of OCBC Indonesia, the OCBC network and global capabilities. The added network and capabilities are particularly beneficial to Financial Institutions clients. With support of our branches in Indonesia and OCBC group network globally, the Bank now provide more competitive solutions in serving our FI clients needs in many areas such as international trade finance and payment services. Further collaboration with our group also promotes OCBC NISP inbound trade business.

Tahun 2011 membawa sukses atas transformasi FI sebagai unit bisnis Bank, dan kini semakin berkembang menjadi unit bisnis yang independen dan bagian dari Grup Perbankan Bisnis.

The year 2011 was marked the successful transformation of the FI as business unit of the Bank, which is now an independent business unit and part of Business Banking Group.

Kinerja dan Pencapaian Penyelarasan kegiatan usaha dengan unit-unit produk lainnya, seperti Treasury dan Transactional Banking telah memberikan

Performance and Achievement The productive alignment with different product groups such as Treasury and Transactional Banking have immediately contributed to the Division performance in 2012 with 43.3% growth in Net Interest Income, 53% growth in Non Interest Income, and 104% expansion of its deposits franchise. Bank will continue to increase our client base, share of wallet and remain focus in helping our clients grow their business. We will continue to strengthen our control and risk management capabilities to help us weather any major internal and external challenges. We will further enhance and promote good cooperation with national and international financial institutions.

kontribusi positif terhadap kinerja Divisi pada tahun 2012, dengan pertumbuhan pendapatan bunga bersih sebesar 43,3%, 53% kenaikan pendapatan non bunga, dan peningkatan 104% jumlah dana simpanan pada bisnis ini. Bank akan terus meningkatkan basis nasabah, porsi bisnis nasabah dan fokus dalam membantu nasabah mengembangkan bisnis mereka. Bank akan terus memperkuat kontrol dan kemampuan manajemen risiko untuk membangun ketahanan terhadap tantangan internal dan eksternal yang dihadapi. Bank akan semakin meningkatkan kerjasama yang baik dengan lembaga keuangan nasional dan internasional.

224



Transaction Banking

Transaction Banking

Profil Usaha Grup Transaction Banking Bank OCBC NISP terdiri dari Divisi Trade Finance dan Divisi Cash Management. Grup usaha ini secara khusus dibentuk untuk membantu nasabah yang memerlukan transaksi perbankan berfrekuensi tinggi untuk kebutuhan eksternal, termasuk transaksi ekspor impor, serta transaksi internal seperti manajemen arus kas, pembayaran gaji dan pajak.

Business Profile Bank OCBC NISP’s Transaction Banking Group consists of Trade Finance Division and Cash Management Division. The Group is specifically formed to assist customers in making high frequency banking transactions for external needs, including export import transactions, as well as internal transactions such as cash flow management, salaries payments and tax payments.

Peluang yang besar di bidang trade financing ada di dalam portofolio nasabah yang saat ini dilayani Bank. Berbagai inisiatif dilakukan untuk terus meningkatkan kualitas proses dalam rangka mempersingkat waktu penyelesaian transaksi perdagangan nasabah.

Vast opportunities for trade financing exist within our customer portfolio. Initiatives were put in place to continuously improve the quality of our processes in order to deliver quick turnaround time in processing customers’ trade transactions.

Bank juga terus memanfaatkan kegiatan perdagangan antara Indonesia dan negara-negara di mana OCBC Bank beroperasi, sehingga meraih peluang bisnis seiring pertumbuhan arus perdagangan di wilayah Asia. Kota-kota di luar Jabotabek dan Bandung, terutama yang memiliki prospek baik untuk menyerap volume kredit ekspor impor dalam jumlah tinggi, juga telah mendorong pertumbuhan bisnis terkait pembiayaan aktivitas perdagangan. Strategi lainnya yang dilakukan adalah memperdalam hubungan nasabah melalui layanan konsultasi serta lokakarya dan seminar yang membantu nasabah memahami tren ekonomi terkini dan pengetahuan yang luas terkait aktivitas perdagangan.

Leveraging on trade activities between Indonesia and countries in which OCBC Bank has presence also presented us with opportunity to capture growing intra Asian trade flows. Cities outside of Jabotabek and Bandung, particularly those with relatively good prospects for high volume of export import financing have also propelled our growth in trade financing. Other strategies undertaken by Bank OCBC NISP include deepening customer relationships through various advisory services as well as workshops and seminars to keep customer posted on latest economic trends and also trade finance options.

Kinerja dan Pencapaian Upaya perbaikan produk, layanan, dan kualitas layanan secara kolektif menghasilkan pertumbuhan pendapatan Transaction Banking sebesar 21% di tahun 2012. Berikut rincian berbagai pencapaian yang diraih oleh Grup Transaction Banking di tahun 2012: - Pertumbuhan jumlah rekening pengguna Velocity sebesar 50%; - Pertumbuhan pengguna eTax sebesar 28%; - Pertumbuhan nasabah Virtual Account, yang mencapai angka dua digit sejak diluncurkan layanan pada tahun 2012, dan - Pertumbuhan jumlah volume transaksi layanan perdagangan, yang juga mencapai dua digit di saat kondisi pertumbuhan ekspor impor Indonesia yang relatif tidak bergerak (naik sekitar 1%) di tahun 2012.

Performance and Achievement Efforts in product, service, and service quality improvements collectively supported a 21% growth in the Bank’s Transaction Banking revenues for 2012. The following are highlight of achievements by Transaction Banking Group in 2012: -

Growth in the number of Velocity user accounts of 50%;

- -

Growth in eTax users of 28%; Growth in Virtual Account customers, which reached a doubledigit figure since the service was launched in 2012; and Growth in the trading services transaction volume, which also recorded a double-digit figure during which time the condition of export import growth in Indonesia was relatively unchanged (up by about 1%) in 2012.

-

Kinerja tersebut dicapai dengan pelaksanaan yang konsisten pada tahun 2012 ini atas program kerja yang berfokus pada pengembangan produk dan layanan, peningkatan sumber daya manusia dan prosedur, delivery & client services, manajemen pemasaran, dan sistem Value Chain.

These achievements were made possible by strict implementation of work programs during the year which focused on product & service development, improvement of human capital & procedures, delivery & client services, marketing management, and dedicated Value Chain system.

Transaction Banking akan terus meningkatkan program pengembangan bisnis di tahun 2013 untuk mendukung aspirasi Bank di bisnis cash management dan trade finance ke depan.

Transaction Banking’s business development programs will be continuously enhanced in 2013 to support our strong aspirations in cash management and trade finance businesses going forward.


225

Tresuri Treasury

Kegiatan dan jasa di bidang tresuri dilakukan secara seksama dengan memperhitungkan kondisi perekonomian yang masih fluktuatif pergerakannya, tanpa mengurangi kualitas layanan yang diberikan kepada nasabah.

41%

Pertumbuhan pendapatan dari Treasury Income growth from Treasury

226

Our thorough execution of treasury services and activities serves a wellbalanced calculation to today’s fluctuating economic conditions in line with high quality service delivery to customers at all times.

Pendapatan grup Tresuri di tahun 2012 mencapai Rp 508 miliar atau meningkat sebesar 41% dibandingkan perolehan pendapatan di tahun 2011. Hal ini dicapai ditengah-tengah kondisi para pelaku bisnis yang tampak lebih berhati-hati dalam mengambil keputusan untuk pengembangan bisnis mengingat tingkat fluktuasi pasar global yang sangat tinggi dan persaingan antar Bank serta pengawasan yang ketat dari otoritas moneter khususnya dalam pengembangan produk dan transaksi derivatif.

Revenue from treasury group in 2012 reached Rp 508 billion, or increasing by 41% compared to revenues in 2011. This achievement was made amid business conditions that were characterised by cautious decision-making related to business development, in consideration of high fluctuations in the global market and intensive competition among banks as well as tight supervision by monetary authority, particularly in the subjects of product development and derivative transactions.

Perkembangan 2012 Perkembangan ekonomi secara domestik di Indonesia cukup stabil di tengah pertumbuhan ekonomi dunia yang lambat akibat krisis Eropa yang masih terus berlanjut. Produk Domestik Bruto dan Inflasi yang sesuai dengan ekspektasi sangat membantu dalam mendorong investasi asing di Indonesia, sehingga pertumbuhan bisnis di Indonesia lebih sustainable.

Developments in 2012 Domestic economic development was relatively stable amid a slowdown in the global economic growth as the result of the lingering financial crisis in Europe. Gross Domestic Product and inflation remained in line with expectations, hence conducive to drive foreign investment into Indonesia and rendering business growth (in Indonesia) more sustainable.

Tresuri Bank OCBC NISP tetap fokus untuk memastikan ketersediaan likuiditas Bank demi mendukung pertumbuhan balance sheet yang sehat dengan menjaga rasio likuiditas sesuai dengan limit yang berlaku. Selain itu, Tresuri bekerja sama dengan segmen bisnis, selalu berprinsip untuk menjadi yang terdepan melalui penawaran customized product yang memahami kebutuhan nasabah serta memberikan solusi yang tepat. Disamping itu, Bank juga memberikan harga yang kompetitif dan after sales service yang baik dan dapat dipercaya.

Bank OCBC NISP’s Treasury remained focused on ensuring adequate liquidity to support healthy growth of the balance sheet by maintaining liquidity ratios in line with applicable limits. Also, Treasury works closely with business segments, constantly principled/focused on becoming at the forefront by offering customized products that serve customers’ needs and provide accurate solutions. Furthermore, the Bank also provides competitive pricing as well as satisfactory and reliable after sales service.


Tresuri Treasury

Pendapatan dari Treasury Income from Treasury

Komposisi Pendapatan dari Treasury Income from Treasury Composition

Rp Miliar Rp Billion 508

36.0%

41.8%

Transaksi Valuta Asing/ Foreign Exchange Transaction

361 254

Transaksi Efek-efek/ Marketable Securities Transaction Pendapatan Bunga Bersih/ Net Interest Income

2010

2011

2012

22.2%

Demi tetap dapat berkembang ditengah kondisi pasar yang fluktuatif, Tresuri menetapkan 3 (tiga) strategi utama dalam menjalankan kegiatan bisnis sehari-hari dengan tetap berdasarkan prinsip kehati-hatian.

