Wednesday, November 21, 2007

BANK LIPPO





About Us

PT Bank Lippo Tbk’s (“LB”) journey started as NV Bank Perniagaan Indonesia (Indonesian Mercantile Bank) in March 1948, and successively changed its name to PT Bank Perniagaan Indonesia and PT Lippo Bank in 1956 and 1989 respectively. After a successful merger with PT Bank Umum Asia, LB went public and was listed on the Jakarta Stock Exchange and Surabaya Stock Exchange in November 1989. On 23 December 1998, the Bank’s name was changed again from PT Lippo Bank to PT Bank Lippo Tbk, or known as LippoBank.

The Government of Indonesia acquired a majority shareholding in LB after the recapitalisation programme was executed on 28 May 1999.

On 25 February 2004 the 52.05% government’s share in LB was acquired by the Swissasia Global Consortium.

On 30 September 2005, having obtained approval from Bank Indonesia, Khazanah Nasional Berhad completed its 52.05% share acquisition of LB (through its wholly-owned subsidiary, Santubong Investments B.V.) from Swissasia Global. This was followed by a Tender Offer, which increased Santubong’s stake to 87.52% of the total paid up capital of the Bank. Since then, LB has moved quickly to design and implement a new road-map. The road-map provides LB with the tools to meet the rigours of a world-class bank, with uncompromising corporate governance policies and practices which built and sustain value created for all stakeholders. Combined with flawless execution, LB is on the required trajectory to achieve anchor bank status by 2010, in accordance with the Indonesian Banking Architecture framework.

Contact Us :
info_crc@lippobank.co.id


BANK BTN





About Us

As guidance in managing its effort, Board of directors Bank BTN have specified Vision and Mission Bank BTN which is obliged to be known, to be involved, and practiced by each and every officer.

Bank BTN's Vision

To be recognized as a credible and notable bank in housing finance and majoring in client satisfaction.

Bank BTN's Missions

  • Giving pre-eminent service in housing finance and it's related industry, and also providing other products and banking services.
  • Preparing and developing qualified and professional human resource which in also own high integrity performance.
  • Improving excellence of competitiveness through continuity of innovation as according to clients requirements.
  • Executing management of soundness banking as according to principle of prudential and good corporate governance to increase shareholder value.
  • Minding importance of society aspect and its environment interaction.

History

Year 1897 is a blessed year for BTN, because at that moment pursuant to Koninklijk Besluit No. 27 in Indies Dutch founded by Postspaarbank which dimiciling in Batavia, what is nowadays recognized by the name of Jakarta.

Target of founding of Postspaarbank for example is to educate society so that fond ofing to save and at the same time introduce banking institute to wide of society. Up to year end 1931 Postspaarbank role in society fund gathering increasing. Up to year 1939, mustered a success fund to amount to Rp. 54 million. This attainment in line with policy of executed decentralization during the period.

Besides which is proper to be noted by between year 1928 up to year 1934 is opening of Postspaarbank office of branch in Makassar, Surabaya, Jakarta, and Field

In the year 1934 is also known as “accountancy machine era” and recognition of certificate “account current”.

When in the year 1940 Germany invade Netherland, happened intake of mass fund by all Postspaarbank client. Only in a few day counted Rp. 11 million paid to the order of all client. This matter do not take place to long.

Year 1941 trust of client arise again, and is same in the year succeed to be mustered by fund equal to Rp. 58,8 million. Happened one a period of/to which can be named by A period of Between, because cannot be packed into Savings Bank Post history that is between March 1942-1946. Because year 1942 Japan take over authority Dutch colonial and Postspaarbank freezed. Government Japan found my Tyokin Me. Mission “ fond of to save” my Tyokin Me fail, because the mentioned felt as constraint by Indonesia people. In a period of this Jogyakarta branch opened.

Occupying of Japan in Indies Dutch do not take place llama. Indonesian nation later; then proclaim its independence. : my Tyokin Me” is taken over and its name is changed “ Office Saving Post ( KTP)”, which is initiative by Mr. Darmosoetanto, First Director of Office Saving Post.

Office Saving Post share big in workmanship of Japan money changing with “ Oeang Republic Of Indonesia ( ORI)”. In That Period Office Saving Post cannot work safely, because Dutch military action. Date of 19 December 1946 Office Saving Post and office of branchs its occupied by Dutch.

In June 1949 Government RI open at the same time change “ Office Saving Post” becoming “ Savings Bank Post RI”, with a view to set right work of KTP which have. This office work year-end samapai 1949. Hereinafter, government only confess Savings Bank RI post as saving institute which later;then its 1950 name year is changed to become Savings Bank Pos.

