accelerating Credit application Process in order to be Competitive
6.45 ToTaL
Aset keuangan Bank mencapai Rp22.404,91 miliar di 2015. Pencapaian tersebut mengalami peningkatan Rp1.358,53 miliar atau sebesar 6,45 dari 2014 yang mencapai Rp21.046,39 miliar. Peningkatan aset keuangan khususnya berasal dari peningkatan efek-efek - neto serta pinjaman yang diberikan, pembiayaan dan piutang syariah – neto. Peningkatan efek-efek - neto Bank, yang terdiri dari Sertiikat Bank Indonesia, Surat Utang Negara, Surat Berharga Syariah Negara, obligasi korporasi, wesel jangka menengah, unit penyertaan reksadana, dan efek-efek pasar uang dan pasar modal lainnya, mencapai Rp1.078,48 miliar atau sebesar 22,67 menjadi Rp5.836,75 miliar dari Rp4.758,26 miliar di 2014. Sedangkan, peningkatan pinjaman yang diberikan, pembiayaan dan piutang syariah – neto mencapai Rp579,07 miliar atau sebesar 4,73 menjadi Rp12.824,74 miliar dari Rp12.245,68 miliar di 2014. aseT non KeUanGan Tabel aset non Keuangan Table of non Financial assets dalam juta Rp in Rp million Uraian 2015 2014 Pertumbuhan Growth Description 1 2 3 4=2-3 5=2-33 1 Pajak Dibayar Dimuka 15,768 5,865 9,903 168.83 Prepaid Taxes Beban Dibayar Dimuka 16,878 21,255 4,377 20.59 Prepaid Expenses Penyertaan Saham – neto 60 60 - 0.00 Investments in Shares – net Agunan yang Diambil Alih 202,461 18,328 184,133 1,004.66 Foreclosed Assets Aset Pajak Tangguhan – neto 15,468 26,620 11,153 41.90 Deferred Tax Assets - net Aset Tetap – neto 567,678 227,702 339,976 149.31 Fixed Assets – net Aset Tidak Berwujud – neto 4,380 5,646 1,266 22.42 Intangible Assets – net Aset Lain-lain – neto 23,081 13,019 10,062 77.28 Other Assets – net ToTaL 845,773 318,496 527,277 165.55 ToTaL Aset non keuangan Bank mencapai Rp845,77 miliar di 2015. Pencapaian tersebut mengalami peningkatan Rp527,28 miliar atau sebesar 165,55 dari Rp318,50 miliar di 2014. Peningkatan aset non keuangan khususnya berasal dari peningkatan aset tetap – neto dan agunan yang diambil alih. Peningkatan aset tetap – neto mencapai Rp339,98 miliar atau sebesar 149,31 menjadi Rp567,68 miliar dari Rp227,70 miliar di 2014. Sedangkan, peningkatan agunan yang diambil alih mencapai Rp184,13 miliar atau sebesar 1.004,66 menjadi Rp202,46 miliar dari Rp18,33 miliar di 2014. LiaBiLiTas Pada tahun 2015, total liabilitas Bank mencapai Rp20.031,59 miliar. Pencapaian tersebut meningkat Rp1.596,97 miliar atau sebesar 8,66 dari tahun 2014 yang mencapai Rp18.434,62 miliar. Peningkatan tersebut berasal dari peningkatan liabilitas keuangan dan liabilitas non keuangan masing-masing sebesar 8,48 dan 48,27. and receivables – net. The increase in the Bank’s marketable securities – net, consisting of Bank Indonesia Certiicates, Government Securities, Sharia Securities, corporate bonds, medium term notes, mutual funds, and money market securities and other capital markets securities, amounted to Rp1,078.48 billion or 22.67, from Rp4,758.26 billion in 2014 to Rp5,836.75 billion. Meanwhile, the increase in loans, sharia inancing and receivables – net reached Rp579.07 billion or 4.73 higher, amounting Rp12,824.74 billion compared with Rp12,245.68 billion in 2014. non-FinanCiaL asseTs The Bank’s non-inancial assets reached Rp845.77 billion in 2015. This is a growth of Rp527.28 billion or 165.55 from Rp318.50 billion in 2014. The increase in non-inancial assets was especially derived from the increase in ixed assets – net and foreclosed assets. The increase in ixed assets – net was Rp339.98 billion or 149.31 from Rp227.70 billion in 2014 to Rp567.68 billion. Meanwhile, increase in foreclosed assets reached Rp184.13 billion or 1,004.66 to Rp202.46 billion from Rp18.33 billion in 2014. LiaBiLiTies In 2015, the Bank’s total liabilities reached Rp20,031.59 billion, an increase of Rp1,596.97 billion or 8.66 from 2014 igure of Rp18,434.62 billion. The increase was derived from the increase in inancial liabilities and non-inancial liabilities, respectively by 8.48 and 48.27.Parts