In order to secure continued growth amid volatile market conditions, Treasury established 3 (three) main strategies in the

1. Strategi Pendanaan, yakni strategi Tresuri dalam membantu pencapaian pertumbuhan DPK yang diharapkan dilakukan melalui manajemen Fund Transfer Pricing (FTP) secara aktif dan dinamis. Dalam rangka diversifikasi sumber pendanaan, Tresuri melakukan beberapa aktivitas antara lain repo, pinjaman antar bank, dan pendanaan terstruktur lainnya.

1. Funding Strategy, which is Treasury’s strategy in helping to achieve the expected growth in deposits, which is facilitated by an active and dynamic Fund Transfer Pricing (FTP). In order to diversify sources of funding, Treasury undertakes activities, such as repo, inter-bank lending and other structured financing.

2. Strategi Investasi, yakni dalam mengelola likuiditas Bank, Tresuri melakukan diversifikasi investasi ke dalam instrumen money market dan surat berharga AFS. Portofolio AFS dikelola secara aktif dan dinamis dengan memperhatikan profil risiko likuiditas dan suku bunga neraca Bank serta kondisi pasar.

2. Investment Strategy, which is, in managing the Bank’s liquidity position, Treasury diversifies investments into money market instruments and AFS securities. The AFS portfolio is actively and dynamically managed, with due consideration to the liquidity risk profile and the Bank’s balance sheet interest rate as well as prevailing market conditions.

3. Strategi Produk, yakni Tresuri melakukan penjualan Retail Bonds dan Structured Products kepada nasabah secara agresif, dengan ditunjang oleh tenaga penjual yang berkompeten. Selain itu, Tresuri juga turut berpartisipasi sebagai agen penjual SUKUK004 dan ORI09 di tahun 2012.

3. Product Strategy, which is that Treasury aggressively makes sales of Retail Bonds and Structured Products to customers, with added support of competent salespeople. In addition, Treasury also participated as a selling agent for ORI09 and SUKUK004 issues in 2012.

Selain itu, untuk mempermudah nasabah dalam melakukan transaksi forex dengan Treasury Advisory, Tresuri sudah menambah layanan Treasury Hotline untuk menjangkau nasabah di Sumatera.

Further, as an effort to facilitate clients in forex transactions with Treasury Advisory, the Treasury Hotline service was added for easy access to customers in Sumatra.

Hasil yang dicapai Tresuri tidak terlepas dari beberapa kekuatan yang dimiliki Bank. Diantaranya, adanya hubungan yang kuat dengan SME customers base, luasnya jaringan yang didukung oleh keberadaan cabang di berbagai kota, mempunyai sistem ONFX untuk mengakomodasi transaksi forex di cabang-cabang dengan lebih efisien, serta memaksimalkan OCBC strong credit standing dan jaringan regionalnya.

Achievements made by Treasury were partly attributed to the Bank’s competitive strengths. Among them are strong relationship with SME customers base, extensive network with effective distribution of branches in various cities, the ONFX system to accommodate forex transactions in branches more efficiently, and maximize OCBC strong credit standing and regional network.

course of daily business operation, with due consideration to the prudential banking principle.


227

Tresuri Treasury

228

Organisasi dan SDM Kedepan, Bank akan terus meningkatkan kemampuannya dengan tetap memperhatikan prinsip kehati-hatian dan sesuai dengan peraturan yang ada. Untuk memenuhi kebutuhan nasabah yang beragam, Bank terus berkomitmen untuk menciptakan produkproduk inovatif sesuai dengan kebutuhan nasabahnya dengan ditunjang tenaga penjualan yang berpengalaman di cabangcabang yang tersebar di seluruh Indonesia.

Organization and HR Going forward, the Bank will continue to enhance its capabilities by taking into account the prudential banking principle and in accordance with prevailing regulations. To meet the diverse needs of customers, the Bank is committed to create innovative products to suit customers’ needs, with assistance from an experienced sales force in branches located across Indonesia.

Dalam pengembangan bisnisnya, Tresuri telah mengajukan pencalonan menjadi primary dealer untuk IDR government bonds. Pada awal 2012, Tresuri telah melakukan perubahan sistem frontend agar pengukuran, monitor, dan control dapat dilakukan dengan lebih akurat dalam pelaksanaan manajemen risiko.

Related to business development, Treasury has submitted an application to be the primary dealer for IDR government bonds. In early 2012, Treasury made changes to the front-end system such that measurement, monitoring, and control can be done more accurately in the implementation of risk management.

Sinergi dengan OCBC Bank-Singapura dilakukan melalui pengiriman nasabah ke Regional Forum di Singapura serta adanya kerjasama dengan OCBC Institutional Sales untuk mendapatkan offshore deals.

The Bank has business synergy with OCBC Bank-Singapore by sending customers to the Regional Forum in Singapore as well as collaboration with OCBC Institutional Sales for offshore deals.

Prospek 2013 Perekonomian global diperkirakan akan berada pada pijakan yang lebih kuat di tahun 2013 dibandingkan tahun 2012. Secara garis besar, perekonomian global masih akan berdampak dari perekonomian AS yang kurang baik, kondisi yang tidak menentu dari zona Eropa, dan pertumbuhan yang berkesinambungan di Asia. Untuk Indonesia, diharapkan adanya pertumbuhan sebesar 6,5% dimana diperkirakan perekonomian akan tetap kuat dengan dukungan domestic demand.

Outlook for 2013 The global economy is expected to be on firmer footing in 2013 than in 2012. Generally, the global economy will still be influenced by a slow U.S. economy, market uncertainty from the European zone, and sustainable growth in Asia. Indonesia is expected to grow at 6.5% with expectations for a strong economy supported by domestic demand.

Di tahun 2013, Tresuri akan terus berupaya memberikan produk dan pelayanan demi kepuasan nasabah. Untuk memperkuat loyalitas nasabah yang sudah ada serta menjangkau nasabah baru, maka akan dikembangkan customer base melalui pemasaran yang agresif, perencanaan account yang tepat, cross selling, optimalisasi jaringan, serta pengembangan cakupan geografis di kota-kota besar di Indonesia. Apresiasi kepada nasabah dalam bentuk customer gathering juga akan diadakan sebagai ajang untuk mempererat hubungan baik yang sudah terjalin antara Bank OCBC NISP dengan nasabahnya, meningkatkan brand awareness, serta sebagai sarana untuk memberikan informasi terkini seputar kondisi perekonomian dunia dan Indonesia khususnya yang diharapkan dapat bermanfaat bagi nasabah.

In 2013, Treasury will continue to deliver products and services toward customer satisfaction. To strengthen the loyalty of existing customers and reach new ones, the Bank will develop customer base through aggressive marketing, accurate account planning, cross selling, network optimisation, and development of geographic coverage in major cities in Indonesia. Appreciation to customers by form of customer gathering will also be held as an effort to strengthen good relationship that already exists between Bank OCBC NISP and customers, to increase brand awareness, as well as the means to provide the latest information on the conditions of the world as well as Indonesian economies, in particular those that could benefit the customers.

Untuk meningkatkan kinerja serta memenuhi kebutuhan nasabah yang beragam, Tresuri akan terus mengembangkan dan menyempurnakan sistem yang ada. Tresuri juga akan melakukan peningkatan kualitas sumber daya manusia melalui pengadaan pelatihan internal terkait produk-produk Tresuri dan peraturan yang berlaku. Dengan pemahaman ini, baik personil Tresuri maupun cabang akan mampu menjual produk serta menjelaskan faktor risiko yang terkandung didalamnya.

To improve performance and fulfil the diverse needs of customers, Treasury will continue to develop and refine its existing systems. Treasury will also improve the quality of human resources by holding internal training on Treasury products and applicable regulations. With this knowledge building, both Treasury and branch officers will be able to sell products and provide explanation on inherent risk factors.


Saluran Distribusi Distributional Channel

Pengembangan layanan yang lebih baik kepada nasabah dilakukan pula melalui penataan keberadaan kantor-kantor Bank di area yang prospektif dan mampu membangun corporate brand.

50%

An essential service enhancement initiative is our continual reorganization of branch offices into potential areas that are conducive to promote the Bank’s corporate brand.

Pertumbuhan pengguna internet banking dan mobile banking Growth in internet banking and mobile banking users

Jaringan Kantor Seiring dengan penguatan pada fokus bisnis inti Bank, yakni memberikan layanan kepada segmen konsumer dan UKM, di tahun 2012 dilakukan pembenahan jaringan kantor, baik dari sisi jumlah maupun lokasi. Hal ini juga dimaksudkan untuk memberi kemudahan bagi nasabah dalam memperoleh akses terhadap produk perbankan maupun melakukan transaksi.

Jaringan Kantor In line with stronger focus of the Bank’s core business of servicing the consumer and SME segments, in 2012 the Bank restructured its network of offices, in terms of number as well as locations. This initiative was also intended to provide greater convenience for customers in accessing banking products and making banking transactions.

Fokus pengembangan jaringan kantor di tahun 2012 adalah melakukan peningkatan layanan kepada nasabah, peningkatan efisiensi dan efektivitas jaringan kantor cabang, serta optimalisasi kantor. Upaya ini didukung pula dengan memperkuat distribusi penjualan di area metropolitan maupun regional, memperkuat corporate brand, serta menutup dan merelokasi beberapa kantor yang dinilai kurang prospektif.

Expansion of office network in 2012 was focused on improving service to customers, increasing efficiency and effectiveness of the branch network, as well as optimalization of offices. This initiative was further supported by strengthening the sales distribution in metropolitan as well as regional areas, strengthening the brand image and closing as well as relocating several branch offices that are considerably less prospective.

Demi menunjang pertumbuhan bisnis dan memberikan layanan yang lebih baik kepada nasabah, di sepanjang tahun 2012 telah dibuka 11 kantor baru yang tersebar di daerah Jabotabek, Bandung, Medan, Makassar, Cirebon, Kediri dan Ponorogo. Bank juga memperluas layanan syariah dengan membuka 60 Kantor Layanan Syariah baru yang tersebar di Sumatera Utara, Sulawesi Selatan, Jabotabek, Serang, Jawa Barat, dan Jawa Timur.

