risk management consolidation with subsidiary
resource requirements for the next 5 years. This will ensure infrastructure
readiness to support business requirements in the years to come.
In addition to infrastructure and technology development, Bank
Mandiri also strives to enhance its Human Resource HR competency.
This development is achieved through utilizing local and international training
standards. The Bank has conducted certiication trainings during 2012 as
follows; 75 international iT certiications, 48 local certiications, 8 employees with
cDcs certiied Documentary credit specialist, and 83 with iso 9001:2008
certiied. iT capabilities improvement was also implemented in 2012
resulted in iT organization changes; new governance process; and an iT
HR development plan to optimize iT resources to fulill business needs.
infrastructure and HR development in 2012 was advanced to accelerate
trade services inance transaction processes. continuous technology
advances on Portal Document examination on screen Deos and
HR trainings successfully propelled end-to-end transaction, to an average
of 30 minutes on export transaction compared to 46 minutes in 2011, and
an average of 48 minutes of import transaction compared with 75 minutes
in 2011. Bank Mandiri received the following international awards for this
achievement; The Best indonesian Trade Bank Award 2012 from Trade Finance
Magazine, and indonesia’s Best Trade Finance House from cT Magazine, Hong
Kong.
eforts in providing best service to customers are being continuously
enhanced so as to fulill or even exceed the customers’ expectations.
As the result, Bank Mandiri successfully maintained its position for 5 ive
consecutive years, since 2007, as The Best Bank service excellence
cooperation of Marketing Research indonesia-MRi with infobank Magazine.
Moreover, the commitment to maintain service excellence quality was
appreciated with award of The Most consistent Bank in service excellence
for 3 three consecutive years. Through this achievement, Bank Mandiri received
a golden Trophy for Banking service excellence and attained a certiication
as “the living service legend”.
2013 Strategy and Work Plan
The Technology operations Directorate supports Bank Mandiri’s
vision and mission in order to meet the businesses needs in 2013. This
strategy will be advanced through the transformation of technology,
operations and service to contribute by enhancing utility based processing,
eiciency, and by economies of scale.
The iT transformation is implemented in accordance with isP 2011-2014,
prioritized to fulill customer needs to increase transaction volumes, to
meet required regulatory, and internal business process improvement through
4 main strategies:
1. To implement iT solutions through infrastructure with capacity
enhancement programs for system availability and to support growth in
business needs.
2. To implement infrastructure and applications to support e-channel
development by service standard reinements to customers at all
contact points.
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3. To improve security through system modernization and completion of
perimeter system including ATM security so as to provide safety and
comfort to customers.
4. To improve work system and risk management reinement of the
Bank through Business continuity Management BcM.
An eicient, better and faster operational enhancement is
implemented in line with technology development with the following main
objectives: 1. To improve retail inancing growth
through loan Factory location expansion and reorganization, new
openings and status upgrading of the credit operations unit oices
network.
2. Work process reinements and automation to improve productivity
and service through the integrated central liability system; cash
development and clearing Processing center.
3. To maintain service excellence by service quality measurement of
branch oices, e-channel, consumer card, consumer loan, Micro Banking,
and measurement of Jiwa service at Bank Mandiri group work units.
The Technology operations Directorate will carry out productivity
improvements and human resources development with the following:
•
strategy capability improvement through competency and value
Model enhancement;
•
Reinement of Talent Management and succession Plan;
•
capability improvement and career Path for specialist; and
•
To develop and implement resource fulillment strategies.
SUPPORTINg UNITS REvIEw
The Compliance and Human Capital CHC Directorate continues its
transformation through strategies of acceleration of human capital value
creation and by its development of a road map that will help Bank
Mandiri evolve from a good Company to a great Company. The
Compliance and Human Capital Directorate initiatives are focused
on quality engagement and execution governance quality
improvement; factors that will help to boost the Bank performance.
Towards this end a theme for the work unit was established;
“Excellence in Engagement, Execution governance”.
Human Capital strategy and policy development is implemented with
reference the to existing Human Capital Framework Employee
Lifecycle and efective Best Practices, which are:
PoLiCY and ProCEdurE
Policy architecture in Human capital consists of Human Resources
Policies KsDM, Human Resources standard guidelines sPsDM
and Human Resources Technical instructions PTsDM. The Policies
and standard guidelines are continuously reviewed and reined
on a regular basis in accordance with the Bank’s needs and best
practices standards.
worKForCE FuLFiLLMEnT
A precise enrollment strategy for human resources is required to
support rapid business growth. This strategy is focused on; “right people
with potential right it”. This strategy is adjusted with business needs from
time to time and has improved the level of engagement towards the
company. employees’ enrollment is done both through internal and
external resources.