» TaBUnGan savinG DePosiTs AR 2015 Bank Victoria Final
» Corporate Lending Commercial Lending
» Transfer RTGs Kredit Implant Banking Kliring Transfer RTGS
» Bills Payment AR 2015 Bank Victoria Final
» aTM victoria AR 2015 Bank Victoria Final
» auto save AR 2015 Bank Victoria Final
» auto Debit AR 2015 Bank Victoria Final
» Western Union AR 2015 Bank Victoria Final
» sKBDn Letter of Credit of the interior
» Bank Guarantee AR 2015 Bank Victoria Final
» Pembayaran Tagihan AR 2015 Bank Victoria Final
» Auto Debet AR 2015 Bank Victoria Final
» sKBDn surat Kredit Berdokumen Dalam negeri
» Bank Garansi AR 2015 Bank Victoria Final
» 99.50 oliver simorangkir 2. Gunawan Tenggarahardja
» 52.43 oliver simorangkir 2. Gunawan Tenggarahardja
» 0.79 oliver simorangkir 2. Gunawan Tenggarahardja
» 7.97 oliver simorangkir 2. Gunawan Tenggarahardja
» 2.50 oliver simorangkir 2. Gunawan Tenggarahardja
» 95.19 oliver simorangkir 2. Gunawan Tenggarahardja
» 17.61 oliver simorangkir 2. Gunawan Tenggarahardja
» 4.75 oliver simorangkir 2. Gunawan Tenggarahardja
» 8.19 oliver simorangkir 2. Gunawan Tenggarahardja
» 12.35 oliver simorangkir 2. Gunawan Tenggarahardja
» 39.37 oliver simorangkir 2. Gunawan Tenggarahardja
» 3.2 oliver simorangkir 2. Gunawan Tenggarahardja
» 4.6 oliver simorangkir 2. Gunawan Tenggarahardja
» 3.8 oliver simorangkir 2. Gunawan Tenggarahardja
» 1.2 oliver simorangkir 2. Gunawan Tenggarahardja
» 1.0 oliver simorangkir 2. Gunawan Tenggarahardja
» 1.9 oliver simorangkir 2. Gunawan Tenggarahardja
» 5.8 oliver simorangkir 2. Gunawan Tenggarahardja
» 4.7 oliver simorangkir 2. Gunawan Tenggarahardja
» 4.5 oliver simorangkir 2. Gunawan Tenggarahardja
» 3.9 oliver simorangkir 2. Gunawan Tenggarahardja
» strategi Peningkatan Kualitas Dana Pihak Ketiga
» strategi Pemasaran strategi Pengembangan Penghimpunan Dana Pihak Ketiga
» Third Party Funds Quality improvement strategy
» Marketing strategy Third Party Funds Collection Development strategy
» strategi Penjualan Third Party Funds Collection Development strategy
» Meningkatkan Portofolio Kredit strategi Pembiayaan Kredit
» Mempercepat Proses Kredit strategi Pembiayaan Kredit
» Meningkatkan Peran dan Kualitas sDM di Bidang Perkreditan
» Meningkatkan Penanganan atau Management Account secara Konsisten
» sales strategy Jaringan Distribusi
» increasing Target Market Lending strategy
» increasing Lending Portfolio Lending strategy
» accelerating Lending Process Lending strategy
» increasing Role and Quality of HR in Lending
» increasing Handling or account Management Consistently
» Mengefektifkan Pengelolaan Jaringan Kantor
» Meningkatkan Perceived strong Presence
» Increasing Eicacy aspek operasional dan Teknologi
» increasing Perceived strong Presence
» ToTaL ToTaL operations and Technology
» ToTaL operations and Technology
» Total Liabilities operations and Technology
» Pemasaran Langsung Direct Marketing
» Direct Marketing operations and Technology
» Pemasaran Tidak Langsung Indirect Marketing
» Market share indirect Marketing
» Market share operations and Technology
» strategi Produk Product Strategy
» strategi Pemasaran Marketing Strategy
» strategi Penjualan Sales Strategy
» Product strategy Development of Third Party Funds Collection
» Marketing strategy Development of Third Party Funds Collection
» sales strategy Development of Third Party Funds Collection
» Meningkatkan Pertumbuhan Portofolio Kredit secara Konsisten
» Melakukan Percepatan Proses Pengajuan Kredit agar Dapat Kompetitif