To sustain business growth and deliver the best service to customers, during the year 2012 the Bank opened 11 new branch offices located in Jabotabek, Bandung, Medan, Makassar, Cirebon, Kediri and Ponorogo. The Bank also expanded sharia services by opening 60 new office channelling outlets in areas including North Sumatera, South Sulawesi, Jabotabek, Serang, West Java, and East Java.

Hingga akhir tahun 2012, Bank OCBC NISP memiliki 350 kantor, terdiri dari Kantor Pusat, Kantor Cabang, Kantor Cabang Pembantu,

At the end of 2012, Bank OCBC NISP operates 350 branch offices, consisting of the Head Office, branch offices, sub-branch offices,


229


Medan Pekanbaru

Manado

Batam

Padang

Pontianak

Samarinda

Balikpapan

Jambi Lampung Palembang Jakarta Bandung

230

350 Kantor Offices 695 ATM ATMs

Banjarmasin

Makassar

Kendari

Semarang Surabaya

Yogyakarta

Bali

Lombok

Kantor Cabang Syariah, Kantor Kas, Kantor Payment Point, dan Kantor Fungsional Mikro yang merupakan unit pelayanan untuk bisnis kredit mikro Bank. Berdasarkan jumlah, kantor Bank mengalami penurunan dibanding posisi per akhir Desember 2011. Hal ini dikarenakan adanya penutupan sejumlah kantor Fungsional Mikro demi meningkatkan efisiensi dan efektivitas, menjaga profitabilitas, serta mengembalikan fokus pada bisnis inti yaitu memberikan layanan pada segmen konsumer dan UKM.

Sharia branches, cash offices, payment points, and micro functional offices. The latter serve as service points for the Bank’s micro lending business. In total, the number of the Bank’s offices decreased in comparison to the year-end position in 2011. This was due to the closing of some micro functional offices in order to boost efficiency and effectiveness, uphold profitability, and focus back into its core business of catering to the consumer and SME segments.

Saluran Distribusi Elektronik Mengoptimalkan perkembangan teknologi untuk memenuhi kebutuhan nasabah akan media elektronik yang aman, nyaman, dan fleksibel, Bank OCBC NISP terus melakukan pengembangan Internet Banking dan Mobile Banking bagi nasabah ritel serta fasilitas velocity@ocbcnisp, sebuah layanan Cash Management bagi nasabah business banking.

Saluran Distribusi Elektronik Bank OCBC NISP strives to optimize advances in technology to meet customers’ needs for safe, comfortable and convenient electronic media, and therefore consistently undertakes development of Internet Banking and Mobile Banking for retail customers also velocity@ocbcnisp facility, a Cash Management service for business banking customers.

Perkembangan pengguna dan jumlah transaksi dari kedua channel ini di tahun 2012 sangat baik dibandingkan tahun sebelumnya. Pertumbuhan pengguna Internet Banking dan Mobile Banking mencapai diatas 50% dibandingkan tahun 2011, sedangkan pengguna velocity@ocbcnisp juga meningkat sebesar 49,5%.

The Bank noted favorable developments in terms of the number of users and total transactions of both channels in 2012 compared to the previous year, recording growth in the number of Internet Banking and Mobile Banking users in excess of 50% relative to 2011, also velocity@ocbcnisp users increase by 49.5%.

Di tahun 2012, Bank OCBC NISP juga melakukan penambahan 43 unit ATM baru untuk melayani kebutuhan nasabah, sehingga total jumlah ATM OCBC NISP menjadi 695 unit di akhir tahun 2012. Nasabah pemegang kartu ATM OCBC NISP juga dapat menikmati layanan ATM dari jaringan ATM yang tersebar dari Bank anggota jaringan ATM Bersama, ATM Prima, Visa, OCBC Singapore dan Malaysia, Bankcard Malaysia, serta Jaringan Debit di Visa dan Debit Prima.

In 2012, Bank OCBC NISP also added 43 new ATMs to better serve customers, thus bringing the total number of ATM OCBC NISP in operation to 695 units at the end of 2012. Customers with ATM OCBC NISP cards can also take advantage of ATM services from other networks operated by member banks of ATM Bersama, ATM Prima, Visa, OCBC Singapore and Malaysia, Bankcard Malaysia, as well as Debit network of Visa and Debit Prima.

Selain itu, fitur-fitur layanan saluran distribusi elektronik juga terus dikembangkan untuk melengkapi fitur yang sudah ada saat ini, termasuk diantaranya transfer antar bank, pembayaran berbagai tagihan, dan pembelian pulsa isi ulang.

Also, the Bank developed additional features made available through its electronic distribution channels to complement the current line up of features already offered, including inter-bank fund transfers, bills payment and cellular top-up.



Pengguna Internet & Mobile Banking Internet & Mobile Banking Users

Pengguna Velocity Velocity Users

51,036

3,749

2,507 1,842

24,226 11,025

2010

2011

2012

Electronic Data Capture OCBC NISP, Phone Banking OCBC NISP, SMS Banking OCBC NISP, dan Autopayment OCBC NISP merupakan saluran-saluran distribusi yang disediakan untuk mendukung nasabah dalam kebutuhan transaksi perbankan melalui saluran distribusi elektronik. Pengembangan saluran distribusi elektronik merupakan salah satu wujud komitmen Bank OCBC NISP dalam melayani nasabah. Saluran distribusi elektronik yang lengkap dan jaringan akses ATM yang luas serta terus berkembang diharapkan dapat memenuhi dan memuaskan nasabah dalam kebutuhan transaksi perbankan.

2010

2011

2012

Electronic Data Capture OCBC NISP, Phone Banking OCBC NISP, SMS Banking OCBC NISP and Autopayment OCBC NISP are distribution channels operated by the Bank to enable customers in making banking transactions through electronic distribution channels. Developing electronic distribution channels is a manifestation of Bank OCBC NISP’s commitment in servicing customers. The Bank believes that a complete selection of electronic distribution channels and an extensive and continually growing ATM reach will meet and satisfy customers’ demands for banking transactions.


231

Operasional dan Teknologi Informasi Operational and Information Technology

Pengembangan dan perbaikan proses kerja terus dilakukan di bidang operasional dan teknologi informasi, untuk memberikan dukungan yang optimal bagi peningkatan kualitas layanan kepada nasabah.

23

We diligently enhance and refine work processes in operations and information technology to set optimal support for high quality service delivery in the customers’ interests.

Proyek Pengembangan Projects Improvement

232

Inisiatif dalam Grup Operasional dan Teknologi Informasi (OPIT) di tahun 2012 difokuskan untuk mengembangkan dan memperbaiki proses kerja demi peningkatan kualitas layanan yang diberikan kepada nasabah.

Initiatives in the Operations and Information Technology (OPIT) Group during 2012 focused on developing and improving work processes in order to improve the quality of services provided to customers.

Selain melakukan kajian terhadap ketentuan dan prosedur yang ada, Grup Operasional juga mengembangkan sistem operasional untuk mendukung Bisnis Bank dalam memberikan layanan kepada nasabah yang melakukan transaksi keuangan di Bank OCBC NISP dan tetap dapat memitigasi risiko operasional serta menerapkan fungsi dual control.

In addition to assessing the existing rules and procedures, the Operations Group also developed operational systems to support the Bank’s business in delivering services to customers to make their financial transactions with Bank OCBC NISP, and at the same time able to mitigate operational risks and implementing a dual control function.

Sementara Grup Teknologi Informasi (TI) melakukan pengembangan dan perbaikan terhadap berbagai sistem untuk meningkatkan kualitas proses kerja dalam mendukung operasional dan pertumbuhan bisnis.

Separately, the Information Technology (IT) Group pursued the development and improvement of various systems to increase the quality of work processes, and ultimately sustain operational and business growth.

Operasional Di tahun 2012, Grup Operasional telah melakukan pengkajian ulang terhadap ketentuan dan sistem prosedur yang disesuaikan dengan format hierarki kebijakan sesuai standar internasional, yang juga diterapkan di OCBC Bank-Singapura.

Operations In 2012, the Operational Group conducted a review on the provisions and procedures to suit the format of the policy hierarchy in line with international standards, which are also applied in OCBC BankSingapore.

Pengembangan proses operasional Bank yang dilakukan bekerja sama dengan OCBC Bank-Singapura diantaranya adalah proyek pengembangan proses terkait dalam pemenuhan kebutuhan

Efforts for developing the Bank’s operational processes are carried out in collaboration with OCBC Bank-Singapore, among others the process development project related to fulfilling SGD cash reserve in



uang valas SGD di wilayah Batam. Proyek ini bertujuan untuk meningkatkan kepuasan nasabah dan mengurangi biaya operasional di wilayah Cabang Batam. Pengembangan proses yang dilakukan meliputi penyediaan Bank Notes SGD, bekerjasama dengan OCBC Bank-Singapura dengan harga dan biaya pengiriman yang lebih rendah, dan waktu pengiriman yang lebih cepat. Kerja sama lainnya adalah dalam bentuk sharing knowledge untuk proyek-proyek improvement.

Batam. This project was designed to increase customer satisfaction and reduce operating costs in the areas covered under the Batam branch office. Process development completed includes supplying SGD bank notes, in collaboration with OCBC Bank-Singapore, at lower price and shipping costs as well as faster delivery time. Other cooperative initiative is sharing knowledge related to improvement projects.

Selain itu, untuk memastikan keberlangsungan proses operasional Bank, ketentuan dan kebijakan mengenai Business Continuity Plan (BCP) terus disosialisasikan dan dikomunikasikan kepada seluruh Division Head dan Pimpinan Unit Kerja terkait melalui media email dan Situs Internal Bank. Untuk memastikan pemahaman dan penerapan BCP, melalui beberapa case yang terkait dengan transaksi, Grup Operasional telah melakukan uji coba (Desktop Testing).

