Inisiatif Strategis 2015
Peningkatan kualitas bisnis menjadi agenda utama dan pertama kami, agar dapat mempertahankan profitabilitas bank di tengah kondisi pasar yang kurang menguntungkan pada tahun tersebut. Kami berkonsentrasi memperbaiki kualitas portofolio pembiayaan melalui penyelesaian pembiayaan bermasalah secara agresif. Perbaikan proses penyaluran pembiayaan juga dilakukan untuk pengelolaan risiko yang lebih baik.
Untuk menjaga tingkat pendapatan, Bank Muamalat Indonesia berupaya menurunkan biaya pendanaan dengan melakukan re-profiling struktur Dana Pihak Ketiga untuk menambah porsi tabungan dan giro (CASA) dan mengurangi ketergantungan pada dana-dana institusi yang mahal dalam deposito. Di saat yang sama, kami juga terus memperbesar porsi pendapatan imbal-jasa (fee based) dalam arus pendapatan kami, mengingat sifatnya yang lebih tahan terhadap gejolak pasar dibandingkan pendapatan margin pembiayaan.
Agenda strategis kedua kami adalah peningkatan produktivitas dan efisiensi operasional. Bank Muamalat Indonesia terutama fokus pada peningkatan produktivitas
team penjualan di kantor-kantor cabang dengan penetapan
Key Performance Indicator (KPI) yang lebih terstruktur, ditunjang oleh peningkatan keterampilan personil cabang melalui pelatihan serta pengembangan variasi produk yang dapat ditawarkan kepada nasabah.
also continued to feel the impact of loan portfolio quality degradation due to the worsening performance of certain sectors in the Indonesian economy.
Entering 2015 with those background conditions and challenges, Bank Muamalat Indonesia simultaneously undertook the initial steps in the transformational strategy known as Muamalat Metamorphosis, which will provide the foundation to achieve sustainable growth in the long run according to Bank Muamalat Indonesia M10-Y25 Vision of becoming ‘The Best Islamic Bank and Top 10 Bank in Indonesia with Strong Regional Presence’ in 2025. The long-term transformation and growth strategy is divided into three phases, namely the initial phase of ‘building the foundation’ to be undertaken from 2015 up to 2017, followed by the next phase of being ‘ready for growth and competition’ in 2018-2020 and then the phase of ‘achieving sustainable growth’ in 2021-2025.
In 2015, in the first year of the initial phase of Muamalat Metamorphosis, we engaged in a number of strategic work programs.
2015 Strategic Initiatives
Our first and foremost work agenda was to improve the quality of our business in order to remain profitable amidst less than conducive market conditions in that year. We focused on improving our financing portfolio quality through aggressive settlement of non-performing financing. Efforts were also spent on improvement to financing disbursement processes as part of enhancing our risk management. To maintain adequate levels of revenues, Bank Muamalat Indonesia strove to reduce cost of funds through the re- profiling of its third party funds, thus increasing the portion of low-cost CASA (current account savings account) while reducing dependency on expensive time deposit funds from financial institutions. At the same time, we also strive to increase the portion of fee-based income in our revenue streams, as being more resilient to market fluctuations compared to margin income from financing disbursement. Our second strategic agenda is to improve productivity and operational efficiency. In this case, Bank Muamalat Indonesia focused mainly on improving the productivity of the sales teams at branch offices through the implementation of better structured Key Performance Indicator and supported by skill training for branch personnel as well as product development to provide customers with a greater variety of products.
Laporan Direktur Utama
Efisiensi operasional merupakan aspek penting di tengah melambatnya pertumbuhan bisnis secara keseluruhan, dan di tingkat yang paling dasar diwujudkan melalui penghematan biaya dengan eliminasi, pengurangan ataupun penyederhanaan proses-proses yang tidak langsung berdampak pada bisnis. Namun Bank Muamalat Indonesia tidak berhenti sampai disitu. Pada tahun 2015 kami mulai meletakkan dasar-dasar bagi peningkatan efisiensi operasional melalui pengelolaan proses bisnis yang lebih baik secara keseluruhan.
