dana masyarakat yang kemudian disalurkan dalam bentuk pemberian kredit kepada perorangan maupun korporasi. Selain itu, Bank juga menyediakan berbagai layanan lainnya yang memudahkan nasabah dalam melakukan berbagai kegiatan.
Produk dan layanan yang disediakan Bank Victoria sebagai berikut.
1. Produk Simpanan, terdiri dari:
a. Produk tabungan: Tabungan Victoria, Tabungan V-Pro, Tabungan V-Plan, Tabungan V-Junior, Tabungan V-Bisnis, Tabungan VIP Safe, Tabungan Victoria 88, dan TabunganKu;
b. Produk giro (dalam mata uang Rupiah); serta
c. Produk deposito: Deposito Berjangka, Deposito Harian, dan Deposito Berhadiah.
In conducting its business, Bank Victoria collects funds from the public to be further distributed in loans to individuals and corporations alike. In addition, Bank Victoria also provides other services that make it convenient for customers to participate in various activities.
Bank Victoria’s products and services are as follows.
1. Deposit products, consisting of:
a. Saving Deposits: Tabungan Victoria, Tabungan V-Pro, Tabungan V-Plan, Tabungan V-Junior, Tabungan V-Bisnis, Tabungan VIP Safe, Tabungan Victoria 88, and TabunganKu;
b. Demand Deposits (in Rupiah); and
c. Time Deposits: regular time deposits, daily deposits, and deposits with prizes.
than the average commercial bank in the BUKU II category, which declined in terms of operational performance and inancial performance.
Notwithstanding this, based on the 2015 inancial ratios, Bank Victoria’s performance was lower than the banking industry’s performance as well as that of the BUKU II banking category average, as measured by capital adequacy ratio, operating expenses eiciency, income margins, returns, and lending of Bank Victoria.
2. Produk Pinjaman, terdiri dari: Kredit Modal Kerja, Kredit Investasi, Kredit Pemilikan Rumah, Kredit Pemilikan Mobil, dan Kredit Multi Guna.
3. Jasa Layanan, terdiri dari: Surat Kredit Berdokumen Dalam Negeri (SKBDN), Western Union, Kliring, Bank Garansi, Pembayaran Listrik PLN, Pembayaran Telkom, Pembayaran Gaji Karyawan, Money Changer, serta ATM Victoria.
Selain itu, Bank Victoria melalui anak usaha yang bergerak di bidang syariah menyediakan produk dan layanan sebagai berikut.
1. Produk Simpanan, meliputi:, Tabungan Visya iB, Tabungan V-Plan iB, dan Tabungan V-Bisnis iB, Tabungan Vis Berhadiah X-Tra iB, Giro Vis iB, Giro Vis Prima iB, Deposito Vis iB.
2. Produk Pembiayaan: Pembiayaan Murabahah, Pembiayaan Mudharabah, Pembiayaan Murabahah Pemilikan Mobil, Pembiayaan Murabahah Pemilikan Rumah, Pembiayaan Murabahah Mikro, Pembiayaan Murabahah Usaha Kecil Menengah, Pembiayaan Multiguna, Pembiayaan V-Kop iB.
sTRaTeGi PenGeMBanGan Bisnis
2015
Pada tahun 2015, Bank Victoria melaksanakan strategi pengembangan bisnis untuk mendukung tercapainya kinerja operasional dan kinerja keuangan yang telah ditargetkan dalam Rencana Bisnis Bank, serta untuk meraih setiap peluang dan potensi yang tercipta di tahun 2015. Strategi pengembangan bisnis tersebut sebagai berikut.
1. strategi Pengembangan Penghimpunan Dana Pihak Ketiga
Penghimpunan DPK difokuskan kepada deposan ritel dan berdana murah. Beberapa kunci strategi yang diterapkan oleh Bank sebagai berikut.
a. strategi Peningkatan Kualitas Dana Pihak Ketiga • Menjaga pertumbuhan proitabilitas
dengan menjaga rasio LDR pada level yang menguntungkan Bank;
• Melakukan diversiikasi terhadap portfolio concentration risk dengan target menurunkan rasio deposan inti dengan mendorong pertumbuhan portofolio nasabah;
• Meningkatkan volume dana murah sehingga rasio current account saving account (CASA) tumbuh lebih baik.
b. strategi Pemasaran
• Menerapkan segmentasi nasabah untuk menelaah, menganalisis, serta memahami proil nasabah dari setiap produk Bank agar program segmentasi yang dijalankan tepat sasaran; • Meluncurkan program VIP Banking sebagai
segmentasi nasabah aluent;
• Mempromosikan dan mensosialisasikan itur- itur ATM Bank Victoria yang dapat digunakan dalam jaringan ATM Prima kepada nasabah existing maupun nasabah baru.
2. Lending products, consisting of: Working Capital Loans, Investment Loans, Housing Loans, Vehicle Loans, and Other Loans.