Furthermore, to ensure the sustainability of the Bank’s operations, the terms and policies related to the Business Continuity Plan (BCP) are continually disseminated and communicated to all Division Heads and relevant Unit Heads via email and Bank Internal site. To ensure thorough understanding and application of the BCP, the Operational Group has conducted Desktop Testing on certain cases related to transactions.

Seluruh inisiatif yang dilakukan Grup Operasional di tahun 2012 telah memberikan hasil yang positif dan signifikan bagi Bank. Grup Operasional berhasil melakukan optimalisasi dan peningkatan produktivitas sumber daya karyawan yang ditunjukkan dengan penurunan rasio Biaya Operasional (OpEx) dengan Asset dibandingkan dengan tahun sebelumnya sebesar 22%.

All initiatives undertaken in 2012 by the Operational Group produced positive and significant results for the Bank. The Operational Group successfully managed optimalization of personnel and improvement in overall productivity as indicated by the lower ratio of operational expenses (OpEx) to assets relative to the previous year of 22%.

Dari sisi kualitas, pencapaian Grup Operasional diantaranya: • Telah melakukan 23 (dua puluh tiga) proyek pengembangan (project improvement) dengan penghematan biaya sebesar Rp 9,3 miliar selama tahun 2012. • Telah dilakukan sertifikasi Six Sigma terhadap Karyawan Operasional, dan memperoleh 2 Green Belt Certified. • Telah dilakukan Quality Training dengan rincian : - Quality Action untuk 24 orang karyawan - Quality Practice untuk 19 orang karyawan - Quality Primer untuk 222 orang karyawan - Quality Foundation untuk 567 orang karyawan - X3 Program untuk 318 orang karyawan - Pembuatan Wall of Fame, sebagai media komunikasi atas proyek-proyek yang telah dilakukan

In terms of quality, the Operational Group achieved the following: • Completed 23 (twenty three) project improvement, which generated total cost savings of Rp 9.3 billion during 2012. • Obtained Six Sigma certification for Operational personnel, and received 2 Green Belt Certified. • Held a series of Quality Training with the following details: - Quality Action for 24 employees - Quality Practice for 19 employees - Quality Primer for 222 employees - Quality Foundation for 567 employees - X3 Program for 318 employees - Building the Wall of Fame, as a medium to display completed projects

Pada tahun 2012, Tim Central Payment Operation menerima Straight Through Processing (STP) Award dari ING Bank, Citibank, dan Bank of New York (BONY). Penghargaan ini ditujukan bagi bank dengan prestasi tingkat pencapaian Straight Through Processing (STP) untuk pengiriman dana secara tepat dan cepat.

In 2012, Central Payment Operation Team received Straight Through Processing (STP) Awards from ING Bank, Citibank, and Bank of New York (BONY). The award is presented to banks with outstanding performance/achievement in Straight Through Processing (STP) for accurate and timely fund transfers.

Biaya Operasional (OpEx) selama tahun 2012 mencapai Rp 505,8 miliar, yang meliputi pembiayaan di Operational Services, Operational Process, Operational Development, dan Operational Monitoring.

In 2012, operating expenses (OpEx) reached Rp 505.8 billion, which includes funding for Operational Services, Operational Process, Operational Development, and Operational Monitoring.

Untuk mendukung kegiatan operasional, Bank terus mengoptimalkan sumber daya manusia yang ada atau Zero Growth Employee. Dengan demikian, produktivitas tetap dapat dicapai meskipun jumlah sumber daya manusia lebih kecil dibandingkan dengan tahun sebelumnya.

To support operations, the Bank sought further optimization of its existing human resources, or posting Zero Growth Employee. Thus, the Bank sustained/achieved productivity while maintaining a lower number of personnel in comparison to the previous year.


233


Teknologi Informasi (TI) Beberapa inisiatif pengembangan yang dilakukan Grup TI diantaranya sebagai berikut: • Pengembangan Dual Data Center, Disaster Recovery Plan (DRP) untuk aplikasi non critical selesai dipersiapkan dan proses swing over antara kedua data center untuk aplikasi critical dan non critical telah dilakukan pada April 2012. • Inovasi dalam bidang teknologi informasi melalui pengembangan cloud computing dan mobile technology. Pada triwulan kedua 2012, diimplementasikan teknologi Cloud Computing untuk hasil rekaman kamera CCTV di cabang dan di ATM. Sementara untuk pengembangan mobile technology, riset untuk pembuatan e-form juga telah diselesaikan. • Pembuatan arsitektur sistem informasi dan teknologi untuk menciptakan sistem yang terintegrasi dan berorientasi terhadap keselarasan bisnis dan teknologi. • Pengembangan Sistem Informasi Manajemen melalui pengembangan Data Warehouse dan Business Intelligence termasuk pembuatan beberapa performance dashboard baik untuk kebutuhan manajemen maupun Tim Bisnis. •

234

Proses pengembangan teknologi informasi terus dilakukan sesuai dengan IT Roadmap 2012. Proses ini juga diimbangi dengan perbaikan alur kerja yang dilakukan secara terusmenerus dan dipantau pencapaiannya secara berkala.

Information Technology (IT) A description of several initiatives undertaken by the IT Group is as follows: • Developing the Dual Data Center, Disaster Recovery Plan (DRP)

•

•

•

•

for non-critical applications was completed and swing over between the two data centers was accomplished in April 2012 for critical and non-critical applications. Innovation in information technology with the development of cloud computing and mobile technology. In the second quarter of 2012, the Bank implemented Cloud Computing technologies for recording via CCTV cameras in branch offices and ATMs. With respect to developing its mobile technology, research was concluded related to the preparation of the e-form. Developing the information and technology system architecture to create an integrated system with focus on business and technology alignment. Developing the Management Information System by the development of Data Warehouse and Business Intelligence, including formulating performance dashboards for use by management and business teams. Activities related to information technology development are consistent with the IT Roadmap 2012. This process is also balanced by continuous improvement in the workflow and regular monitoring of its progress.

Terkait dengan pengamanan data dan dukungan terhadap proses kerja, beberapa program kerja telah dilakukan. Di tahun 2012, Grup TI telah memulai implementasi Virtual Desktop, sebagai sarana untuk meningkatkan keamanan data dan mengurangi biaya investasi dari sisi hardware dan maintenance. Menjalankan IT Governance Practices, seperti Control Objective IT (COBIT), IT IL, dan Project Management Body of Knowledge (PMBOK) Methodology dalam rangka meningkatkan kualitas proyek yang telah diselesaikan dan ketepatan waktu pada saat implementasi, serta kesesuaian hasil proyek untuk mendukung kinerja bisnis. Selain itu, Grup TI juga melakukan pemantauan vendor dalam setiap proyek dan pemeliharaan proses Business As Usual (BAU), untuk memastikan tercapainya SLA serta efisiensi dalam penanganan proyek-proyek yang terkait dengan vendor.

Several programs were initiated to address data security and support to work processes. In 2012, IT Group began the implementation of the Virtual Desktop, as a means to improve security of data and reduce the investment costs in terms of hardware and maintenance required. The Bank also ran IT Governance Practices, such as Control Objective IT (COBIT), IT IL, and the Project Management Body of Knowledge (PMBOK) Methodology in order to improve the quality of projects delivered and time accuracy during implementation, as well as consistency of project results to support overall business performance. Further, the IT Group also performed vendor monitoring activities in each project as well as maintenance of the Business As Usual (BAU) process, to ensure SLA achievement and overall efficiency in handling projects related to vendors.

Pengembangan bidang security monitoring, virtual desktop, dan pengembangan proyek yang terkait dengan kebutuhan regulasi seperti aplikasi switching, pelaporan Bank Indonesia, Sistem Informasi Debitur, tantangan yang dihadapi Grup TI adalah menyelesaikan dengan kualitas yang baik sesuai waktu implementasi yang ketat.

The Bank also carried on development of security monitoring, virtual desktop, as well as developed projects related to regulatory compliance, such as switching application, Bank Indonesia reporting, Debtor Information System. The challenges faced by the IT Group is good quality of project delivery with a tight implementation schedule.

Grup TI Bank juga melakukan kerja sama dengan OCBC BankSingapura dalam hal sharing knowledge untuk implementasi Project Murex, serta pembangunan jalur koneksi transfer antar Bank OCBC NISP dengan OCBC Bank-Singapura dan Malaysia.

The Bank’s IT Group also coordinated with OCBC Bank-Singapore in terms of sharing knowledge for the implementation of the Murex Project, as well as constructing the transfer connection (channel) between Bank OCBC NISP with OCBC Bank-Singapore and Malaysia.



Bank telah memiliki IT Governance, sesuai dengan Peraturan Bank Indonesia (PBI) No. 9/15/PBI/2007 mengenai Penerapan Manajemen Risiko dalam Penggunaan Teknologi Informasi oleh Bank Umum. Penerapan IT Governance di tahun 2012 merupakan kelanjutan dari implementasi IT Strategic Plan yang sudah dibuat sebelumnya. Pengembangan aplikasi tetap didasarkan pada penyusunan IT Roadmap bersama dengan business user dengan melihat business impact dan IT Effort. Selain itu, dilakukan perbaikan alur kerja, diantaranya dengan menerapkan konsep business line dibawah koordinasi Project Manager yang terdiri dari Business Analyst, System Analyst & Service Quality, dan monitoring pelaksanaan IT Roadmap dengan mengacu pada IT Governance dan IT Framework yang ada.

The Bank applies IT Governance, according to Bank Indonesia Regulation (PBI) No.. 9/15/PBI/2007 on Risk Management in Information Technology Usage by Commercial Banks. Implementation of IT Governance in 2012 is a continuation of the implementation of the IT Strategic Plan that was done in prior. Application development is based on the preparation of the IT Roadmap together with the business users with due consideration to the business impacts and IT Efforts. Furthermore, workflow improvements were made, among others by applying the business line concept under the coordination of the Project Manager, consisting of Business Analyst, System Analyst & Service Quality, and monitoring on the implementation of the IT Roadmap with reference to the IT Governance and IT Framework currently in place.