By fall downing Old Order nya, and berkuasa it New Order, Hence initiative forming of Single Bank returned as previously and readjusted healthierly.

After New Order succeed to readjust life of economics getting especial attention, hence preceded to born Fundamental UU nya of Banking No. 14 Year 1967 specified [by] UU No. 20 year 1968 hitting founding of Savings Bank State. In the Law, hence fundamental duty of BTN is instructed to economic repair of economic development and people of national by way of mustering fund from society, especially in the form of saving.

In the year 1974 Government specify policy of housing development for the society of middle downwards. To support to succeeding the policy it, BTN showed as place of defrayal of Credit Ownership of House ( KPR ).

In the year 1976 marked by history realize KPR first time in Semarang which later;then continue from year to year, reaching its top in the year 1982 / 1983.

Utilizing to defray the the KPR, BTN have to can conscript society fund. For that product diversification having the character of “ Operation Passiva” darus executed. Since year 1976 growth of BTN asset mount sharply from Rp. 11 Billion by the end of 1976 becoming Rp. 3,7 Trillion by the end of year 1991.

Since opening stand up year 1953 hitherto, had been more than 38 BTN year wrestle its area. its Operational network is widespread in all Indonesia. BTN have setled to welcome year national development 2000. Either in banking area specially, and also defrayal of housing. Cymbal BTN have also three fundamental target and socialize culture work the so-called Orderly Pentameter. New Era of BTN is also marked with recognition of logo newly.

Entering year 1992 happened elementary change in the form of Savings Bank State law. As rentetan from goning into effect of UU No. 7 year 1992 about Banking, Savings Bank State legal form turn into Company of Copartnership, or which more knowledgeable with the title PT Savings Bank State ( Persero), that is released of PP No. 24 year 1992 date of 29 April 1992. This transformation make PT Savings Bank State motion ( Persero) more (be) free to. If previously more emphasized as savings bank and as institute defrayal of housing, hence since its 1 August 1992 activity area is extended to become public bank.

Here in after as legal body which is in form of limited liability, made by Akte Founding of No. 136 date of 31 July 1992 before Muhani Salim, SH Notary in Jakarta according to Decree Of The Minister Of Legal Affairs Republic Of Indonesia No. C2-6587.Ht.01.01-Th.92 of 12 August 1992 which have been announced in Official Gazette RI No addition. 73 date of 11 September 1992 ( which is on its growth is later;then altered pursuant to Akte No. 25 date of 4 September 1998 about statement of decision of change stockholder Association Of PT Savings Bank State ( made by Persero) before Sutjipto, SH, Notary in Jakarta according to Decree Of The Minister Of Legal Affairs and Rights Basic Manusiari No. C-3568 HT.01.04.TH.2001 of 20 July 2001 which is announced in Addition Official Gazette Republic Of Indonesia No. 95 date of 27 November 2001, change deed section 26 Association of Copartnership of Number 97 date of 28 June 2002 which is made by before Fathiah Helmi, SH, Notary in Jakarta, last altered with Akte No. 97 date of 28 June 2002.

In the year 1994 passing Decree Board of directors Indonesia Bank No. 27/55/KEP/DIR date of 23 September 1994 PT. Savings Bank State ( Persero) can operate as Bank Foreign exchange.

Economic Crisis impact in the year 1997 which is economic meluluhlantakkan of Indonesia have made BTN management to rerun its business bow. BTN return at its its, that is with business defrayal of housing. This decision in the end assist Bank BTN success in course of rekapitalisasi.

With this rekapitalisasi of BTN management specify new paradigm as beneficial and notable bank in defrayal of housing. BTN have shown its ability in giving contribution defrayal of governmental to housing though stay in limited ability.

To continue to to support governmental program in housing area at the same time in order to strengthening Bank BTN financing structure, governmental through Minister BUMN by letter of No. S-554/M-Mbu/2002 of 21 August 2002 have decided Bank BTN as public bank with focus defrayal of housing without subsidy.

Nowadays Bank BTN have intended to become commercial bank with especial business of defrayal of housing and industry its its. BTN have also specified its business target as Bank Family Indonesia, serving requirement entire/all Indonesia family, from home for all requirement.

Contact Us :

Gedung Menara BTN
Jl. Gajah Mada No.1
Jakarta 10130
Email : webadmin@btn.co.id

Tuesday, November 20, 2007

BANK BCA





About Us


The First Five Decades

BCA was first founded on 21 February 1957 as Bank Central Asia NV. A lot of things have happened since then—the most significant of all being perhaps the Asian monetary crisis in 1997.

