b. SME by increasing RM SME productivity in terms of recruitment patterns, providing tools and models in planning and performance reviews. c. Funding through business refocusing and strengthening the role of Metro area Branch Offices to support improved retail banking services and capabilities. d. Corporate and Institutional through increasing RM building capabilities both in terms of knowledge and talent pooling. e. Treasury and Global Services through business development of overseas Business Unit by preparing feasibility studies and overseas network proposals in Europe f. IT through digital talent transformation in facing digital era competition. g. Networking through the transformation of bank operational officers in Business Unit to focus on sales activities through frontliner roles and other functions more dynamically. 4. Network Optimization Optimizing BRI’s work network and improving customer experience through business process re-engineering, structuring work networks, increasing the role of BRILink Agents to expand reach to customers, increasing operational system reliability, competitive merchant solutions and optimizing alternative channels to support self-service transactions. Several initiatives that BRI has carried out to optimize its work network and strengthen customer experience for each business line include: a. Retail by increasing digital capabilities through digital consumer loans marketing platform initiatives. b. Funding through improving merchant business processes and through increasing success rates, improving unbalanced payments, merchant development, improving end of day EC. business model development c. Treasury and Global Services through process improvements and more effective monitoring of business activities through upgrading Guava version 3.3, developing the Bank Line Analysis System, digitizing the implementation of MR in the BRI custodian system. d. IT through the use of open APIs to support superApps and hyper ecosystem applications, improving IT platform resilience to support the open banking era, data driven organization to support decision driven and data analysis, and agile IT governance to support IT level maturity. e. Operations through the implementation of centralized operations console, reconciliation and end to end cash management. f. Network through regional potential studies and business process re-engineering by implementing automation and digitalization of transactions in banking halls through developing remote channel capabilities in order to increase the effectiveness of customer service, as well as operational business processes. Medium Term Strategy BRI’s innovation and exploration of new sources of growth have implications for the Company’s increasingly complex business. On the other hand, post-pandemic instability requires BRI to remain agile in responding to business challenges and opportunities both now and in the future. In general, BRI’s short-term strategy refers to the long-term strategy framework (Corporate Plan 2021-2025) which focuses on 5 (five) main business pillars, namely Micro, Small and Medium Segments, Consumer, Corporate (including Treasury and Global Services), and Subsidiaries. The five will be supported by reliable digital technology capabilities, competent human capital capacity, and careful distribution channel management. For this reason, in 2023-2025 the corporate strategy, BRI implements: 1. CASA Sustainability Increasing CASA market share, by developing the ecosystem through territorial control and referrals by relying on transaction tools and cash in/cash out capability. 2. Focus on Quality of Growth BRI’s productive assets grow with maintained quality, focusing on assets with high returns and accelerating new sources of growth. 3. Optimizing Subsidiary Synergies Acceleration of increasing the business scale of Subsidiaries either through synergy or independently and expanding the scope of the Parent Entity’s business, completing the Post Implementation Plan for UMI as a source of new growth in line with the implementation of BRI one culture. 4. ESG Principle Implementation BRI commits to implementing business management principles that follow the values of good business governance to have a positive impact on the environment (deliver value beyond profit). 5. Excellence Enablers Continuing to strengthen worker capabilities, system reliability, services and networks, as well as analytical data to provide superior quality banking services. Long Term Strategy Digital transformation has changed the banking paradigm by introducing technologies such as artificial intelligence (AI), big data analysis, and digital banking services. BRI is moving from a traditional model to a decentralized model, offering higher efficiency, faster service and better security. As consumer behavior changes, increasingly prioritizing personal and instant experiences, the bank must adapt by providing responsive services and prioritizing transaction security. In the midst of global conditions full of uncertainty, BRI’s longterm strategy must integrate cross-border collaboration, portfolio diversification, and corporate social responsibility to manage risks and answer sustainability demands. BRI continually evaluates the Company’s Long Term Plan under PT Bank Rakyat Indonesia (Persero) Tbk. 2023 Annual Report 200
RkJQdWJsaXNoZXIy NTM2MDQ5