Terkait dengan BCP, Grup IT telah mempunyai kebijakan yang salah satu ruang lingkupnya adalah kualifikasi aplikasi yang kritikal dan non kritikal, serta penanganannya apabila terjadi bencana/kondisi darurat. Disamping itu, Bank juga melakukan pengujian secara berkala untuk memastikan rencana tersebut dapat dipergunakan apabila bencana/kondisi darurat benar-benar terjadi.

Related to BCP, IT Group observes a policy, which include within its scope, qualification of critical and non-critical applications, as well as procedures for handling in the event of disaster/emergency conditions. In addition, the Bank also performs periodic testing to ensure that these plans are actually applicable under conditions of disaster/emergency.

Berbagai inisiatif Grup TI telah memberikan hasil yang menggembirakan, khususnya efisiensi biaya, dimana penghematan biaya yang dikeluarkan untuk vendor sebesar 20% atau sebesar

Initiatives of the Bank’s IT Group gave encouraging results, such as efficiency of costs, especially costs paid to vendors which was lower by 20% or Rp 580 million. Monitoring Defect Management in relation to vendor could successfully contain the average age of defect handling to 2 (two) months and no single defect persist over 6 (six) months. Uptime applications are in line with targets: (a) all critical banking sytem 99.9952%, (b) ATM 99.9507%, (c) ibank 100% (d) mbank 100%, (e) velocity 100%, and (f) corebank 99.8757%.

Biaya investasi selama tahun 2012 untuk bidang TI sebesar Rp 70,9 miliar. Diantaranya untuk pembelian perangkat network untuk Data Center dan cabang, pembelian mesin ATM dan barang TI lainnya, serta pengembangan aplikasi yang diperlukan untuk menunjang bisnis dari berbagai segmen bisnis.

IT investment costs for 2012 amounted to Rp 70.9 billion. The funds were used for purchases of network devices installed in the data centers and branch offices, procurement of ATMs and other IT equipment, as well as costs for the development of applications required as business support in various business segments.

Biaya TI lainnya adalah biaya pemeliharaan hardware dan software sebesar Rp 33,9 miliar; biaya komunikasi data untuk cabang, ATM, dan EDC sebesar Rp 59,4 miliar; serta biaya sewa barang TI sebesar Rp 26,7 miliar.

Other IT costs comprised hardware and software maintenance costs totaling Rp 33.9 billion; costs for data communication in branches, ATM, and EDC Rp 59.4 billion; as well as rental of IT equipment Rp 26.7 billion.

Untuk tahun 2013, beberapa pengembangan bidang Operasional yang akan dilakukan diantaranya pengembangan Operation Process, pengembangan Operation Services, pengembangan Operation Development, serta pengembangan Operation Monitoring.

In 2013, plans for improvement and development in Operational areas will be specifically directed toward Operation Process, Operation Services, Operation Development and Operation Monitoring.

Sedangkan di bidang TI akan dilakukan peningkatan project quality dan quantity, Staff Capacity, Technology Infrastructure, serta meningkatkan komunikasi tim internal dengan business user dan third party vendors.

For IT, the Bank targets higher project quality and project quantity, Staff Capacity enhancement, Technology Infrastructure improvement, and more intensive communication between the internal team with both business users and third party vendors.

Rp 580 juta. Monitoring Defect Management terkait vendor berhasil menjaga rata-rata umur penyelesaian defect sebesar 2 (dua) bulan dan tidak ada defect yang umurnya lebih dari 6 (enam) bulan. Aplikasi uptime sesuai target yaitu: (a) all critical banking sytem 99,9952%; (b) ATM 99,9507%; (c) ibank 100%; (d) mbank 100%; (e) velocity 100%; dan (f) corebank 99,8757%.


235

Customer Experience Customer Experience

Pengalaman saat melakukan transaksi perbankan merupakan hal yang akan diingat oleh nasabah. Bank OCBC NISP terus berupaya menciptakan pengalaman yang menyenangkan bagi nasabah. Oleh karenanya, kami membentuk Customer Experience Division di tahun 2012. A customer’s banking experience is forever lasting. Bank OCBC NISP is fully committed to assist customers in creating an “enjoyable customer experience” at all times. This objective is served by our Customer Experience Division, which was formed in 2012.

236

Di pertengahan tahun 2012 Bank OCBC NISP membentuk divisi baru yaitu Customer Experience Division atau dikenal dengan sebutan CX Division. Divisi ini dibentuk untuk menjadi strategic partner, yang menempatkan nasabah sebagai fokus utama (Customer Focus) demi terciptanya ”Enjoyable Customer Experience”.

In mid-2012, Bank OCBC NISP formed a new division, namely Customer Experience Division or more familiarly known as CX. This division was established to serve as a strategic partner, who places the customer as the Bank’s main focus (Customer Focus) to build an “Enjoyable Customer Experience”.

Setiap momen yang dialami nasabah saat berinteraksi dengan Bank, yang membentuk sebuah kesan nasabah terhadap Bank dikenal sebagai ”customer experience” dan kami ingin menciptakan “pengalaman yang menyenangkan” (”enjoyable customer experience”) di mana nasabah tidak lagi memiliki alasan untuk menyampaikan keluhan (no room for complaint).

The entire moment when a customer interacts with the Bank, during which there is created an impression on the customer about the Bank, is known as the “customer experience”. At Bank OCBC NISP, we want to create “an enjoyable customer experience”, in which the customer has no room for complaints.

Untuk memahami secara lebih mendalam dan spesifik tentang kebutuhan dan harapan nasabah, CX Division melakukan riset, survei, menyampaikan pertanyaan-pertanyaan, serta kegiatan lainnya secara berkala. Setiap kegiatan tidak didasarkan pada ”kami rasa”, ”kami duga”, ataupun ”kami pikir” karena informasi tersebut hanya perkiraan. Oleh karena itu untuk mendapatkan jawaban yang sebenarnya, Bank berupaya memahami dengan sungguhsungguh apa yang nasabah butuhkan, harapkan dan jalan terbaik untuk mengetahuinya adalah dengan ”menanyakan langsung kepada nasabah”. Pemahaman ”stop guessing, start knowing” menjadi konsep dasar CX Division dalam memberikan support kepada semua unit, sehingga semua unit dapat lebih memahami nasabahnya dan kemudian dapat memenuhi kebutuhan mereka.

To have a more thorough and specific understanding of the customers’ needs and expectations, CX Division conducts research and surveys, asks questions, and carries out other activities on a regular basis. Each activity should not be based on “we feel”, “we believe”, or “we think” because such information only provides an approximation. Therefore, to get the actual answers, the Bank seeks to truly understand what the customers need, expect, and the best way to find out is by “asking directly to the customers”. Comprehending the concept of “stop guessing, start knowing” is the basis for CX Division’s function in providing support to all units. Hence, all units can better understand their customers and subsequently be able to meet their needs.



Dengan konsep ini, diharapkan tercipta sebuah rangkaian ”Enjoyable Customer Experience”, di mana nasabah merasa nyaman bertransaksi perbankan dengan Bank OCBC NISP sehingga selanjutnya dapat mendorong pertumbuhan dan perkembangan business bagi kedua-belah pihak.

This concept is expected to facilitate the creation of a series of “Enjoyable Customer Experience”, in which customers feel comfortable in making banking transactions with Bank OCBC NISP, ultimately conducive to encourage the growth and development of business for both parties.

Mengingat Divisi ini baru dibentuk di pertengahan tahun 2012, maka inisiatif utama diarahkan untuk mempersiapkan fungsi dan peran CX Division serta menyamakan persepsi di antara segenap anggota tim CX. Bank tidak ingin terjebak pada pemahaman bahwa yang dilakukan hanyalah untuk menjaga kualitas service, namun lebih kepada ”customer focus” hingga dengan demikian Bank dapat lebih memahami kebutuhan nasabahnya dan memenuhinya.

Given that this new division was formed in mid-2012, its major initiative is aimed at preparing the function and role of CX Division and aligning the perception used among all CX team members. The Bank does not want to be misled into an understanding that what is being done is merely to maintain service quality, but rather more towards “customer focus”. Hence, the Bank can better understand customer needs and subsequently meet them.

Customer Focus adalah kunci utama strategi Bank, dimana di dalamnya terdapat sisi pelayanan dan kenyamanan. Fokus kepada nasabah untuk dapat memenuhi kebutuhan dan harapannya; lalu memenuhinya. Pengalaman yang menyenangkan yang dirasakan nasabah diharapkan dapat membuat nasabah mereferensikan Bank OCBC NISP kepada kolega mereka, hingga menjadikannya

Customer Focus is a key strategy of the Bank, within which there is an element of service and comfort. Focus on customers in order to meet their needs and expectations; and then actually fulfilling them. An enjoyable customer experience is expected to compel a customer in making a reference in favour of Bank OCBC NISP to their colleagues, thus making us a bank of reference. When this happens, then our aspiration to grow with the customer will be realised, therefore building a sound sustainable business growth. This is in line with the Bank’s philosophy that emphasizes on being “your partner for life” in running the business.

Selain fokus pada persiapan mematangkan fungsi dan perannya, CX Division juga melakukan Customer Focus Observation. Aktivitas ini dikelompokkan menjadi 4 (empat) bagian yaitu: customer focus on people, on process, on product, dan on branding. Berdasarkan hasil oberservasi, ditemukan beberapa fakta di lapangan yang memerlukan tindakan perbaikan dalam koordinasi dengan berbagai divisi terkait hingga dapat memenuhi harapan nasabah.

In addition to focusing on preparation of finalizing its functions and role, CX Division also carried out a Customer Focus Observation. The activities are grouped into four (4) areas: customer focus on people, on process, on product, and on branding. Based on the observation findings, there were some areas that require corrective actions in coordination with related divisions to be able to meet customer expectations.