» setting Goals or Target Market Based on Risk appetite
» increasing Loan Portfolio Growth Consistently
» accelerating Credit application Process in order to be Competitive
» Mengoptimalkan Peran Cabang, Divisi Business dan Divisi Credit Analyst Dalam Peningkatan
» Meningkatkan Peran dan Kualitas sumber Daya Manusia di Bidang Perkreditan
» Meningkatkan PenangananManajemen Account secara Konsisten
» optimizing the Roles of Branches, Business Division and Credit analysis Division in improving
» enhancing the Role and Quality of Human Resources in Lending
» improving account Management Consistently
» Technological and operational aspects
» Perluasan Jaringan Kantor AR 2015 Bank Victoria Final
» Pengembangan Produk dan aktivitas Kredit Baru
» Oice Network Expansion AR 2015 Bank Victoria Final
» Development of new Products and Lending activities
» Go Live Upgrade IT System Untuk Mendukung Proses operasional yang efektif dan efesien
» Go Live Internet Banking dan Mobile Banking
» Meningkatkan Penerimaan Fee Based Income
» Memperoleh izin operasional Menjadi Bank Devisa
» Memperbaiki Kualitas DPK AR 2015 Bank Victoria Final
» Pengembangan segmentasi Kredit UMKM
» Go Live Upgrade IT System to Support Efective and Eicient Operational Processes
» Go Live internet Banking and Mobile Banking
» obtaining the Permit to Become a Foreign exchange Bank
» improving Third Party Funds Quality
» Developing MsMe Credit segmentation
» Penerbitan obligasi AR 2015 Bank Victoria Final
» Pengembangan Jaringan Kantor AR 2015 Bank Victoria Final
» Menjadi Bank Devisa AR 2015 Bank Victoria Final
» Peningkatan Kontribusi Pendapatan Provisi, Komisi, dan Fee Based Income
» Fokus Pada Pengembanganekspansi Kredit sMe dan Komersial
» Pengembangan Produk Kredit dan Pendanaan
» Penggantian Core Banking System
» Bonds issuance AR 2015 Bank Victoria Final
» Becoming a Foreign exchange Bank
» increasing the Contribution of Provision,
» Focus on expansion of Lending to sMe and Commercial segments
» Development of Lending and Funding Products
» ToTaL asseTs switching to a new Core Banking system
» ToTaL LiaBiLiTies switching to a new Core Banking system
» TeMPoRaRY sYiRKaH FUnD switching to a new Core Banking system
» ToTaL eQUiTY switching to a new Core Banking system
» ToTaL switching to a new Core Banking system
» ToTaL ToTaL switching to a new Core Banking system
» interest and sharia expenses
» other operating expenses ToTaL
» non-operating income switching to a new Core Banking system
» non-operating expenses switching to a new Core Banking system
» Bank switching to a new Core Banking system
» subsidiary switching to a new Core Banking system
» 18,434,623 switching to a new Core Banking system
» 1,170,430 switching to a new Core Banking system
» 1,759,829 switching to a new Core Banking system
» non-operating income Loss – net
» income Loss before income Tax
» income Loss after income Tax
» Perubahan struktur organisasi Bank victoria
» Pembentukan Komite Tata Kelola Terintegrasi Berdasarkan Surat Keputusan Direksi No. 017SK-
» Changes in organizational structure of Bank victoria
» establishment of integrated Governance Committee
» Penyusunan Pedoman dan Tata Tertib Komite Tata Kelola Terintegrasi Grup victoria
» Penyusunan Laporan Pelaksanaan Tata Kelola Terintegrasi
» Preparation of the Guidelines and Rules of integrated Governance Committee for victoria Group
» Preparation of integrated Governance
» Pembentukan Komite Manajemen Risiko
» establishment of integrated Risk Management
» Penyusunan Pedoman dan Tata Tertib Komite Manajemen Risiko Terintegrasi Grup victoria.
» Preparation Guidelines and Rules integrated Risk Management Committee for victoria Group.
