Internal Audit Capability Model

Annual Report 2013 PT Bank Mandiri Persero Tbk.

5. Internal Audit Capability Model

A program to improve the competence of auditors has been designed by the Audit Compliance Governance Academy ACGA. ACGA has developed internal competency standards based on the Internal Audit Capability Model IACM. This took the form of a long-term program of improving auditor competence covering both soft skills and technical skills. A variety of mechanisms were used, including professional certiication at national and international level, internshipsattachments and project assignments. The program was facilitated and monitored by ACGA. The success of the program was measured in respect of the improvements in auditor competencies that were achieved and the extent to which it satisied the needs of both line units and the Company. During 2010 - 2013, technical competency and soft skill proiles of auditors and the competency acquisition process at various levels were compiled as the basis for the further development of auditor competence. The number of auditors obtaining national and international certiication has been increasing. In addition, DIA regularly sends its auditors on attachment programs in various operational units of Bank Mandiri. This is intended to accelerate improvements in auditor competencies and to enhance the capacity of the DIA based on the models that are used. The DIA realizes that auditors are invaluable assets and, therefore, continuously strives to improve their capacity and competence. This is a commitment that consistently adhered out by DIA. In 2014, the auditor competence development program will be conducted in a more structured manner through the delivery of certain skills acquisition programs that are required for auditing and business development i.e., risk management, micro, business banking, IT either through attachments, training or certiication. internal audit Annual Report 2013 PT Bank Mandiri Persero Tbk. The wholesale transaction banking, retail deposit payment, and retail inancing segments continued to be the three focus businesses of Bank Mandiri in 2013 so as to support its vision of being Indonesia’s Most Admired and Progressive Financial Institution, and to respond to rapidly changing business needs and challenges. The role of the Change Management Oice “CMO” Directorate in maintaining Bank Mandiri’s focus on these businesses is translated through four strategic duties that have a signiicant impact on the development of Bank Mandiri’s business. These four duties are as follows: 1. Supporting current business improvement; 2. Coordinating new business development; 3. Acting as catalyst for the development of cross-directorate initiatives; and 4. Providing supporting to the Board of Directors on other strategic projects.

1. SUPPORTING CURRENT BUSINESS IMPROVEMENT