Hasil observasi tersebut juga menunjukkan bahwa secara garis besar, nasabah menghargai kepedulian bankir yang melakukan kunjungan ke nasabah untuk lebih mengenal dan mengetahui kebutuhan mereka, tidak hanya semata-mata menawarkan produk. Berbagai masukan yang diperoleh digunakan sebagai bahan untuk memperbaiki kinerja. Sebagian besar nasabah bahkan mengharapkan agar kunjungan tersebut tidak hanya dilakukan sekali. Namun observasi tersebut dapat dilakukan secara berkala guna melihat perbaikan apa yang sudah dilakukan dan apa yang diharapkan nasabah di masa mendatang. Kami menyadari bahwa dalam prosesnya mungkin masih terdapat beberapa hal yang belum dapat memenuhi harapan nasabah, dan kami akan terus berupaya menyempurnakannya.

The observation findings also indicate that in general, customers appreciate that their bankers care enough to make visits to customers in order to get more acquainted and find out their needs, instead of merely offering their products. Various incoming inputs were used as the basis for improving performance. In fact, most of the customers hoped that such visit would not be conducted just once. They hoped that these observations would be conducted regularly to see what improvements were made and what their hopes would be in the future. We understand that in the process there may still be one or two issues that have not met all of the customer expectations and we will continuously strive to improve it.

Untuk meningkatkan kinerja penanganan keluhan nasabah maka telah dilakukan pengembangan sistem Complaint Handling

To enhance the performance of the customer complaint handling system, the Bank has developed Complaint Handling Management (CHM). The CHM system is consistently enhanced in order to meet the needs of branches and segments in collecting data on incoming complaints and for effective monitoring of Service Level Agreement (SLA) handling.

bank of reference. Bila hal ini terjadi, maka cita-cita untuk tumbuh berkembang bersama nasabah akan terwujud, sehingga terciptalah sustainable business growth yang sehat. Hal ini sejalan dengan falsafah Bank yang senantiasa mengedepankan ”Your Partner for Life” dalam menjalankan business-nya.

Management (CHM). Sistem CHM terus disempurnakan agar dapat memenuhi kebutuhan cabang dan segmen dalam melakukan pendataan terhadap keluhan yang masuk dan agar Service Level Agreement (SLA) penanganannya dapat terpantau dengan baik.


237


238

Selain itu, untuk mengukur pemahaman dan pengetahuan frontliners dan unit kerja back office mengenai knowledge, produk, dan layanan perbankan, maka Quality Tracking membuat program Tes U OKe (Up Our Knowledge).

Furthermore, the Quality Tracking designed the Tes U Oke program (Up Our Knowledge) to be used in measuring the level of understanding and knowledge that the front-liners and back office units have on products and banking services.

Bank juga terus meningkatkan pemahaman tentang Know Your Customer (KYC) serta program pengkinian atas KYC Awareness melalui pengiriman KYC on The Movie kepada para frontliners, untuk mengingatkan kembali betapa pentingnya pemahaman terhadap KYC. KYC on The Movie berisi pesan dan contoh tentang pola KYC yaitu, ”identifikasi, verifikasi, dan monitoring” yang dibuat dalam bentuk film.

The Bank also continued to improve the general understanding on KYC and programs for updating KYC Awareness through the delivery of KYC on The Movie to the front-liners, in order to refresh them about the importance of understanding KYC. KYC on The Movie contains various messages and examples on the pattern of KYC, namely “identification, verification, and monitoring” that are presented on film.

Di tahun 2013, CX Division berkonsentrasi untuk fokus pada nasabah dengan menjalankan survei atau riset tentang berbagai hal yang dapat meningkatkan kinerja pada segmen-segmen yang ada dalam lingkup Bank OCBC NISP. Di samping itu, juga akan terus dilakukan pemantauan tentang layanan kepada nasabah di cabang-cabang dan mempelajari pengalaman-pengalaman yang dialami nasabah saat berinteraksi dengan Bank OCBC NISP melalui berbagai touch point, baik di cabang, ATM, e-banking, dan sebagainya. Bekerja sama dengan tim dari divisi lainnya, CX Division akan melihat pengembangan fungsi cabang sehingga semakin dapat memberikan support dan kontribusi kepada pertumbuhan bisnis yang berkesinambungan.

In 2013, CX Division will concentrate focus on customers by conducting a survey or research on a series of issues that could improve the performance of segments that exist within Bank OCBC NISP. In addition, the Bank will also continue monitoring of services to customers in the branches and observe examples of customer experiences with Bank OCBC NISP through various touch points, including in the branches, ATMs, e-banking, and others. Working closely with a team from other divisions, CX Division will see the development of the branch function, thus enabling them to provide greater support and contribution to sustainable business growth.


Sumber Daya Manusia Human Resources

Pengembangan dan penguatan organisasi terus kami lakukan demi memberikan dukungan sumber daya manusia yang sesuai dengan kebutuhan gerak bisnis Bank yang dinamis.

6.498

Our continual pursuit of organizational development and solidification is aimed at building talented people to support the Bank’s dynamic business needs.

Karyawan dengan dedikasi dan motivasi tinggi. Highly dedicated and motivated employees.

Pemberdayaan SDM yang berkualitas sangat diperlukan untuk pencapaian target bisnis perusahaan sehingga diperlukan serangkaian upaya yang berkesinambungan dan terarah guna mengembangkan sumber daya manusia Bank OCBC NISP menjadi “Your Partner for Life” sesuai dengan visi dan misi perusahaan.

Empowering qualified human resource is an essential measure in order to achieve business targets. To this end, Bank OCBC NISP must implement a series of continuous and well-directed efforts to develop human resources into becoming “Your Partner for Life” in line with the corporate vision and mission.

Melanjutkan pengembangan organisasi yang dilakukan di tahun sebelumnya, di tahun 2012 Human Capital Group (HC Group) memfokuskan kegiatan pengelolaan sumber daya manusia berdasarkan 4 pilar utama yaitu: Recruitment, Development, Training dan Engagement.

In continuation of organizational development programs from the previous year, in 2012 Bank OCBC NISP’s Human Capital Group (HC Group) focused on human capital management activities on the basis of four main pillars: Recruitment, Development, Training and Engagement.

PENATAAN PEREKRUTAN Proses perekrutan karyawan yang bertalenta secara tepat dan cepat, akan membantu keberlangsungan bisnis Bank dan memberikan kontribusi kepada perusahaan. Selama tahun 2012, Bank telah merekrut karyawan baru sebanyak 1.818 orang, untuk mengisi posisi-posisi baru maupun menggantikan karyawan yang mengundurkan diri atau pensiun, baik di kantor pusat dan kantorkantor cabang.

RECRUITMENT MANAGEMENT An accurate and quick process in recruiting talented employees will support sustainability of the business and contribution to the company. During 2012, the Bank recruited a total of 1,818 new employees to fill new positions and replace employees who resign or retire, both at the head office and in branch offices.

Bank berupaya memaksimalkan perekrutan calon karyawan yang berkualitas, mengingat persaingan dalam perekrutan karyawan semakin meningkat. Di tahun 2012, diantaranya dilakukan upayaupaya sebagai berikut:

The Bank sought to maximize recruitment of qualified employees, considering that competition in recruitment increased intensively. For 2012, such efforts include the following:


239


Jumlah Karyawan Total Employee

5,655

5,626

Biaya Pelatihan Training Expenses 6,149

5,888

Rp Juta Rp Million

6,498

52,356 42,605 33,037

25,729

2008

-

-

-

240

2009

2010

2011

2012

Perekrutan calon karyawan fresh graduate dimaksimalkan dengan membangun hubungan yang lebih intensif dengan beberapa perguruan tinggi unggulan, meningkatkan publikasi untuk ikut membangun corporate image melalui keikutsertaan dalam job

fair dan campus fair, serta secara rutin mengadakan kunjungan ke kampus sekaligus campus hiring. Perekrutan calon karyawan pro hire atau yang sudah berpengalaman dilakukan baik secara internal maupun eksternal. Secara internal, melalui program Staff Get Staff dimana karyawan dapat memberikan rekomendasi pelamar kerja. Secara eksternal antara lain melalui kerja sama dengan provider sistem jaringan penyedia tenaga kerja, pemasangan iklan di media massa, dan beberapa institusi penyedia tenaga kerja. Peningkatan kualitas karyawan yang sudah ada dengan pemberian beasiswa kepada karyawan berupa beasiswa Teller dan beasiswa Karyawan.

2008

-

-

-

20,305

2009

2010

2011

2012

Recruitment of fresh graduates was maximized by extending a more intensive relationship with leading universities, increasing publicity to build the corporate image through participation in job fairs and campus fair, as well as making periodic visits to campuses and simultaneously holding campus hiring. Recruitment of pro hire candidates was done both internally and externally. Internally, this was done by the Staff Get Staff program, which encouraged employees to recommend potential applicants. Externally, recruitment was, among others, by coordinating with manpower provider agencies, advertising in mass media, and other institutions for staff providers. Improving the quality of existing employees by awarding them scholarships, in the form of Teller scholarships and Employee scholarships.

PENGEMBANGAN Selain penguatan kualitas SDM yang dilakukan melalui programprogram diatas, Bank juga aktif mengembangkan kapabilitas dan leadership karyawan untuk memastikan kelangsungan suksesi kepemimpinan yang akan membantu meningkatkan pertumbuhan bisnis perusahaan melalui jenjang karir struktural maupun fungsional berdasarkan Career Path di dalam Divisi/ Grupnya. Serta senantiasa mengimplementasikan Budaya Kerja ONe PIC untuk menunjang tujuan bisnis agar terus meningkat. Bank juga menerapkan prinsip Know Your Employee (KYE) secara intensif agar lebih mengenal karyawan dan mengelola risiko lebih awal terhadap perilaku yang tidak sesuai dengan budaya perusahaan.

DEVELOPMENT In addition to strengthening the quality of human resources through the programs described above, the Bank actively developed human capital capabilities and leadership to ensure the continuity of its leadership succession process, which would promote overall business growth through structural or functional Career Path within the respective Division / Group. Further, consistent implementation of the ONe PIC work culture was intended to support improvement of business goals. The Bank also implemented the Know Your Employee (KYE) principle more intensively to better know its employees and to promptly manage risks related to behaviors that are not aligned to the corporate culture.

Selain itu, Human Capital juga terus berupaya meningkatkan efektivitas organisasi dan responsif terhadap tuntutan perusahaan, dengan meningkatkan skills dan pengetahuan karyawan di bidang Human Capital, mendayagunakan teknologi untuk bisa berkontribusi lebih maksimal.