Although this crisis had a tremendous impact on Indonesia’s entire banking system, in particular it affected BCA’s cash flow and even threatened its survival. Panic rush forced the bank to seek assistance from the Indonesian government. The Indonesian Banking Restructuring Agency (IBRA) took over BCA in 1998.

Thanks to its management’s business sagacity and shrewd decision making, full recovery was accomplished later in the same year. In December of 1998, third-party funds were back at the pre-crisis level. BCA’s assets stood at Rp 67.93 trillion, as opposed to Rp 53.36 trillion in December 1997. Public confidence in BCA was fully restored, and BCA was released by IBRA to BI in 2000.

Subsequently, BCA took a major step by going public. The IPO took place in 2000, selling 22.55% of BCA’s shares that were being divested by IBRA. After the IPO, the agency still controlled 70.30% of BCA’s total shares. The second Public Offering took place in June and July of 2001, with IBRA divesting an additional 10% of its interest in BCA.

In 2002, IBRA divested 51% of its BCA shares through a strategic private placement tender. The Mauritius-based Farindo Investment, Ltd won the tender. Today, BCA continues to strengthen its tradition of good corporate governance, full compliance with regulations, sound risk management and the commitment to its customers both as a transactional bank and an institution for financial intermediation.

Our Strengths

As a transactional bank, BCA provides a wide array of services to meet specific needs of our customers. As a financial intermediary, it has been working hard to improve its lending side by offering attractive packages to potential customers. Several key strengths have made it possible for the bank to deliver useful, efficient and convenient services. These include:

  1. A highly professional management team that is always on top of national and international banking policies and regulations;
  2. Highly trained, customer-oriented human resources;
  3. Innovative products and services that meet real needs;
  4. Appropriate use of the most advanced technology;
  5. Relentless efforts to maintain the highest level of banking security;
  6. A large network of branches and sub-branches throughoutIndonesia;
  7. A broad choice of distribution channels to ensure maximum anking convenience, and
  8. As June 2007, BCA provide at around 5332 cash ATM, non-cash ATM, and Cash Deposit Machine (ATM setoran tunai) installed in strategic places throughout the country.
Products and Services
In line with our goal of becoming the first choice in transactional banking, we have continuously strived to expand the variety of our products, services and delivery channels. We have also made sure that each of our products and services wins in the marketplace due to its high quality and the professionalism of our frontliners.

Our product and service development is always based on evolving customer requirements. Furthermore, we keep enhancing each of our products and services by adding more features to increase customer banking convenience. More and more facilities are made available on our ATMs, klikBCA Internet banking, m-BCA mobile banking, etc. For the business community, especially the SMEs, we offer products and services specifically tailored to their needs. These include klikBCA Bisnis and BCA Bizz (available in certain locations).

We also provide a range of loans to meet customer needs, such as mortgage (Kredit Pemilikan Rumah-KPR BCA), vehicle loans (Kredit Kendaraan Bermotor-KKB BCA) and corporate loans.

Technology

BCA takes pride in its strategic use of technology, and appropriate deployment of advanced technology has been an important element of our competitive strength.

Due to our highly selective adoption of technology, we have been recognized nationally and internationally as the leader in technology application. Our decision on technology choices is always dictated by our vision of being a leading transactional bank. Therefore, our focus is on maximizing our operational efficiency and enhancing customer experience.

We also use technology to support our treasury, risk management and the continued expansion of our delivery channels.


Business Continuity

In compliance with Bank Indonesia’s regulation, we have strengthened and relocated our Disaster Recovery Center (DRC) to an overseas location with the help of one of the world’s leading IT providers.


Security

To ensure the highest possible level of security, we use the services of the U.S-based TrueSecure. The security consultant firm regularly evaluates our system security and provides recommendation for actions. They will issue BCA a certificate only when they are satisfied with our effort in making sure our system is as secure as it can be.


Our Network
Taking advantage of technology and highly trained human resources, BCA has been expanding its network—both conventional and electronic—to ensure maximum banking convenience for its customers. As at September 2007, our customers have access to 796 branches throughout Indonesia as well as two Representative Offices in Hong Kong and Singapore. Our premium BCA Prioritas services are available in 173 branches. Globally, we work together with more than 1,772 correspondent banks in 104 countries to provide payment order services.

From our BCA Bizz centers, we provide unique services to address the requirements of business owners, such as end-of-day cash deposit as well as cash pick-up and delivery services. We also provide Customer Plus to meet the customer needs such as KPR, KKB, Credit Card and many others. Currently, some BCA Bizz and Customer Plus centers have been set up in major business and trading centers located in severals big cities in Indonesia, such as Jakarta, Bandung, and Semarang. More will follow in the future.