Bank Mandiri studies executive management requirement in work
units throughout indonesia. in order to open opportunity for the best
candidates from the regions, Bank Mandiri has conducted recruitment
on a regular basis in cooperation with several prominent universities
in indonesia through participation in job fairswork exchanges as well as
campus hiring. internal employees’ recruitment was carried out through
several employee development programs; staf Development Program
sDP, local staf Development Program lsDP, the executive oicer
Authority Program P3K, Micro Junior Management education Program
PPMM, and the repositioning of executive oicers from Front oice
to Back oice. employee recruitment from external resources is conducted
with fresh graduates and those with similar experience as both are hired
for executive management and oicer positions. external resources
recruitment is organized speciically to satisfy the needs arising from a lack
of managerial resources in certain regions, work types or expertise, as
follows: a.
Recruitment of executive Management candidates in
certain Regions
By noting the lack of executive management candidate’s in
certain regions, the Directorate has developed Papua Region
special Management’s candidate cPKP in 2012. These candidates
were taken from local areas and selected from immigrants who
have lived for long periods in Papua.
b. Recruitment of employee with
speciic expertiseskills Bank Mandiri has cooperated
with executive search irms to propel business target
achievements and growth. The e search, led by human
resource experts, is tasked to assist in staf recruitment to ill
in executive management and middle management levels in
information technology.
c. outsourcing Management
To be more aligned with rapid business growth the outsourcing
of employees for support jobs is increasing. To comply with
Bank indonesia regulations on outsourcing the Directorate
reviews policies and improved the bank wide system monitoring
function of outsourcing experts by the use of outsourcing
database systems. in the year 2012 a review was conducted
on the policy of the use of outsourcing services to ensure
COMPLIANCE HUMAN CAPITAL
PT Bank Mandiri Persero Tbk.
Identifying and monitoring compliance and operational
risk.
ANNUAL COMPLIANCE
PROgRAM
compliance and harmony with the provisions of Bank Indonesia and
thereby improve the function of monitoring the use of outsourced
manpower by optimizing the use of the bank wide database system
on outsourced resources.
d. Kriya Mandiri Program
Kriya Mandiri Program or apprentice program is an
alternative method in employee recruitment especially to ill-in
certain positions at branch work units. Kriya Mandiri is an integrated
work-study program with the objective to provide opportunities
to studentsgraduates of universities, to work and learn at
Bank Mandiri.
Through the oicer Development Program oDP Bank Mandiri
reines and implements employee recruitment policies
and training in order to prepare talented candidates for executive
management positions. After recruitment the development
process of the selected candidates is carefully structured to ensure the
oDP program delivers high quality executives.
EMPLoYEE rELaTions EnGaGEMEnT
The spirit to ofer the best to all parties is the base of industrial relations
of company Bank Mandiri and employees. employees are expected
to provide optimum eforts while the company provides for the employees’
right as mandated by the laws; along with other additional beneits. A spirit of
mutual respect, a good attitude and the right principles has helped to improve
and maintain the quality of industrial relations between Management and
unions from year to year. Bank Mandiri successfully implemented strategic
initiatives in human resources in 2012 that refer to Best in class practices, and
it has resulted in harmonious industrial relations in Bank Mandiri.
engagement activity through Mandiri i-care program in 2012 individual
commitment actions raises engagement was focused towards
monitoring the Development and impact plan following up with each
work unit as ascertained from the results of the 2011 engagement survey.
orGaniZaTion dEVELoPMEnT
eicient and efective organizations as well as being competitive in the market
are the major requirements to propel business growth. Towards that end,
organization development is measured with regular organization reviews on
productivity and efectiveness of the organization structure.
TaLEnT suCCEssion ProGraM
Talent Management is an important part in Human capital management. in
this respect, Bank Mandiri continues to review its existing Talent succession
Management programs. Talent Strategy is directed to make time
to market business needs through the development of competent,
productive and engaged talents. Leadership pipeline recruitment
is continued through leadership programs for the BOD and through
existing middle management staf. Bank Mandiri has also conducted
assessment programs on leader candidates to obtain success Proiles
that will be used to evaluate suitability with the intended positions.
