Internal Audit Consolidation with Subsidiary
PT Bank Mandiri Persero Tbk.
To ensure the achievement of strategic initiatives implementation
in 2012, CMO intensively continues to facilitate coordination and
problem solving between Project Owner and related work units
through ‘one-one-one meetings’ so as to establish good monitoring.
In this way problem solving may be settled comprehensively, timely
executed, in an efective and eicient manner. The growth level
of problem solving on iT and non iT strategic initiatives increased by
43 compared to the settlements in the last ive years.
in addition, Post implementation Review PiR is implemented to
ensure focused and oriented project objectivity as well as
its implications toward the Bank’s revenue and business
development. PiR evaluation reported settlements in 2012
increased to almost two times compared with 2011.
Bank Mandiri succeeded in expanding its ATM network in
2012 to 2,060 ATMs, to make a total of 10,985 active ATM units.
The achievement is attributable to efectiveness in improvement of
ATM command center functions to accelerate implementation
processes. Bank Mandiri also expanded eDcs
network in 2012, to 94,568 units. This is due to efectiveness of eDc
command center function that is able to enhance eDc installment
capacity from 250 units per day previously to 750 units per day.
To ensure the implementation of the initiatives of corporate
Plan 2010-2014 are on target and meet their expected results;
cMo continues its coordination with all related work units. cMo
is ready for consultation and be a mediator for any solution
required should problems arise during implementation.
cMo also functions to analyze project achievement, provide
recommendations on projects that tend out of course, and conduct
issues escalations that require directions and decisions from the
Management.
The following are the achievements of the corporate Plan initiative
implementation in 2012: 1 implementation of selected
5 Main initiatives 5u and 5 Additional initiatives 5T,
covering Micro Development and culture one Bank;
2 strengthening Bank Mandiri retail through sharpening
the function of three pillars: Business unit, Risk Management,
and credit operations in loan process,
3 synergy optimization between Bank Mandiri and subsidiaries;
Bank syariah Mandiri, Mandiri Tunas Finance, and Mandiri AxA
general insurance.
entering 2013, cMo continues to review, facilitate and serve
as the catalyst on organization alignment as well as business
process reinement to ensure related units’ efectiveness. cMo
will also boost the Bank’s six Key Priorities in achievement through
business process positioning on the retail segment and solidifying
the synergy with subsidiaries. cMo will further coordinate strategic
initiative implementation to provide overall optimum added
value to the company.
2. To leAD neW Business
DeveloPMenT Besides the organic method of
sharpening the business strategy and improving strategic initiative
efectiveness to support Bank Mandiri’s business growth, cMo is
also responsible forh non-organic processes. in this role, cMo carries
out acquisitions, promotes joint ventures as well as strategic
cooperation with other institutions.
The non-organic business development process initiated
by CMO begins by identifying acquisitions of potential
companies, as well as cooperation with strategic partners that
may accelerate the Bank’s business growth. CMO further
leads the non-organic initiative implementation process and takes
an active role in delivering Bank Mandiri shareholders value, with
the acquired companies or through its strategic partners. The process
was completed through business strategy development targeting
future goals.
CMO also actively provided responsive and innovative inputs to
ensure business plan applications. CMO also functioned by mentoring
post-acquisition subsidiaries, speciically during early operations,
including coordination with work units with regard to the risk
management and consolidation process.
The post-acquisition process of PT Asuransi Dharma Bangsa to its
new name PT Mandiri AxA general insurance MAgi was completed
at the end of 2011. cMo is also actively leading the positioning
process to ensure business synergies in general insurance
development with the optimization between MAgi and Bank Mandiri
business groups.
cMo continues the appraisal process of non-organic growth
initiatives on joint ventures, acquisitions or other type of
partnerships. This process is sustained by the development of a
business strategy to enhance Bank Mandiri’s shareholder value, as well
as value for its strategic partners.
cMo also initiates and identiies the potential companies targeted
and believed to be able to contribute to the acceleration of
Bank Mandiri’s business growth. This is to be in line with Bank
indonesia’s stipulation on the single presence policy and multiple
licenses established through Bank indonesia Regulation no. 1224
PBi2012 dated 26 December 2012 concerning single ownership of
indonesia Banking, and Regulation no. 1226PBi2012 dated 26
December 2012 regarding Business Activity and oice network Based
on Banks core capital. Moving forward, cMo, as stated
by the Management’s direction in six Key Priorities, in the year
2013, will continue to review every opportunity to grow inorganically,
especially in areas that could improve the Bank’s business
growth and market share, as well as provide business synergies to
all within Bank Mandiri’s Business group.
3. To suPPoRT THe BoARD oF
DiRecToRs on oTHeR sTRATegic PRoJecTs
As the Bank’s think tank, cMo supports the Management to
maximize the company’s value creation. cMo provides out of
the box thinking, innovative and quick response towards business
development and regulations. in this respect, cMo was involved
as strategic support to the Board of Directors and stakeholders
during 2012. This process provided a positive impact on the Bank’s
performance and reputation. cMo was also involved in developing
cooperation with institutions, including Asuransi ekspor indonesia
Asei, in the move to boost the Bank’s business.
suPPoRTing uniTs RevieW
CHANGE MANAGEMENT OFFICE