Furthermore, Human Capital will also work to improve organizational effectiveness and responsiveness to the company demands, by improving employees’ skills and knowledge in the area of Human Capital, utilizing technology that would enable more optimal contribution.



Penilaian Kinerja Dalam usaha membangun dan memperkuat Performance Based Culture, Bank menerapkan Sistem Penilaian Kinerja (Performance Management System) yang baru bagi tingkat manajer keatas. Sistem ini mencakup penilaian individu terhadap pencapaian Key Performance Indicator (KPI), kompetensi softskills, dan penerapan nilai-nilai Perusahaan.

Employee Evaluation In an effort to build and strengthen its Performance-Based Culture, the Bank implemented a new Performance Management System, applicable to the levels of manager and above. This system covers an assessment of the individual against his KPI achievement, soft skills, and implementation of the corporate values.

Sebelumnya, penilaian hanya dilakukan terhadap pencapaian individu KPI. Pada sistem penilaian yang baru, dilengkapi dengan kompetensi softskills sesuai dengan grade dan budaya perusahaan (ONe PIC).

Previously, the assessment was only conducted on achievement of the individual’s KPI. The new evaluation system is refined to include soft skills based on grade and the corporate culture (ONe PIC).

Pengembangan Karir & Talent Management Bank OCBC NISP memberikan kesempatan yang sama untuk semua karyawan dalam pengembangan karir sesuai dengan kemampuan individu dan kebutuhan Perusahaan.

Career Development Bank OCBC NISP provides to all employees equal opportunity in career development in accordance with their respective capabilities and the Bank’s needs.

Selama tahun 2012, Bank telah mengidentifikasi sebanyak 76 orang dalam talent pool yang merupakan karyawan-karyawan dengan

During 2012, the Bank identified as many as 76 people in the talent pool, who were employees with positive performance and high potentials to be developed as candidates for future leaders of OCBC NISP. Hence, they were entitled to gain priority in attending various training programs in Career Development, including training, handling special projects or job promotions in accordance with their respective contributions and potentials.

Kesempatan pengembangan karir yang diberikan kepada setiap karyawan, bukan hanya karir vertikal tetapi juga horizontal di mana setiap karyawan diwajibkan untuk melakukan rotasi untuk menambah wawasan, kompetensi dan mengembangkan potensi yang ada. Mekanismenya dapat dilakukan sebagai job assignment dari atasan atau mengajukan diri untuk menempati posisi yang dibutuhkan di divisi/unit lain melalui Internal Recruitment yang informasinya diberitahukan secara terbuka di dalam perusahaan.

The Bank also gives extensive career opportunities to all employees, both vertical as well as horizontal career development. Every employee is required to follow job rotation to develop knowledge, competencies and potentials. The mechanism can take the form of job assignment from a superior officer or an employee’s voluntary request to fill a vacancy in another division/unit through Internal Recruitment, on the basis of information that is distributed openly within the Company.

Pelatihan Dalam upaya meningkatkan kualitas sumber daya manusianya, Bank telah melaksanakan lebih dari 300 program pelatihan teknis maupun softskill, sesuai dengan Training Roadmap Technical dan Softskill masing-masing Divisi.

Training In an effort to improve the quality of human resources, the Bank has implemented more than 300 technical and softskill training programs, in accordance with the Technical and Softskill Training Roadmap for each Division.

Beberapa program khusus yang diselenggarakan Bank diantaranya: • Management Development Program Program ini memberikan pelatihan berupa pengembangan strategis dengan tujuan menyiapkan calon pimpinan yang profesional. • Personal Financial Consultant (PFC) Development Program Program pelatihan untuk mempersiapkan PFC sebagai garda depan khususnya dalam memberikan jasa pelayanan dan konsultasi investasi yang sesuai dengan kebutuhan nasabah khususnya nasabah Consumer Banking. • Secured Loan Development Program Program pelatihan untuk mempersiapkan Secured Loan Officer (SLO) dalam melayani kebutuhan nasabah khususnya nasabah Consumer Banking untuk produk kredit konsumer.

Special programs held by the Bank include: • Management Development Program The program provides training in the form of strategic development with the goal of preparing candidates for professional leadership. • Personal Financial Consultant (PFC) Development Program Training program designed to prepare PFC at the forefront, particularly in providing services and investment consultation in line with the needs of customers, especially Consumer Banking customers. • Secured Loan Development Program Training program designed to prepare Secured Loan Officer (SLO) in serving the needs of customers, particularly Consumer Banking customers for consumer loan products.

performance dan potensi tinggi untuk dikembangkan menjadi kader pemimpin di Bank OCBC NISP. Mereka berhak mendapatkan prioritas dalam mengikuti berbagai program Pengembangan Karir, antara lain pelatihan, penanganan project khusus maupun mendapatkan promosi jabatan sesuai dengan kontribusi dan potensinya.


241


•

•

•

•

•

•

Soft skills training untuk meningkatkan efektivitas individu dalam berinteraksi dan melaksanakan pekerjaannya, sesuai dengan Soft Skills Training Roadmap berdasarkan masingmasing job level yang telah ada. Leadership training terutama diberikan untuk mempersiapkan dan membekali leader agar dapat meningkatkan efektivitas dalam memimpin teamnya secara efektif. Technical Training yang diberikan kepada karyawan untuk meningkatkan kompetensi teknis sesuai dengan tuntutan pekerjaannya dengan mengacu kepada setiap Training Roadmap berdasarkan job level di setiap Divisi. Program Sertifikasi Manajemen Risiko, untuk meningkatkan keahlian mengenai manajemen risiko untuk perbankan dan untuk memenuhi ketentuan Bank Indonesia. Jumlah karyawan yang berhasil mendapatkan sertifikasi manajemen risiko sebanyak 1.579 orang. Program Sertifikasi AAJI (Assosiasi Asuransi Jiwa Indonesia) dan Wakil Agen Penjual Efek Reksa Dana (WAPERD) untuk staf consumer banking, dengan jumlah yang berhasil mendapatkan sertifikasi sebanyak 45 orang untuk AAJI dan 152 orang untuk WAPERD. Program sertifikasi internal untuk pekerjaan tertentu untuk mendukung peningkatan kompetensi karyawan, dan refreshment terhadap pengetahuan APU-PPT/AML melalui media E-learning.

•

•

•

•

•

•

Tabel Pelatihan Internal Program Pelatihan A. Program Pengembangan -

Management Development Program (termasuk BEE Program)

-

Teller

-

Personal Financial Consultant

-

Senior Loan Officer

- - - -

7 8

Premier Banking Manager

7

Emerging Bisnis Program

Internal Table Training Training Program

Total Class as December 31, 2012

24

B. Leadership Program

A. Development Program

- Management Development Program (include BEE Program) - Teller

- New Employee Orientation

5

- Personal Financial Consultant

3

- Senior Loan Officer

5

5

- Premier Banking Manager

- Career Development Program - Emerging Business Program

B. Leadership Program

-

Leader Retreat

79

-

Interaction Management Skill

31

- Interaction Management Skill

Pelatihan Successful Sales Management Batch III

4

- Successful Sales Management Training Batch III

- - - - -

Coaching Our Team Supervisory skills

EQM (Emotional Quotient Management)

- - -

17

6

5

Soft skills lainnya

30

Sertifikasi Manajemen Risiko

85

C. Certification Program

242

Jumlah Kelas per 31 Desember 2012

Orientasi Karyawan Baru

Career Development Program

Soft skills training to improve an individual’s overall effectiveness in interaction and work performance, in line with Soft Skills Training Roadmap based on existing job levels. Leadership training is given primarily to prepare and equip leaders in order to increase their effectiveness in leading their respective teams. Technical Training is provided to employees to better enhance technical competence in accordance with the demands of work with reference to the Training Roadmap by job level in each Division. Risk Management Certification Program, to enhance skills in risk management for banks and to fulfill compliance with Bank Indonesia regulations. Overall, a total of 1,579 Bank employees obtained risk management certification. AAJI (Indonesia Life Insurance Association) Certification Program and Mutual Funds Sales Agent (WAPERD) for consumer banking personnel, with a total of 45 people successfully obtaining AAJI certification and another 152 people with WAPERD. Internal certification program for certain jobs/positions in order to support improvement in employee competencies, and refreshment materials on AML-CFT knowledge through E-learning.

WAPERD (Wakil Agen Penjual Efek Reksa Dana) Sertifikasi ONFX


36

17

- Leader Retreat

- Coaching Our Team - Supervisory skills

- EQM (Emotional Quotient Management)

- Other soft skills

C. Certification Program

- Risk Management Certification Agency - WAPERD (Mutual Funds Sales Agent)

External Training Table - ONFX Certification


Program Pelatihan

Jumlah Kelas per 31 Desember 2012

D. Program Quality -

Quality Foundation

-

Quality is me

8

Quality Primer

9

-

Quality Assurance

-

Service

-

E. Program Reguler F. Program Divisi

G. Program Regional

- Quality is me

- Quality Action

- Quality Primer

3

- Quality Management

5

- Race to be winner

3

Race to be winner

-

- Quality Practice

2

Quality Management

-

- Quality Foundation

3

Quality Action

-

D. Quality Program

34

Quality Practice

-

Training Program

Total Class as December 31, 2012

- Quality Assurance

18

- Service

14

E. Regular Program

258

F. Divisional Program

3

H. Board of Directors (BOD)

113

J. Internal training at offices

G. Regional Program

2

H. Board of Directors (BOD) I. Bahasa

I. Language

5

J. Pelatihan internal cabang sendiri

Tabel Training External No

Lokasi Program Pelatihan

1.

Domestik

2.