» The Preparation of integrated Risk Management implementation Report
» Penyusunan Laporan Pelaksanaan Manajemen Risiko Terintegrasi
» Pengawasan aktif Dewan Komisaris
» active supervision by the Board of Commissioners
» Direktur Kepatuhan dan Manajemen Risiko Direktur Kepatuhan dan Manajemen Risiko, yang
» Divisi Kepatuhan Divisi Kepatuhan adalah Satuan Unit Kerja yang
» Director of Compliance and Risk Management
» Compliance Division Compliance Division is a Working Unit in charge
» Penerapan Budaya Kepatuhan AR 2015 Bank Victoria Final
» application of Compliance Culture
» Penerapan Dalam Mengelola Risiko Kepatuhan
» Penerapan Fungsi Kepatuhan Terhadap Kebijakan dan Prosedur serta sistem
» application in Managing Compliance Risk
» The implementation of Compliance Function to the Policies and Procedures and systems
» Penerapan Fungsi Kepatuhan Dalam Penerapan Prinsip Kehati-hatian
» Penerapan Fungsi Kepatuhan Terhadap Komitmen
» The implementation of Compliance Function in the implementation of Prudent Principle
» The implementation of Compliance Function to the Commitment
» The implementation of integrated Compliance Function in victoria Group
» Penerapan Fungsi Kepatuhan Terintegrasi pada Grup victoria
» Pelaporan Lengkap Kejadian Fraud 2. Pengamanan dan penyimpanan
» 99.50 Document safeguard and storage 3.
» 52.43 Document safeguard and storage 3.
» 0.79 Document safeguard and storage 3.
» 7.97 Document safeguard and storage 3.
» 2.50 Document safeguard and storage 3.
» 5.87 Document safeguard and storage 3.
» aspek 1: Hubungan Perusahaan Terbuka dengan Pemegang saham Dalam Menjamin Hak-Hak Pemegang saham.
» aspek 5: Keterbukaan informasi. Document safeguard and storage 3.
» Pengembangan Kompetensi AR 2015 Bank Victoria Final
» Remunerasi Karyawan AR 2015 Bank Victoria Final
» Gender and Work opportunities equality
» Competence Development AR 2015 Bank Victoria Final
» employee Remuneration AR 2015 Bank Victoria Final
» Pelayanan Kesehatan Bank Victoria menyediakan layanan kesehatan
» Program Pensiun Bank Victoria telah mengatur dalam SK Direksi
» Tingkat Perpindahan Turn Over Karyawan
» Healthcare services AR 2015 Bank Victoria Final
» Pension Program AR 2015 Bank Victoria Final
» Financial Literacy infrastructure strengthening Program
» Program Penguatan infrastruktur Literasi Keuangan
» CaPiTaL sTRUCTURe employee Turnover Rate
» sTRUKTUR PeRMoDaLan employee Turnover Rate
» Pengukuran AR 2015 Bank Victoria Final
» Measurement AR 2015 Bank Victoria Final
» Pemantauan AR 2015 Bank Victoria Final
» Pengendalian AR 2015 Bank Victoria Final
» Monitoring Control AR 2015 Bank Victoria Final
» Asset Liabilitiy Committee aLCo
» Divisi Manajemen RisikoTerintegrasi AR 2015 Bank Victoria Final
» Risk Monitoring Committee KPR
» Risk Management Committee KMR
» integratedRisk Management Division AR 2015 Bank Victoria Final
» Risiko Kredit AR 2015 Bank Victoria Final
» Credit Risks AR 2015 Bank Victoria Final
» Risiko Pasar AR 2015 Bank Victoria Final
» Market Risks AR 2015 Bank Victoria Final
» Risiko operasional AR 2015 Bank Victoria Final
» operational Risks AR 2015 Bank Victoria Final
» Risiko Likuiditas AR 2015 Bank Victoria Final
» Liquidity Risks AR 2015 Bank Victoria Final
» Risiko Hukum AR 2015 Bank Victoria Final
» Legal Risks AR 2015 Bank Victoria Final
» Risiko stratejik AR 2015 Bank Victoria Final
» Risiko Kepatuhan AR 2015 Bank Victoria Final
» strategic Risks AR 2015 Bank Victoria Final
» Compliance Risks AR 2015 Bank Victoria Final
» Risiko Reputasi Reputation Risks
» Kepentingan non Pengendali Yang Dapat Diperhitungkan Faktor Pengurang Modal inti Utama: 166,554
» 18.35 Modal inti Tambahan aT-1 -
» d [idr] B- Modal inti Tambahan aT-1 -
» d aa- idn Modal inti Tambahan aT-1 -
» d. a-idn Modal inti Tambahan aT-1 -
» d BBB- idn Modal inti Tambahan aT-1 -
» d F1idn Modal inti Tambahan aT-1 -
» d [idr] BBB- Modal inti Tambahan aT-1 -
» d [idr] BB- Modal inti Tambahan aT-1 -
» d id BBB- Modal inti Tambahan aT-1 -
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