3. Services, consisting of: SKBDN, Western Union, Clearing, Bank Guarantee, PLN Bill Payment, Telkom Bill Payment, Payroll, Money Changer, and ATM Victoria.
In addition, Bank Victoria through its subsidiaries in the sharia business provides the following products and services.
1. Deposit products, consisting of: Tabungan Visya iB, Tabungan V-Plan iB, Tabungan V-Bisnis iB, Tabungan Vis Berhadiah X-Tra iB, Giro Vis iB, Giro Vis Prima iB, and Deposito Vis iB.
2. Financing products, consisting of: Murabahah inancing, Mudharabah inancing, Murabahah Vehicle Financing, Murabahah Home Financing, Murabahah Micro Financing, Murabahah SME Financing, Multipurpose Financing, and V-Kop iB Financing.
2015 BUsiness DeveLoPMenT
sTRaTeGY
In 2015, Bank Victoria implemented its business development strategy to achieve its operational and inancial targets as stipulated in the Bank’s Business Plan, as well as to seize every opportunity and potential in 2015. The business development strategy consisted of.
1. Third Party Funds Collection Development strategy
Third Party Funds collection is focused on retail depositors low cost fund depositors. Key strategies implemented by the Bank are as follows.
a. Third Party Funds Quality improvement strategy
• Maintaining proitability growth by keeping LDR at a proitable level;
• Diversifying portfolio concentration risk with the target of decreasing the ratio of core depositors by boosting the growth of customer portfolio; • Increasing the volume of low cost fund so the
current account savings account (CASA) ratio may grow.
b. Marketing strategy
• Implementing customer segmentation to review, analyze and understand the customer proile of every product of the Bank so that the segmentation program can be efective;
• Launching VIP Banking program for aluent customers;
• Promoting and disseminating Bank Victoria ATM features that can be used on the ATM Prima network to existing and new customers.
c. strategi Penjualan
• Menumbuhkan produktivitas pegawai terkait dalam mencapai NTB melalui Key Performance Indicator (KPI) yang di-review secara berkala; • Meningkatkan rasio produktivitas pegawai
terkait untuk wealth revenue;
• Menyiapkan agen penjual efek reksadana/APERD (sistem dan kesiapan administrasi);
• Memperkenalkan insentif program dengan subsidi budget atas kerja sama dengan pihak ketiga;
• Melaksanakan community program secara berkelanjutan di level area dan cluster.
2. strategi Pembiayaan Kredit
Secara umum, fokus pembiayaan kredit adalah segmen UKM dan komersial dengan strategi penerapan sebagai berikut.
a. Meningkatkan Target Pasar
Menetapkan sasaran atau target pasar berdasarkan risk appetite, mengklasiikasikan jenis usaha, serta memberikan porsi lebih kepada Divisi Bisnis untuk berperan sebagai pemegang kendali strategi dan pencapaian portofolio.
b. Meningkatkan Portofolio Kredit
Khususnya dilakukan dengan memprioritaskan pertumbuhan kredit UKM (sampai dengan Rp10 miliar) dan komersial (sampai dengan Rp25 miliar), memantau perkembangan pipeline secara disiplin serta memfokuskan pada cabang yang sudah memiliki portofolio kredit dan potensial untuk dikembangkan.
c. Mempercepat Proses Kredit
Memperbaiki sistem pengecekan alur proses pengajuan kredit, meningkatkan koordinasi yang lebih baik dengan bagian pendukung (taksasi, legal, administrasi kredit, serta analis kredit).
d. Meningkatkan Peran dan Kualitas sDM di Bidang Perkreditan
Menetapkan sasaran kerja individu (KPI), memberikan pelatihan bagi pegawai terkait, serta memberikan kewenangan memutus kredit kepada pegawai tertentu.
e. Meningkatkan Penanganan atau Management Account secara Konsisten
Melakukan pemantauan dan penagihan kol 2 secara intensif dan disiplin, serta berkoordinasi dengan tim remedial/restrukturisasi.
3. Jaringan Distribusi
Secara umum, tema strategi Branch Network yang diterapkan oleh Bank adalah menjadikan jaringan distribusi sebagai sales engine yang produktif, serta menciptakan perceived strong presence bagi nasabah. Beberapa strategi kunci yang diterapkan oleh Bank sebagai berikut.
c. sales strategy
• Increasing productivity of related employees in achieving NTB through Key Performance Indicators that are reviewed periodically;
• Increasing ratio of productivity of related employees for wealth revenue;
• Preparing mutual fund selling agents (sytem and administrative requirements);
• Introducing program incentives with budget subsidy for cooperation with third parties; • Implementing community programs on a
continuous basis on the area and cluster level.