Meanwhile, BCA credit cards are accepted by more than 34.000 merchants throughout Indonesia as well as in million places throughout the world. BCA Credit Card has a variety of a complete features. Customers can convert their purchase into "Cicilan BCA" (installment tenure are 3, 6 to 12 month). Every transaction using BCA Card also entitles for "Reward BCA" up to 10% which can be redeemed with merchandise needed. BCA Card also provides AutoPay feature for your routine billings such as electricity, telephone, cell phone, cable tv, assurance, club membership and more. Not to mention many other advantageous interesting offers.

E-banking technologies have enabled us to broaden the range of our delivery channels. Our ATM networks are available throughout Indonesia in strategic locations. Our Debit BCA cards are accepted by arround 20,000 merchants in 28,000 outlets with 60,000 Electronic Data Capture (EDC) terminals, while Our Tunai BCA enables merchants to dispense cash for our customers on top of their purchase payment.

With our KlikBCA, we provide both individual and business owners with Internet banking services that meet their respective requirements. For those who are always on the move, we provide mobile banking services through our m-BCA, SMS Top Up BCA, BCA by Phone and Halo BCA channels. Wireless broadband infrastructure is used in the Greater Jakarta Area to ensure high speed data communication between our Head Office and the branches.

Career Development at BCA

Human resource is another key component in BCA’s competitiveness. Its success has always hinged on its professional and high-quality human resources. This is why human resource development has received a priority.

At BCA, career development is based on the principles of transparency, equal opportunity, meritocracy and recognition of performance. BCA provides full opportunity for employees to reach their fullest potential by providing a range of training programs so that they can live up to the challenges at the banking industry.

As BCA’s committed responsibility for the development of its employees, BCA have had a Training Center, supported by professional internal and external trainers. BCA also works in-cooperation with credible institutions.

To ensure customer satisfaction, BCA has also introduced the SMART (Sigap, Menarik, Antusias, Ramah, Teliti meaning responsive, attractive, enthusiastic, friendly and accurate) standard of service, implanted to its employees especially to the front liners who interact directly with the customers.

Furthermore, to simplify human resource management and improve employee satisfaction, BCA has also implemented SAP HR, which is now fully online and can be used by employee.

MDP BCA

MDP BCA (Management Development Program BCA) is one of our efforts to prepare highly professional management staff in anticipation of company growth in the future.

MDP BCA was established to meet the company’s need for skilled and professional manpower. Since it was first formed in 1990 until June 2005, the MDP has provided training and education to the 89th groups of participants. Continuous improvement in the quality of the program is done to ensure that BCA will have no shortage of well-trained professionals.

Giving Back to the Community

Reinvesting in community development (Bakti BCA) has been a major element of BCA’s corporate culture. Our Bakti BCA program is a series of on-going corporate social responsibility activities aimed at creating sustainable values for our community and the other stakeholders of our company. The program has been running regularly since the nineties.

Over the years, our activities under the Bakti BCA initiative have focused on helping to address various education and health issues faced by underprivileged local communities in particular. As a matter of fact, we are involved in a number of capacity building programs in Indonesia

More specifically, our social responsibility initiative comprises a series of long-term programs aimed at bringing better education to the youths and children with limited financial means, as well as fulfilling our commitment to helping to address the health issues that they are faced with.


Non-Degree Education in Accounting

BCA’s Non-degree Education in Accounting has been designed specifically to provide senior high school graduates with an opportunity to develop their knowledge and skill in the area of accounting. Training is given at our Education and Training Center by lecturers from a number of reputable universities.

Successful candidates will receive monthly pocket money, food allowances during the entire program and health care based on company policy.

Between 1996 and October 2005, the program had given the training for 15 groups of participants. Out of a total number of 494 participants, 275 successfully have completed their training, and 261 of them are now working in various divisions throughout BCA.


Requirements


The Non-Degree Accounting Education Program, known as PPA (Program Pendidikan Akuntansi Setara S1 Non-gelar), is open to high-school graduates who meet the following criteria:

  1. Indonesian nationals;
  2. Senior high-school and vocational high school graduates;
  3. A maximum of 20 years of age;
  4. A minimum average score of 7.0 in all their high school report cards from the first to the third year;
  5. A minimum average score of 7.0 in the subjects of math, economics and accounting in all report cards from the first to the third year;
  6. Have never repeated class;
  7. No history of drug abuse or any other crime;
  8. Pass the selection process.

Bakti BCA Apprenticeship Program

BCA provides the opportunity for high school graduates as well as university undergraduates to gain work experience as tellers or Customer Service Officers (CSOs) through the Bakti BCA Apprenticeship Program.

The apprenticeship program will last for one year with no requirement for the participants to work for BCA upon completion. Every participant will receive some pocket money throughout the duration of the program, and successful participants will later receive financial aids from BCA that they can use for continuing their education.


