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
A variety of business development initiatives on the part of business and supporting units to support the achievement of the targets identiied in the Bank Mandiri Corporate Plan 2010-2014 were set out in the 2013
Work Plan and Budget “RKAP”.
CMO played a role in coordinating and overseeing the business development initiatives conducted by the business and supporting units so as to sharpen strategies and improve productivity in the units concerned. In
accordance with Management directives. CMO also provided support by monitoring of the efectiveness and eiciency of the alignment of IT and non-IT initiatives with the RKAP and the Corporate Plan so as to provide
optimum added value to Bank Mandiri.
CMO continued to facilitate coordination and problem solving between project owners and related line units through “one-one-one meetings” so as to settle any problems immediately and comprehensively and to
execute the project properly, punctually, efectively and eiciently. In 2013, the proportion of IT and Non-IT strategic initiatives solutions that were achieved stood at 89.1, compared to 86 in 2012.
“Approaching the inal stage of the Bank Mandiri further transformation process, 2010-2014, the Change Management
Oice “CMO” Directorate continues to oversee the transformation process through the implementation of various initiatives, including
improving the efectiveness and eiciency of strategic initiative implementation, encouraging alliances through the implementation
of Account Plan initiatives, reining business processes, optimizing synergies with subsidiaries and developing future businesses in a non-
organic manner”
change management oice
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