Luar Negeri

Jumlah Peserta Total Participant

Training Program Location

390

Domestic

74

International

ENGAGEMENT

Engagement

Sosialisasi Nilai-nilai Perusahaan Di tahun 2012, Bank melakukan review dan kajian atas nilai-nilai budaya perusahaan dengan tujuan untuk lebih mempertajam isi dan spirit yang terkandung di dalamnya, dan diselaraskan dengan visi dan misi Bank untuk tumbuh menjadi Bank pilihan dengan standar dunia yang diakui kepeduliannya dan terpercaya. Setelah melalui proses diskusi dan pembahasan yang dalam, nilai-nilai budaya ONe PIC (OCBC NISP One, Professionalism, Integrity dan Customer Focus) disosialisasikan kepada seluruh karyawan melalui berbagai program dalam rangka memperkuat budaya kerja.

Socialization of Bank’s Corporate Values In 2012, the Bank conducted reviews and studies on the values of the corporate culture in order to further refine the content and spirit contained therein, including alignment with its aspiration to grow To be the Bank of choice with world-class standards recognized for its care and trustworthiness. After a series of thorough discussions, the values of OCBC NISP’s culture, namely ONePIC (OCBC NISP One, Professionalism, Integrity, and Customer Focus) was reintroduced to all employees by carrying out socialization programs to strengthen the work culture.

Proses sosialisasi budaya perusahaan ini dilakukan secara bertahap dan berkesinambungan, mulai dari level Division Head, Unit Head sampai kepada seluruh karyawan. Untuk memperkuat pemahaman tentang budaya, Bank juga membuat berbagai media komunikasi internal seperti buku, poster, video, sticker, kalendar, majalah internal, dan lain-lain.

The process of corporate culture socialization was implemented gradually and continuously, starting from the level of Division Head, Unit Head and to all employees. To strengthen understanding on culture, the Bank also made various internal communication media such as books, posters, videos, stickers, calendar, internal magazines, and many others.

Untuk mendukung proses sosialisasi, Bank juga melaksanakan berbagai program internalisasi. Beberapa inisiatif yang dilaksanakan beberapa antara lain memasukkankan unsur ONe PIC pada: • Sistim penilaian kinerja karyawan. • Sistim rekrutmen karyawan baru.

To support the socialization process, the Bank also implemented various internalization programs. Among others, the Bank incorporated ONe PIC into the following initiatives: • •

Bank’s employee performance appraisal. New employee recruitment process.


243


• •

Modul pelatihan karyawan baru (NEO-New Employee Orientation). Pengembangan produk dan perbaikan proses (New Product Approval Process (NPAP) dan Standard Form Approval Template (SFAT)).

Training module for new employee orientation (NEO). Product development and process improvement (New Product Approval Process (NPAP) and Standard Form Approval Template (SFAT)).

Program internalisasi yang dilakukan langsung kepada karyawan, antara lain: • Pemberian apresiasi bagi karyawan yang menjalankan ONe PIC, sehingga dapat menjadi contoh bagi karyawan lain. • Membentuk ”Change Agent” yang berasal dari berbagai unit kerja. Change Agent adalah mereka yang memiliki perhatian atas pelaksanaan budaya perusahaan di unit kerja masingmasing sekaligus penggerak budaya perusahaan diantara rekan-rekan dalam tim.

Internalization programs that were directly addressed to employees include: • Giving appreciation to employees who apply ONe PIC, rendering them exemplary models for other employees. • Forming ”Change Agent” from various work units. Change Agents are individuals who possess notable dedication to corporate culture implementation in their respective work units and simultaneously a driving force for team members to observe the corporate culture.

Kedepannya, ONe PIC akan terus dilanjutkan dengan berbagai program internalisasi yang sudah dilakukan pada tahun 2012 serta melakukan berbagai program baru dan perbaikan program lama. Program baru akan lebih menekankan pada sisi implementasi budaya perusahaan dalam bentuk perilaku (behaviour), yang diperkuat dan dimulai dari jajaran pimpinan di Bank.

Going forward, the Bank will continue to promote ONe PIC with a range of internalization programs that were initiated in 2012 coupled with new programs and improved past programs. New programs will emphasize on implementing the corporate culture by behaviors, which would be strengthened by and initiated from the Bank’s management.

Melalui pelaksanaan ONe PIC, diharapkan seluruh karyawan Bank OCBC NISP akan memiliki kesamaan cara pandang, cara pikir, dan cara kerja yang sama sehingga dapat mempercepat pencapaian tujuan perusahaan.

With the implementation of ONe PIC, Bank OCBC NISP expects all employees to have uniformity in perspectives, thoughts and work ethics, hence facilitating acceleration of the company goals and objectives.

Survei Karyawan Untuk menilai tingkat keterikatan (enggagement) karyawan dengan Bank, telah dilakukan Employee Engagement Survey (EES) sebanyak dua kali yaitu pada tahun 2011 dan 2012.

Employee Survey To assess employees’ engagement to the Bank, the Employee Engagement Survey (EES) were carried out twice, in 2011 and 2012.

Pelaksanaan Employee Engagement Survey (EES) dilakukan di bulan Oktober 2012, dengan hasil yang cukup menggembirakan. Tingkat partisipasi karyawan peserta survei meningkat dari 94% pada tahun 2011 menjadi 98% pada tahun 2012. Sementara itu nilai Engagement Index secara keseluruhan juga meningkat menjadi 49% dari 48% di tahun 2011.

The Employee Engagement Survey (EES) was conducted in October 2012, which displayed favorable results. EES 2012 recorded a participation rate of 98% or increasing from 94% in 2011, whereas the overall Engagement Index increased to 49% from 48% in 2011.

Peningkatan Engagement Index merupakan hasil dari usaha perbaikan di masing-masing Divisi maupun secara bankwide.

An increase in the Engagement Index is the result of collective improvement efforts, both in each division and bank-wide. Bankwide improvement initiatives implemented includes enhancement of various employee benefits and awards given to outstanding employees with long service to the Bank, as a recognition program designed to award employees’ loyalty and contribution to the Bank.

Program Kesehatan Karyawan Untuk tahun 2012, tunjangan kesehatan bagi karyawan dan tanggungan keluarganya ditangani oleh perusahaan asuransi kesehatan dengan jumlah peserta asuransi sebanyak 14.950 orang. Kemudahan yang diberikan kepada karyawan adalah pembayaran secara cashless. Melalui program ini, jika karyawan

Employee Health Programs For the year 2012, health benefits for employees and their dependents were handled by (a) health insurance company (companies), with a total of 14,950 people registered as insurance members. Employees are afforded convenience in the form of cashless payment when treated or admitted in clinics and hospitals

Inisiatif perbaikan secara bankwide yang diterapkan antara lain perbaikan berbagai tunjangan karyawan dan memberikan penghargaan kepada karyawan yang berprestasi dengan masa bakti tertentu. Program penghargaan ini merupakan recognition program atas loyalitas dan kontribusi yang telah diberikan karyawan kepada Bank.

244

• •



berobat ke Rumah Sakit maupun dirawat di klinik yang merupakan service provider dari perusahaan asuransi. Program ini diterapkan agar karyawan dapat dengan nyaman memfokuskan pada pengembangan diri dan Perusahaan.

listed as service providers from the insurance company. The program is implemented so that employees can comfortably focus on self-development and Company growth.

PEMENUHAN PERATURAN BI Selain pengembangan struktur organisasi, fokus kegiatan Human Capital Group di tahun 2012 adalah mengembangkan aspek human capital untuk memenuhi peraturan Bank Indonesia (BI) yaitu: • Untuk memenuhi ketentuan mengenai tenaga alih daya (outsourcing), pada kuartal I dan II tahun 2012, Bank mengurangi tenaga alih daya untuk pekerjaan-pekerjaan yang merupakan aktivitas utama operasional dengan menyeleksi tenaga alih daya yang sedang berjalan dan mempekerjakannya sebagai karyawan tetap atau karyawan kontrak. • Untuk memenenuhi ketentuan mengenai Sertifikasi Manajemen Risiko, selama semester I tahun 2012, Bank memprioritaskan kegiatan pelatihan untuk Sertifikasi Manajemen Risiko bagi karyawan yang diwajibkan memiliki Sertifikasi Manajemen Risiko sesuai dengan Ketentuan Peraturan BI.

COMPLIANCE WITH BI REGULATIONS In addition to development of the organizational structure, in 2012 Human Capital Group also focused on developing human capital in compliance with Bank Indonesia (BI) regulations, specifically: • To satisfy provisions related to manpower outsourcing, during the first and second quarters of 2012, the Bank reduced the number of outsourced personnel assuming job positions which constitute the Bank’s main operational activities, by selecting existing outsourced personnel and hiring them as permanent or contract employees at the Bank. • To comply with provisions related to Risk Management Certification, in the first semester of 2012, the Bank granted priority access to Risk Management Certification training in favor of employees who are specifically required to possess certification in line with prevailing BI regulations.

Komposisi Karyawan Berdasarkan Pendidikan Employee Composition by Education Pendidikan S2 & S3 S1 D1 - D4 SLTA Sampai SLTP Jumlah Karyawan

2012

2011

Education

244

237

Graduate & Post Graduate

4,218

4,159

Under Graduate

798

794

Diploma

1,158

612

Senior High School

80

86

Up to Junior High School

6,498

5,888

Total Employee

Karyawan Berdasarkan Umur Employee by Age Umur

2012

2011

Age

12

10

> 55

46 - 55

463

422

46 - 55

36 - 45

1,480

1,494

36 - 45

26 - 35

2,938

3,059

26 - 35

17 - 25

1,605

903

17 - 25

6,498

5,888

Total Employee

> 55

Jumlah Karyawan

3.8% 1.2% 17.8%

S2 & S3 S1

12.3%

D1-D4 SLTA Sampai SLTP

24.7%

64.9%

7.1% 0.2%

22.8% 17-25 >55

46-55 36-45 26-35

45.2% 2.2%

Komposisi Karyawan Berdasarkan Jabatan Employee Composition by Level Jabatan

2012

2011

Level

Senior Line Management

145

120

Senior Line Management

Middle Line Management

1,009

900

Middle Line Management

First Line Management

5,344

4,868

First Line Management

6,498

5,888

Total Employee

Jumlah Karyawan

15.5%

Senior Line Management Middle Line Management First Line Management

82.3%


245

Layanan Perbankan yang Lengkap

Recommend Documents