PErForManCE ManaGEMEnT rEward
Performance Management and Reward is an important aspect in
Human capital Management to support sustainable performance of
Bank Mandiri. in the move to support the transformation strategy of Bank
Mandiri, Human capital continuously strives for improvement, with
implementation of programs such as e-Mandiri eAsy implementation,
electronic Mandiri employee Appreciation system. e-Mandiri eAsy
is a holistic appreciation system for all Bank Mandiri employees.
e-Mandiri eAsy is comprehensive system to monitor the successor
development process, which will ill critical positions, thereby helping
to guarantee Bank Mandiri future business growth. e-Mandiri eAsy
is an internet-based system with the integration of human capital
functions.
Rewards continue to innovate and to be reined, such as healthcare
program improvement for staf, provision of staf welfare credit
facility, and other programs to improve staf welfare.
EMPLoYEE VaLuE ProPosiTion
The Bank introduced Mandiri employee value Proposition evP
in 2012, in an efort to increase competitiveness in line with Bank
Mandiri vision to be the most admired and progressive inancial
institution in indonesia. This program will be an internal “anchor” brand
and diferentiate Bank Mandiri from other companies. Furthermore,
evP will improve Bank Mandiri brand awareness and image as the
employer of choice. Herewith the Mandiri employee value
Proposition: Prosperous Spirit
At Mandiri, we have the Prosperous Spirit, through which we can
lourish in an open, positive, progressive environment
and be inspired create prosperity for our colleagues, family, customers,
community and country efective evP implementation will
provide added value for Bank Mandiri such as increased employee and
customer levels of engagement, be highly competitive to attract and
obtain top talent candidates from the market, ability to keep top talents
working at Bank Mandiri, reduce employee turnover, enhance the
image and the reputation of the Bank as employer of choice, and lastly to
create a happy, healthy wealthy environment, and improve the
company’s intangible assets from time to time.
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COMPLIANCE HUMAN CAPITAL
PT Bank Mandiri Persero Tbk.
CuLTurE TransForMaTion
The Compliance Human Capital Directorate and the Board of Directors
committed to continue Advanced Culture Transformation in 2012
supporting Bank Mandiri Business Transformation by sustainably
improving behavior aspects, symbols, and existing systems in Bank Mandiri.
This commitment was conducted through the Programmatic Program of
2012.
Programmatic program implementation at all work units were carried out
through the following:
1. Training for Change Agent;
participated by 532 executive managers of Department Head
level, Team Leaders, and Section Heads.
2. Other activities conducted were;
Culture Day, Culture Fair, and Change Agent Sharing Forum.
3. On site and on-desk monitoring
of culture implementation on a regular basis.
Appreciationreward programs were developed to support employees’ level
of engagement to implement Corporate values, as follows:
1. Culture Excellence Award; an
appreciation program for work units that successfully attained best
performance and implemented the company culture.
2. Mandiri Best Employee Awards;
an appreciation program for best employee, assessed by
performance, achievement, and behavior.
3. Mandiri Innovation Awards
MIA; an appreciation program to employees with the most
innovative contribution towards several aspects of improvement.
472 employees participated in MIA in 2012.
4. Mandiri Employee Involvement
in Community Development; an appreciation program to work units
concerned with the environment and actively participated in
corporate social responsibility programs; speciically those on
community development. There were 222-community development
programs conducted in 2012.
Bank Mandiri subsidiaries also participated in all cultural activities in
2012, such as culture Fair, change Agent sharing Forum and culture excellence
Award. The objective of the culture and one
Mandiri initiatives programs were to create synergy and alliance between
Bank Mandiri and subsidiaries and between subsidiaries themselves.
The program is intended to create an integrated business culture among the
subsidiaries.
LEarninG dEVELoPMEnT
a. 4 Disciplines of execution 4Dx
The objective of this program is to improve employees’ execution
capabilities. coaching and monitoring programs were
conducted in 2012 for work units of head oice and regional oices.