Implementasi sentralisasi operasi adalah salah satu upaya ke arah itu, yang telah kami mulai sejak dua-tiga tahun belakangan ini. Di tahun 2015, lebih dari sekedar memindahkan proses bisnis untuk dilakukan secara terpusat, Bank Muamalat Indonesia mulai merencanakan perbaikan yang lebih fundamental yaitu dengan rekayasa ulang proses-proses bisnis itu sendiri. Kami meninjau- ulang tiap-tiap proses bisnis untuk melihat apakah proses tersebut dapat dieliminasi, disederhanakan ataupun diotomasi. Dalam hal ini, infrastruktur dan kapabilitas Teknologi Informasi (TI) menjadi faktor enabler yang vital ke arah operasional yang unggul dan efisiensi yang optimum.
Hasil akhir yang kami harapkan adalah peningkatan kualitas pelayanan Bank Muamalat Indonesia kepada para nasabahnya, dengan menawarkan keunggulan layanan dan pengalaman interaksi perbankan yang ‘mudah, sederhana dan cepat’. Sekaligus, ini akan memperbaiki daya saing Bank Muamalat Indonesia di pasar perbankan Indonesia, termasuk dengan bank-bank konvensional.
Terkait dengan hal tersebut, kami terus memperkuat keunggulan-keunggulan utama Bank Muamalat Indonesia, termasuk memperkuat citra Bank Muamalat Indonesia sebagai ‘Bank Syariah Terdepan’ melalui pengembangan produk-produk berbasis-TI yang paling mutakhir. Bank Muamalat Indonesia juga berupaya lebih mengoptimalkan keberadaan jaringan distribusi kami yang ekstensif dengan 446 kantor cabang dan 1.998 unit ATM di seluruh Indonesia. Selain inisiatif-inisiatif tersebut, Bank Muamalat Indonesia juga melakukan transformasi dalam aspek Sumber Daya Insani dan Manajemen Risiko. Kami berupaya memperbaiki budaya kerja yang ada selama ini, termasuk melalui sinkronisasi unit-unit kerja untuk menghindari ‘silo mentality’ maupun rekrutmen tenaga-tenaga profesional eksternal di berbagai posisi kunci untuk menyerap ide-ide segar dan mentalitas perubahan ke dalam organisasi. Peran dan fungsi manajemen risiko juga terus diperbaiki, termasuk melalui pembenahan organisasi manajemen risiko serta perbaikan kebijakan dalam proses-proses pembiayaan dan operasional. Kami juga terus aktif membangun kesadaran dan budaya risiko diantara karyawan melalui program-program sosialisasi risiko.
Operational efficiency is an important issue given the overall decline in growth of our business. At its most basic level, it is achieved through cost efficiency measures by the elimination, reduction or simplification of various processes that have no direct impact on business. However, Bank Muamalat Indonesia goes beyond that. In 2015, we have begun to lay the basics for an improvement in operational efficiency through a comprehensive enhancements in the business processes itself.
The implementation of centralized operations, which we have begun in the last two or three years, is a step in that direction. In 2015, beyond merely removing a particular business process and doing it in a centralized manner, Bank Muamalat Indonesia have begun to plan for a more fundamental improvement, namely through a business process reengineering. Each single business process is reviewed to investigate if it can be either eliminated, simplified, or automated. In the business process reengineering, Information Technology (IT) infrastructure and capabilities became a key enabler to the attainment of excellent operations and optimum efficiency.
The expected end result from these is a marked improvement in the quality of services that Bank Muamalat Indonesia can offer to its customers, with a service proposition of a banking experience that is ‘easy, simple, and speed’. At the same time, this is expected to impact on higher competitiveness of Bank Muamalat Indonesia in the Indonesian banking market, including with conventional banks.
In this regard, we continue to strengthen the strong points of Bank Muamalat Indonesia, including strengthening the image and positioning of Bank Muamalat Indonesia as ‘The Leading Sharia Bank’ through the development of the most advanced of IT-based banking products. Bank Muamalat Indonesia also strove to optimize on its extensive physical distribution networks consisting of 446 branches and 1,998 ATM units throughout Indonesia.
In addition to these initiatives, Bank Muamalat Indonesia also engaged in the transformation of its Human Capital and Risk Management. We strove to improve the existing work culture, including through the synchronization of work units in order to avoid the silo mentality, as well as through professional hires in various key positions in order to absorb fresh ideas and brought the mentality for change into the organization.
The role and function of risk management was also improved through a restructuring of the risk management organization as well as policy improvements in financing and operational processes. We also actively foster risk awareness and a risk culture among employees through risk socialization programs.