Requirements


High-performing senior high-school graduates or university undergraduates can take part in Bakti BCA Apprenticeship Program if they meet the following requirements:

  1. Indonesian nationals;
  2. Male or female with an attractive personality;
  3. Graduates of senior high schools or vocational high schools with an average of 7.0 in their high school report cards;
  4. Graduates of D1-D3 programs or undergraduates with a minimum Grade Point Average (GPA) of 2.5;
  5. A minimum age of 18 years and a maximum of 25 years;
  6. Physically and mentally healthy;
  7. Friendly and have the ability to communicate effectively;
  8. No history of drug abuse or any other crime;
  9. Willing to work at any BCA branch in the town where the candidates selection process takes place;
  10. Willing to defer marriage for the duration of the apprenticeship program.
  11. Pass the selection process.

For further information please log on to www.baktibca.com


Scholarships for Undergraduates

Since 1999, BCA has been awarding undergraduate students working towards their bachelor’s degree (S1). The goal is to assist academically successful students with limited financial means to complete their education.

The scholarships consist of academic tuition and some pocket money and are given for two years from the fourth to the eighth semesters. The scholarships can be terminated at any time if the recipients fail to meet the requirements.

Up to June 2005, BCA had signed agreements with 16 top universities and institutes in Indonesia and awarded scholarships to 138 students from these tertiary educational institutions. These are Gajah Mada University, University of Indonesia, Airlangga University, Diponegoro University, Bogor Institute of Agriculture, Bandung Institute of Technology, Sanata Dharma University (Yogyakarta), Duta Wacana, STIE Malang Kucecwara, Atmajaya University (Yogyakarta), Malang Institute of Technology, Petra University, Surabaya University, Jenderal Sudirman University and Widya Mandala University (Surabaya), Padjajaran University.


Requirements


Each year BCA will contact the universities and institutes to offer the scholarships to their students who meet the required qualifications. The universities and institutes will then send their students who meet the following requirements:

1. Undergraduate students working towards their bachelor’s degree (S1);

2. A maximum of 21 years of age;

3. Not married;

4. Already in the fourth semester;

5. A minimum Grade Point Average (GPA) of 3.25;

6. Not receiving scholarships from other sources;


Bakti BCA for Education


Bakti BCA (Bina Anak Tunas Indonesia) is the hallmark of our social commitment to education for those who will be the future of Indonesia. Its main objective is to ensure that school children in the underprivileged regions have access to proper education. Therefore, beneficiaries of this program are primary and secondary schools in deprived districts in the country where parents are fully aware of the importance of education for their children. Recipients must be reputable schools—preferably state-run schools—with students from financially challenged families.

For the elementary schools, Bakti BCA helped renovate the school building and donated books for the libraries, supplementary materials, extracurricular facilities and uniform for teachers.

For the junior schools, Bakti BCA helped build computer labs (complete with VSAT-based Internet connection) and donated library and supplementary books, extracurricular facilities (including sewing machines). Bakti BCA also provided computer and other training for the teachers.

For the high schools in this area, Bakti BCA also helped build computer labs (complete with VSAT-based Internet connection) and donated books for the libraries and the teachers. Training for the computer instructors and teachers was also part of the program.


Blood Donor Drives

As part of our direct involvement in the community, we have worked together with the Indonesian Red Cross and organized blood donor drives 3 to 4 four times each year since 1991. During these events, BCA’s management staff and employees donate their bloods.

Up to June 2005, BCA has organized 51 blood donor events, resulting in more than 29,500 blood bags.


Cataract Surgery Programs

In cooperation with the Board of the Indonesian Ophthalmology Association (PERDAMI), since 2002 BCA has organized free cataract removal events aimed at community members who cannot afford such a surgery. The objective of this program is to help these needy cataract patients have their vision restored.

In 2002, we held the Free Cataract Surgery event in Lampung and a year later in Sukabumi.

CONTACT US

Thank you for visiting BCA web site. We would appreciate any comments or suggestions in order to serve you better.

Halo BCA

City

Phone Number

Halo BCA Jakarta

(021) 52-999-888

Halo BCA Surabaya

(031) 6000-8888

Halo BCA Bandung

(022) 422-8888

Halo BCA Medan

0804-1-999-888

Halo BCA Palembang

0804-1-999-888

Halo BCA Semarang

0804-1-999-888

Halo BCA Solo

0804-1-999-888

Halo BCA Malang

0804-1-999-888

Halo BCA 69-888 (From cell phone)

email: halobca@bca.co.id

BANK DANAMON





About Us

We care and enable millions to prosper
Caring, Honesty, Passion to excel, Teamwork, Disciplined Professionalism.