This program is a continuation of 4Dx program of 2011.
b. great leader Program
leadership capability development program is carried out through
great leader Program for potential managers of work units. The
objective of this program is to enhance leadership capability of
Bank Mandiri employees. great leader Program was implemented
in four phases Department level in 2012 with a total of 17 batches.
c. Sharing Knowledge and Coaching
The culture of development of sharing knowledge through
coaching was also conducted within the Leadership and
Executive Education Series Program. International standard
speakers were invited to this program.
d. Mandiri University
One of the Bank signiicant strategic initiatives in 2012 was
the construction of Mandiri university. Mandiri university
is intended to be a corporate university - a transformation from
existing learning center group. The learning center policy was
changed from tactical learning into strategic learning with Mandiri
university being a strategic partner for business units dedicated
towards the achievement of Bank Mandiri vision.
The following were implemented in 2012; enterprise learning
Management system elMs and enterprise Knowledge
Management system eKMs. Faculty building construction was
carried out in several cities. There were also training adjustments
made with Blended learning solutions.
Trainer competency improvement was also organized by conducting
certiication for learning Facilitator.
duTiEs and FunCTions iMPLEMEnTaTion on CoMPLianCE
This involved collaboration and implementation of duties and
responsibilities of the Director in charge of compliance as stipulated
in Bi Regulation no. 132PBi2011 dated 12 January 2011 concerning
compliance Function implementation of commercial Banks. Bank indonesia
regulation was efective since 1 september 2011, and has been
successfully implemented through the following:
1. Prudent Principles implementation
2. good corporate governance
3. compliance Risk
in the efort to manage compliance risk, several steps were taken, as follows:
1. Develop compliance standard guidelines sPKp and review it on
a regular basis 2. Develop compliance Technical
instructions PTKp of compliance Risk Assessment cRA
3. implementation of Anti-Money laundering and Terrorism Funding
Prevention APu-PPT initiatives to strengthen the APu-PPT
program were carried out to prevent the use of the Bank for crimes such
as money laundering and terrorism funding. The initiatives were among
others implemented for certiication programs of Anti Money laundering
oicer AMlo, reinement of policy and standard procedure in line with required
regulatory guidelines Bank indonesia, as well as sustainable training for
frontliners.
LEGaL
To be further aligned with its business growth, Bank Mandiri took measures
to guard the legal risk levels. Thereby, preventive actions on the possibility of
risk events were taken. These include;
1. Preventive actions:
a. legal Awareness
The Bank conducted sustainable legal forums for all
employees. The employees are expected to ensure that every
activity is legal and thereby minimize legal risk.
b. legal Review on site
Juridical review on loan documents by research,
ensure conformity and juridical suiciency on loan
facility distribution, assess
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COMPLIANCE HUMAN CAPITAL
PT Bank Mandiri Persero Tbk.
any juridical excess in the regulation development in
loan documents, including collateral documents and its
mitigation.
c. Legal Advice On Site
Interactive discussions with participants to provide direct
advice and legal assistance on legal matters, in the ield or
on business units operations presented by the participants
based on review on site results. The mitigation then
may be immediately activated, thereby to accelerate business
process as well as provide better legal understanding as
part of preventive action.
d. legal oicer competency
enhancement The Bank carried out the
following program:
-
legal competency certiication, a
cooperation of Bank Mandiri with legal
academics and practitioners;
-
legal Profession certiication, namely
Advocate Profession education held by
indonesia Advocate Association;
-
capital Market legal consultant Profession
education held by capital Market
legal consultant Association;
-
curatorBankruptcy education held by
indonesia organizer and Association.
e. Mandiri legal clinic
A provision of legal information service, legal
advise, and legal solutions that can be accessed
through telephone no. 500140 ext. 3 or by one
on one at the counter of Mandiri legal clinic,
9th Floor, Plaza Mandiri building.
2. Repressive Action
a. Decreasing outstanding
legal cases b.
out of court settlement c.
Fostering good relations with customers to create a
win-win solution
2013 Strategy and Work Plan
The following principal matters are the main focus of the compliance Human
capital Directorate in 2013:
1. To maintain and strengthen good
corporate governance. 2.
To review and build organization structure appropriateness to
organization needs in managing business.
3. level of engagement improvement
4. solidifying the role of compliance
unit as a second line of defense to keep Bank’s compliance on
required the regulatory guidelines.
SUPPORTINg UNITS REvIEw
By considering the focus of empowerment as the irst line in the
defense, DiA emphasized its program in 2012 on the improvement of risk
maturity at the work units, infrastructure enhancement, staf competency,
synergy between work units, as well as subsidiaries, to cover the following: