Internal Control and Risk Maturity Enhancement

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.