Vision, Mission & Values

Vision
We Care and Enable Millions to Prosper

Mission
Danamon aims to become “The Leading Financial Institution in Indonesia” with a significant market presence.

A Customer Centric Organization which covers all customer segments, each with a unique value proposition, centered on Sales and Service Excellence supported by World Class Technology.

We aspire to be the Employer Of Choice and to be respected by our Customers, Employees, Shareholders, Regulators and the Community

Values
Caring, Honesty, Passion to Excel, Teamwork, Disciplined Professionalism.

Know Your Customer

PT BANK DANAMON INDONESIA TBK KNOW YOUR CUSTOMER

Money Laundering
Money laundering is a phenomenal crime which has become an international world focus. It covers up the fund resulted from crime through several processes of placement, layering and integration until it looks like coming from legitimate source. The money can be hardly to track, and the offender will free to enjoy it.

Banking is a dominant element in financial system which is often used as the medium of money laundering. In doing the laundering, wrongdoer usually uses the various products of financial services offered by the bank to consumer privileges. Referring to this matter, bank carries potency of several risks, such as risks of reputation, operational, law, and concentration. Therefore, securing the banking system from money laundering activity shall be taken as a crucial need.

Recognizing the Consumer through Know Your Customer
In order to prevent the bank from being exploited as money laundering medium, for the first time Indonesia Bank issued a regulation of PBI No.3/10/PBI/2001 about Principles to Recognize Consumer (Know Your Customer) in 2001, that has been altered by PBI No.5/21/PBI/2003 to correspond with Law No.15/2002 as altered by Law No.25/2003 about Money Laundering Crime.

Referring to the law and regulation, PT Bank Danamon Indonesia Tbk (BDI) conducts the followings steps:

  1. KYC Policy and Procedure
    As part of risk management and surveillance effort on money lundering crime, BDI applies the Know Your Customer (KYC) principles. To ascertain the KYC execution, BDI has had Procedure and Policy to manage the execution. Policy contains basic principles of understanding KYC, while Procedure provides a comprehensive execution guidance which is important as a manual for frontliners or field executors in every branch office that contacts directly with client.

  2. Work Unit of KYC (UKPN)
    In its relation with KYC execution, BDI forms a work unit of KYC (UKPN) which is responsible directly to Compliance Director (Direktur Kepatuhan). Some of UKPN job descriptions are ascertaining the existence of system development that identifies distrustful transaction and customer, monitoring the process of updating client profile, and also conducts coordination and monitoring toward KYC execution by relevant work units.

Training In order to give understanding and to ascertain KYC execution, BDI through UKPN persistently provides socialization in the form of training to entire BDI branches. Training material consists of Money Laundering theory and technique of KYC execution that includes policies of accepting and identifying client, monitoring transaction, and reporting distrustful financial transaction. Nowadays BDI designs KYC training in video format to stimulate each branch to organize the training independently at flexible time and place.

Bank Danamon in Brief

PT Bank Danamon Indonesia Tbk was established in 1956 under the name of PT Bank Kopra Indonesia, in 1976, the Bank's name was changed to the present name, Bank Danamon Indonesia. The Bank became the first Indonesian private foreign exchange bank in 1976 and a publicly listed bank in 1989.

In 1977, as a result of the Asian financial crisis, Bank Danamon ran into liquidity insolvency and was placed under the supervision of the Indonesian Bank Restructuring Agency (IBRA) as a BTO (taken over) bank. In 1999, the government of Indonesia, thought IBRA, recapitalized the Bank with Rp 32 trillion of government bonds. Within the same year, another BTO bank was merger into Bank Danamon as part of the restructuring programme of IBRA.

In 2000, Bank Danamon took under its wings eight other BTO banks. As the surviving entity, Bank Danamon emerged from the merger as one of the pillar banks of Indonesia.

During the next three years, Bank Danamon underwent extensive restructuring involving management, people, organization, systems, core values and corporate identity. The efforts succeeded in laying down new foundations and infrastructure for the Bank to pursue growth based on transparency, responsibility, integrity and professionalism (TRIP).

In 2003, Bank Danamon was acquired by the Asia Finance Indonesia consortium which took a majority controlling stake in the Bank. With new management at the helm, and 180-day remapping of its business model and strategy, Bank Danamon continues to undergo a transformational change designed to mold it into a leading national bank and a key regional player.