2. Lending strategy
Generally, lending is focused on SME and commercial segments with the strategies as follows.
a. increasing Target Market
Determining the target market based on risk appetite, classifying the type of business, and providing greater portion for the role of the Business Division as the strategy and portfolio achievement decisionmaker.
b. increasing Lending Portfolio
Especially by prioritizing the growth in SME lending (up to Rp10 billion) and commercial lending (up to Rp25 billion), monitoring the development of pipeline with discipline and focusing on the branches that already have lending portfolio and potential for development.
c. accelerating Lending Process
Improving the system for checking lending application process low, increasing coordination with supporting areas (taxation, legal, credit administration, and credit analysis).
d. increasing Role and Quality of HR in Lending
Determining Key Performance Indicators for individuals, training related employees, and granting lending authority to select employees.
e. increasing Handling or account Management Consistently
Monitoring and collecting kol 2 with intensive and discipline and coordinating with remedial/ restructuring team.
3. Distribution network
Generally, the theme of the Branch Network strategy implemented by the Bank is to create the distribution network as a productive sales engine and create a perceived strong presence for customers. Various key strategies implemented by the Bank are as follows.
a. Mengefektifkan Pengelolaan Jaringan Kantor Mengoptimalkan potensi dari 101 kantor operasional Bank Victoria yang ada melalui pengelolaan kantor yang lebih efektif sesuai mekanisme area dan cluster.
b. Meningkatkan Perceived strong Presence Meningkatkan “perceived strong presence” di target customer area melalui jumlah kantor-kantor Bank Victoria yang memadai di lokasi yang strategis, serta penampilan isik yang konsisten dan menarik.
4. aspek operasional dan Teknologi
Secara umum, tema strategi terkait dengan aspek operasional dan teknologi yang diterapkan oleh Bank adalah menyediakan layanan operasional perbankan
yang eisien, nyaman, cepat, dan handal yang
berbasis kepada orientasi GCG dan orientasi bisnis. Beberapa strategi kunci yang diterapkan oleh Bank sebagai berikut.
a. Mengevaluasi dan memperbaiki jalur efektivitas proses operasional dari hulu ke hilir, mewujudkan kualitas administrasi dan percepatan proses, baik dari sisi legal, operasional, administrasi kredit, akunting, dan teknologi informasi.
b. Menyampaikan secara tepat waktu, zero defect, prudent, serta memberikan kepuasan kepada nasabah terkait transaksi yang semakin kompleks dan meningkat jumlahnya.
c. Mengolah dan menyampaikan data core banking kepada berbagai unit kerja yang membutuhkan dalam bentuk laporan yang tepat dan akurat sehingga proses pengambilan keputusan bisnis lebih efektif.
d. Mengikuti perkembangan arah bisnis yang lebih berfokus ke retail banking sehingga dapat sejajar dengan bank pesaing.
e. Menyempurnakan GCG structure yang telah ada secara berkesinambungan dan melakukan enforcement GCG process sebagai lanjutan dari GCG structure melalui pelatihan-pelatihan standar operasional prosedur yang intensif dan memantau implementasinya oleh supervisor dan pimpinan yang lebih tinggi.
PenCaPaian KineRJa oPeRasionaL
Kinerja operasional Bank diklasiikasikan berdasarkan kinerja produk dan layanan yang diberikan, serta segmen usaha Bank. Kinerja produk dan layanan terdiri dari kinerja produk simpanan, produk pinjaman, dan jasa layanan. Sedangkan segmen usaha terdiri dari segmen operasi dan segmen geograis. Adapun kinerja operasional Bank yang akan diuraikan berikut merupakan kinerja konsolidasi Bank dan Entitas Anak.
a. Increasing Eicacy of Oice Network Management
Optimizing the potentials of all 101 oices of Bank Victoria through more efective oice management in accordance with the area and cluster mechanisms.
b. increasing Perceived strong Presence
Increasing the perceived strong presence at target customer areas using the number of Bank Victoria branch oices that are adequately placed in strategic locations and a consistent and attractive physical presence.
4. operations and Technology
Generally, the theme of the strategy related to the operations and technology aspect implemented by the Bank is to provide eicient, convenient, fast, and
reliable banking operations services that are based on GCG and business orientation. The key strategies implemented by the Bank are as follows:
a. Evaluating and improving the eicacy of operational processes from upstream to downstream, improving administration quality and speed of processes in terms of legal, operational, credit administration, accounting, and information technology aspects.
b. Delivering on a timely basis with zero defect and prudence and providing satisfaction to customers through transactions that are increasingly complex and larger in number.
c. Processing and delivering core banking data to various work units that require them in the form of accurate reports to allow more efective decisionmaking processes.
d. Following the development of business focus towards retail banking to be on par with competitor banks.
e. Improving the GCG structure continuously and enforcing GCG processes as a continuation of the GCG structure through intensive training of standard operating procedures and monitoring such implementation by supervisors and higher-level leaders.
oPeRaTionaL PeRFoRManCe
aCHieveMenTs
The operational performance of the Bank is classiied based on the performance of the products and services provided, as well as the Bank’s business segments. Performance of the Bank’s products and services consists of the performance of deposit products, loan products, and banking services. The business segments of the Bank are categorized as operating segments and geographical segments. The operational performance of the Bank described below is the consolidated performance of the Bank and its Subsidiaries.