Annual Report
2013
PT Bank Mandiri Persero Tbk.
The quality of Post Implementation Reviews PIR were also improved, both in terms of content and issues resolution, to ensure the implementation of strategic initiatives provides an optimal contribution or yield in
supporting the growth of the Bank’s business. In 2013, PIR evaluations were performed on 24 initiatives. In addition to coordinating and monitoring the implementation of IT and non-IT initiatives, CMO also identiied
current business improvement eforts by sharpening business processes or business models so as to ensure their alignment with the 2010-2014 Corporate Plan targets. In this regard, CMO provided consultancy and
mediation services to ind solutions if problems arose during in the implementation phase, and to improve cross-directorate coordination.
Among the achievements of CMO in overseeing the implementation of initiatives under the Bank Mandiri Corporate Plan in 2013 are: 1 strengthening Bank Mandiri’s retail inancing segment through the further
reining of three business pillars: Business Units, Risk Management, and Credit Operations; and 2 optimization of synergies between Bank Mandiri and its subsidiaries, such as Bank Syariah Mandiri, Mandiri AXA General
Insurance and Mandiri Tunas Finance, and the promotion of synergies between other subsidiaries. In 2014, CMO will continue to support business development through: 1 monitoring the execution of strategies
including the identiication and resolution of issues, 2 serving as facilitator in strengthening sectoral business accompanied by focused risk control 3 continuing its eforts to improve business processes; and 4 optimizing
synergies with subsidiaries.
2. COORDINATING NEW BUSINESS DEVELOPMENT
In addition to reining business strategies and improving the efectiveness of strategic initiatives to support Bank Mandiri’s organic business growth, CMO also plays an active role in leading non-organic business
development, either through acquisitions, joint ventures or strategic cooperation with various institutions.
The process of promoting future non-organic business development by CMO begins with the identiication of potential corporate targets and potential collaborative ventures with various strategic partners that could
accelerate Bank Mandiri’s growth. Further, CMO leads the implementation of non-organic initiatives and plays an active role in generating shareholder value for Bank Mandiri, the acquired companies, and institutions that
are strategic partners of the Bank through the preparation of future business development strategies.
CMO plays an active role in providing innovative and responsive input to ensure the successful implementation of business plans. CMO also provides assistance to post-acquisition subsidiaries, especially in the early days,
including coordination with line units in connection with the consolidation of risk management.
For 2014, CMO will continue to assess non-organic growth initiatives, whether prospective joint ventures, acquisitions or other forms of partnership in the banking industry and other areas of the inancial services
sectors which are believed to have potential to accelerate Bank Mandiri’s growth and market share, and those of the Bank Mandiri group as a whole. The sounding out of collaborative ventures with potential strategic partners
continues to be inalized through the preparation of a business development strategy that will increase shareholder value for Bank Mandiri, and the institutions that are strategic partners of Bank Mandiri.
change management oice
Annual Report
2013
PT Bank Mandiri Persero Tbk.
3. ACTING AS CATALYST IN DEVELOPMENT OF CROSS-DIRECTORATE INITIATIVES
CMO was established as a Directorate level unit so as to facilitate coordination with other line units in carrying out initiatives that are cross-directorate and crucial for optimizing the performance of Bank Mandiri. CMO acts
as a catalyst to accelerate the development of initiatives such as strategic alliances, organizational alignments and the formulation and implementation of the Corporate Plan.
With respect to business development in the Corporate, Institutional and Commercial Banking segments, CMO plays a role in encouraging alliancessynergies between business units through the application of
Account Plans that focus on increasing low cost funds and fee-based income in the Wholesale segment, as well increasing income through the cross-selling of products to 100 anchor clients, with the 2014 growth
target being almost double that of 2011. Such initiatives are conducted to support the acceleration of the achievement of Bank Mandiri’s targets in its three business focus areas wholesale transactions, retail payments
deposits and retail inancing.
The implementation of the Account Plan system involves the use of enablers that consist of internal business process improvements so as to accelerate the development of products and services for clients, the provision
of end-to-end solutions through the development of new products, the reinement of existing products, the bundlingpackaging of products in line with client needs, the development of Account Plan supporting
systems and tools to assist Relationship Managers, Product Owners and Sales Teams in negotiating, monitoring and executing work plans, improvements to the quality of human resources by enhancing the competencies
of Anchor Client Teams and the creation of a customer-centric organization. Another enabler is the Change Management Program, which aims to change the mindsets of employees and improve their awareness and
zeal.
The successful implementation of the Account Plan program in 2013 was marked by an increase in low cost funds of 48, fee-based income of 36 and Alliance Income of 69. In 2014, the implementation of the
Account Plan program will involve the regional oices and branches, with the focus being on value chains and cross selling.
Other initiatives jointly pursued by CMO and other line units, including the Human Capital Strategy Policy Group, also provide support in terms of efective, eicient and competitive alignment of organizational
structures so as to support the achievement of Bank Mandiri’s vision, mission and strategies. The design and review of organizational structures is conducted by analyzing the business processes in each existing function
and reining the organizational structure based on business and operational needs. CMO ensures that the alignment of organizational structures is in line with the Bank’s long-term plan and that the functions of line
units do not overlap.
With the conclusion of the 2010-2014 Corporate Plan and so as to support Bank Mandiri’s vision of being “The Best Bank in ASEAN 2020”, CMO has also participated in the formulation of the 2014-2020 Corporate Plan,
initiatives aimed at integrating systems and business process in the Wholesale Transaction, Retail Deposits Payment, and Retail Financing segments, and the strengthening of business initiatives in the Government
sector and BUMN.
change management oice
Annual Report
2013
PT Bank Mandiri Persero Tbk.
4. SUPPORTING BOARD OF DIRECTORS ON OTHER STRATEGIC PROJECTS.
