Annual Report
2013
PT Bank Mandiri Persero Tbk.
1. Mandiri Group Financial Data Integration
· Encouraging the application of the performance management system in subsidiaries
· Developing an updated approach in performance management system methodology through the
use of the Oracle platform ·
consolidating the performance management system and risk management reporting system ·
Developing the management information systemdata architecture of Bank Mandiri Group in collaboration with the Change Management Oice, Risk Management and IT.
2. Reporting Automation and Eiciency
· Issuing consolidated inancial statements on the 10th day of every month previously the 15th
so that management can make more expeditious decisions related to Mandiri Group including subsidiaries
· Implementing LSMKXBRL so that Bank Mandiri can issue Monetary and Financial Stability Reports
LSMK in XBRL format in 2014 in accordance with Bank Indonesia regulations ·
Implementing FATC in order to comply with FATCA regulations, avoid FATCA withholding tax exposure of 30 in the United States, and manage reputational risk.
3. Improvement of business and internal policy processes
· To make improvements on the committee and processes side by streamlining the credit committee
structure and making improvements to wholesale credit processes by enhancing products, systems, data, documents and policies.
· Improving the quality of systems and tools by implementing IPS version 4.0, which ofers various
advantages such as easier application in preparing credit analysis notes and lower bandwidth requirements. In addition, we will implement proper business process management and correct
yardsticks for assessing the efectiveness of credit processes in the wholesale segment.
· Improving the wholesale inancing policy with focus on anchor clients, transactional approach, cash
low based lending, risk based pricing RORWARAROC, intensive monitoring, and standardization of credit analysis notes by industry category.
4. Target to be Top of Mind in A and B Customer Segments mass aluent
· Implementing Return on Marketing Investment ROMI to measure brand exposure, understand
customer needs, assess consumer loyalty and evaluate the efectiveness of promotional programs. ·
Integrating marketing planning through the establishment of a marketing communication organizational structure in order to conduct analyses, prepare marketing data based on research, and
monitor marketing operations quarterly.
5. To be the leader in banking research through Establishment of Mandiri Research Institute MRI
· MRI was established as an extension of the Oice of Chief Economist with the purpose of becoming a
think-thank that can provide insights to the stakeholders of Bank Mandiri. ·
MRI is aimed at providing useful recommendations to government, business, academia, international observers and other stakeholders.
· MRI will encourage Bank Mandiri to contribute to international forums so as to encourage the
adoption of policies at the international level that will be beneicial to Indonesia.
inance strategy
Annual Report
2013
PT Bank Mandiri Persero Tbk.
The Internal Audit IA unit is an element of the Internal Control System that functions as the third line of defense. It has an important role to play in maintaining and safeguarding the Bank’s business, and is responsible to helping
ensure that the Bank achieves its vision and mission. Internal Audit assists the organization to achieve its goals through a systematic and regulated approach to evaluating and improving the efectiveness of internal control, risk
management, and governance.
In the performance of its functions, Internal Audit has forged alliances on the assurance function within the Bank itself and with subsidiaries. Good synergies, efectiveness and eiciency can be achieved through consistent
alliances in the implementation of assurance functions. These alliances are focused on the alignment of Governance and Risk Compliance in collaboration with risk management and compliance units. In general, such alliances are
intended to help ascertain the key risks facing line units and to develop audit plans.
In addition to performing compliance audits as part of the assurance function, Internal Audit also performance other assurance functions to support the overall focuses of Bank Mandiri, such as encouraging business
achievements, service improvements, cost eiciencies, prudential banking practices, and the application of GCG.
The Internal Audit Directorate DIA has formulated a long-term plan and strategy for the 2010 - 2014 period, which is in line with Bank Mandiri’s strategic focuses in 2010-2014. This plan and strategy is evaluated and reined each
year in order to improve the efectiveness of the DIA’s role and function. The DIA’s long-term strategy involves 5 focus strategies, namely Risk Mapping, Continuous Auditing, IntegratedCombined Assurance, RBA Enhancement
and the Internal Audit Capability Model. These ive focus strategies continue to be developed on an ongoing basis.
In line with the desire to imbue all employees with a culture of concern for internal control, DIA in 2012 and 2013 has been focusing on the theme “Empowering Clients.”. Through the “Empowering Client” program, DIA
encourages all levels, in particular the 1st and 2nd lines of defense, to optimize the use of their authority in terms of strengthening internal control. “Empower” refers to improved employee awareness, education, and the independent
application of internal control. In 2012, the Empowering Client program was focused on the “irst line of defense”, while in 2013 empowerment was more focused on the “second and third lines of defense” in order to create more
efective synergies between these two lines of defense.
internal audit
“In addition to performing compliance audits as part of the assurance function, Internal Audit also performance other assurance functions
to support the overall focuses of Bank Mandiri”
Annual Report
2013
PT Bank Mandiri Persero Tbk.
internal audit
As of the end of 2013, the development of the 5 focus strategies has been in accordance with plan and the inalization of the program in 2014 also marks the end of the second stage of the transformation process, which
will provide be the foundation for the next stage of the transformation process in 2014-2020. The development of 5 focus strategies up until the end of 2013, and our plans for 2014, may be described as follows:
1. Risk Mapping