Address of Bank Mandiri Head Office

Jakarta (021) 3435 8888
Bandung (022) 421 1188
Semarang (024) 3581 888
Surabaya (031) 5346 999
Medan (061) 457 9999
Denpasar (0361) 243 888
Balikpapan (0542) 730 003
Makassar (0411) 334 555

email : danamon.access@danamon.co.id

Wednesday, November 14, 2007

BANK MANDIRI



About Us


Corporate Profile

Bank Mandiri os Indonesia's largest bank in terms of assets, loans and deposits. Total assets as of March 31, 2002 were Rp 261,9 trillion, or around 24% of the assets in the banking system. With a net profit of Rp 1.17 trillion as of March 31, 2002 (an increase of 270% from same period 2001), Bank Mandiri is the most profitable bank in Indonesia. Bank Mandiri is also one of the best capitalized banks in Asia with a Capital Adequacy Ratio (CAR) of more than 27%, several times the 8% required by the Bank of International Settlements ( BIS). Through the efforts of its more that 17,500 employeess Bank Mandiri provides comprehensive financial service to more than 6 million corporate and individual customers as well as small and medium sized enterprises in Indonesia.

Established in October 1998, in the aftermath of the Asian financial crisis of 1997 and 1998, Bank Mandiri is a product of a merger of four state-owned banks: Bank Bumi Daya, Bank Dagang Negara, Bank Ekspor Impor and Bank Pembangunan Indonesia. In the depths of the crisis, at Government instigation, sixty-seven banks were closed, merged or acquired by other institutions. To restore bank balance sheets and public confidence, the Government implemented a radical restructuring and recapitalization program, directed by the Indonesian Bank Restructuring Agency (IBRA). Government priorities were to reduce overlap in the banking sector and to create much larger, stronger entities that could serve the needs of a modernizing economy.

Since its establishment, Bank Mandiri has successfully turned around its balance sheet, its profitability and its way of doing business to become the preferred bank in Indonesia. Non-performing loans (NPL's) were reduced from 71,29% at the end of 1999 to 9.5% as of 31 March 2002. NPL's are restructured according to a 19 step restructuring process, the most rigorous process among Indonesia banks. Following the merger, Bank Mandiri closed 194 branches and reduced its workforce from 26,600 to 17,620. Processes have been streamlined and operating expenses have declined. The cost-to-income ratio improved from 33.8% as of 31 March 2001 to 29.3% as of 31 March 2002.

One of Bank Mandiri's greatest achievements has been the complete renovation of its technology platform. Management inherited a total of nine different technology platform. Management inherited a total of ninte different technology platforms for the four legacy banks. After more that 38,000 man-hours of work, an investment of US$ 23 million for new equipment, Bank Mandiri now has a single technology platform creates a unified interface for customers increasing the efficiency of back office processing. The Bank is mid-way through its three-year US$ 200 million program to up-grade its technology platform, which will provide significantly improved products and services to its customers.

The corporate customer base of Bank Mandiri represents the core of the Indonesia economy and the export sector. It includes well-known international names such as Garuda Indonesia, Semen Gresik dan Pertamina. By sector, it is well diversified and is particularly active in the mining, retail, cement, power, oil and gas and aviation sectors. Credit approvals and monitoring are subject to a highly structured "four eyes" approval process, which separates credit decisions from marketing decisions. Bank Mandiri has been making significant progress in growing its small and medium enterprise (SME) customers. As of 31 March 2002, loans to retail customers (including SMEs) reached Rp 9.25 trillion, an increase of 16.8% from same period in 2001.

Bank Mandiri has also made significant progress in the retail segment. Total deposits reached Rp 187.6 trillion as of 31 March 2002, an increase of 5.8% from 31 March 2001. Bank Mandiri's credit card unit signed up more than 100,000 new customers in its first 10 months. The bank currently has a total of 642 branches. The Bank's distribution is further enhanced by its 1.184 ATM's, which is part of an 3,000 plus LINK network (network linking all state banks' ATM's).

From its founding Bank Mandiri has worked to create a strong, professional management team operating under internationally recognized stringent principles of corporate governance, control and compliance. The bank is supervised by a Board of Commissioners appointed by the Ministry of Finance from respected members of the financial community. The highest level of executive management is the Board of Directors, headed by a President Director. The Board of Director includes bankers drawn from the legacy banks as well as independent outside directors. Although Indonesian law requires directors to be Indonesian nationals, Bank Mandiri has recruited a number of non-Indonesia bankers occupying key positions, currently including its Chief Financial Officer. In addition, Bank Mandiri maintains independent Offices of Compliances, Audit and the Company Secretary and is under regular security from external auditors from Bank Indonesia, the Supreme Audit Agency, as well as international auditing firms.

Company Story

Bank Mandiri os Indonesia's largest bank in terms of assets, loans and deposits. Total assets as of March 31, 2002 were Rp 261,9 trillion, or around 24% of the assets in the banking system. With a net profit of Rp 1.17 trillion as of March 31, 2002 (an increase of 270% from same period 2001), Bank Mandiri is the most profitable bank in Indonesia. Bank Mandiri is also one of the best capitalized banks in Asia with a Capital Adequacy Ratio (CAR) of more than 27%, several times the 8% required by the Bank of International Settlements ( BIS). Through the efforts of its more that 17,500 employeess Bank Mandiri provides comprehensive financial service to more than 6 million corporate and individual customers as well as small and medium sized enterprises in Indonesia.

Established in October 1998, in the aftermath of the Asian financial crisis of 1997 and 1998, Bank Mandiri is a product of a merger of four state-owned banks: Bank Bumi Daya, Bank Dagang Negara, Bank Ekspor Impor and Bank Pembangunan Indonesia. In the depths of the crisis, at Government instigation, sixty-seven banks were closed, merged or acquired by other institutions. To restore bank balance sheets and public confidence, the Government implemented a radical restructuring and recapitalization program, directed by the Indonesian Bank Restructuring Agency (IBRA). Government priorities were to reduce overlap in the banking sector and to create much larger, stronger entities that could serve the needs of a modernizing economy.

Since its establishment, Bank Mandiri has successfully turned around its balance sheet, its profitability and its way of doing business to become the preferred bank in Indonesia. Non-performing loans (NPL's) were reduced from 71,29% at the end of 1999 to 9.5% as of 31 March 2002. NPL's are restructured according to a 19 step restructuring process, the most rigorous process among Indonesia banks. Following the merger, Bank Mandiri closed 194 branches and reduced its workforce from 26,600 to 17,620. Processes have been streamlined and operating expenses have declined. The cost-to-income ratio improved from 33.8% as of 31 March 2001 to 29.3% as of 31 March 2002.

One of Bank Mandiri's greatest achievements has been the complete renovation of its technology platform. Management inherited a total of nine different technology platform. Management inherited a total of ninte different technology platforms for the four legacy banks. After more that 38,000 man-hours of work, an investment of US$ 23 million for new equipment, Bank Mandiri now has a single technology platform creates a unified interface for customers increasing the efficiency of back office processing. The Bank is mid-way through its three-year US$ 200 million program to up-grade its technology platform, which will provide significantly improved products and services to its customers.

The corporate customer base of Bank Mandiri represents the core of the Indonesia economy and the export sector. It includes well-known international names such as Garuda Indonesia, Semen Gresik dan Pertamina. By sector, it is well diversified and is particularly active in the mining, retail, cement, power, oil and gas and aviation sectors. Credit approvals and monitoring are subject to a highly structured "four eyes" approval process, which separates credit decisions from marketing decisions. Bank Mandiri has been making significant progress in growing its small and medium enterprise (SME) customers. As of 31 March 2002, loans to retail customers (including SMEs) reached Rp 9.25 trillion, an increase of 16.8% from same period in 2001.

Bank Mandiri has also made significant progress in the retail segment. Total deposits reached Rp 187.6 trillion as of 31 March 2002, an increase of 5.8% from 31 March 2001. Bank Mandiri's credit card unit signed up more than 100,000 new customers in its first 10 months. The bank currently has a total of 642 branches. The Bank's distribution is further enhanced by its 1.184 ATM's, which is part of an 3,000 plus LINK network (network linking all state banks' ATM's).

From its founding Bank Mandiri has worked to create a strong, professional management team operating under internationally recognized stringent principles of corporate governance, control and compliance. The bank is supervised by a Board of Commissioners appointed by the Ministry of Finance from respected members of the financial community. The highest level of executive management is the Board of Directors, headed by a President Director. The Board of Director includes bankers drawn from the legacy banks as well as independent outside directors. Although Indonesian law requires directors to be Indonesian nationals, Bank Mandiri has recruited a number of non-Indonesia bankers occupying key positions, currently including its Chief Financial Officer. In addition, Bank Mandiri maintains independent Offices of Compliances, Audit and the Company Secretary and is under regular security from external auditors from Bank Indonesia, the Supreme Audit Agency, as well as international auditing firms.

Vision and Mission

Our Vision :
The Trusted and Preferred Bank

Our Mission :

  • To be market oriented
  • To enhance professionalism
  • To maximize returns to stakeholders
  • To have an open management approach
  • To demonstrate concern for the community and the environment
Address of Bank Mandiri Head Office

PT BANK MANDIRI (PERSERO) Tbk.
Jl, Jenderal Gatot Subroto Kav. 36-38
Jakarta 12190 – Indonesia
Telp: 14000, +62-21-52997777
Fax: +62-21-52997735