Perbankan Korporat membukukan pertumbuhan bisnis yang baik di tahun 2010, yaitu dalam aspek penyaluran kredit, penghimpunan dana maupun pendapatan fee-based.
Corporate Banking business recorded excellent growth in 2010 in all aspects of credit, funding and fee-based income.
Perbankan Korporat
Membaiknya perekonomian nasional di tahun 2010 telah memberikan peluang sekaligus tantangan bagi Perbankan Korporat. Di tengah kondisi suku bunga yang stabil, nilai tukar Rupiah yang menguat serta permintaan pasar ekspor yang kembali meningkat sepanjang tahun, perusahaan- perusahaan kembali gencar melakukan ekspansi usaha. Hal ini kemudian meningkatkan permintaan fasilitas pembiayaan.
Sementara itu, menguatnya pasar modal juga menawarkan alternatif yang menarik bagi dunia usaha untuk memperoleh pendanaan melalui penerbitan obligasi dan surat utang selain dari kredit bank. Akibatnya, bank-bank harus bersaing ketat dalam penyaluran kredit untuk menunjang target pertumbuhan yang agresif dibandingkan kondisi tahun sebelumnya dimana aktivitas kredit cenderung lemah terutama di segmen kredit korporat.
Kinerja 2010
Strategi bisnis Perbankan Korporat telah dirancang dengan baik dalam mengantisipasi tantangan persaingan pasar, dan sekaligus menunjang pencapaian tujuan-tujuan CIMB Niaga yang telah ditetapkan dalam strategi 6 pilar pertumbuhan
Corporate Banking
The improving national economy in 2010 has provided opportunities and challenges for Corporate Banking. In the midst of a stable interest rate environment, a stronger Rupiah exchange rate and improving export market demand throughout the year, companies re-intensified their business expansion. This in turn increased demand for financing facilities.
Meanwhile, strengthening capital markets also offered an attractive alternative for businesses to obtain financing through the issuance of bonds and debt securities rather than using bank credit facilities. As a result, banks had to compete fiercely in the lending market, to support aggressive growth targets following the low key year for corporate credit in 2009.
2010 Performance
Corporate Banking business strategy has been designed to anticipate the challenges of market competition and at the same time support the achievement of CIMB Niaga objectives as stated in the 2010 ‘Six Pillars’ growth strategy. Hence,
di tahun 2010. Untuk itu, Perbankan Korporat menetapkan fokus aktivitasnya pada upaya-upaya yang berkelanjutan guna meningkatkan perolehan dana murah (CASA), mengembangkan bisnis value chain dan structured finance, serta mendorong aktivitas cross-selling.
Untuk mendukung pencapaian target-target pertumbuhan di tahun 2010, Perbankan Korporat telah menyelesaikan inisiatif strategis yang telah dirintis di akhir 2009 guna mempertajam fokus segmentasi bisnis melalui pembentukan dua divisi bisnis baru, yaitu Government Relations & Sales Funding serta divisi Global Corporate. Government Relations & Sales Funding berkonsentrasi pada penghimpunan dana dari nasabah Badan Usaha Milik Negara (BUMN), melihat pada besarnya potensi penghimpunan dana yang sejauh ini masih belum dilayani secara maksimal oleh CIMB Niaga. Selain penghimpunan dana, hubungan yang lebih erat dengan nasabah BUMN juga diharapkan dapat membuka peluang pendapatan fee-based dari layanan transaksi perbankan seperti cash management.
Sementara itu, divisi Global Corporate fokus melayani nasabah korporat di Indonesia yang telah memiliki aktivitas usaha di kawasan regional ataupun yang berencana melakukan ekspansi
Corporate Banking activities focused on continuing efforts to enhance the acquisition of low-cost funds (CASA), develope value chain and structured finance businesses, and encourage cross-selling activities.
To support the achievement of growth targets in 2010, Corporate Banking completed a strategic initiative that was initiated in late 2009 in order to sharpen the business focus through the creation of two new business divisions, namely the ‘Government Relations & Sales Funding’ and ‘Global Corporate’ divisions. The Government Relations & Sales Funding division concentrates on funding from State-Owned Enterprises (SOEs), a large funding potential not fully optimised by CIMB Niaga. In addition to funding, closer relationships with SOEs are also expected to open opportunities for fee- based income from transaction banking services such as cash management. In the meantime, ‘Global Corporate’ focuses on serving corporate customers in Indonesia with business activities in the region or those who are planning to expand their businesses at the regional level. Together with CIMB Group, Corporate Banking will be able to provide support for these
Perbankan Korporat Corporate Banking
ke tingkat regional. Bersinergi dengan CIMB Group, Perbankan Korporat akan dapat menyediakan dukungan bagi para nasabah tersebut di tingkat regional, termasuk apabila mereka membutuhkan pembiayaan berupa pinjaman luar negeri (off-shore loan) dan transaksi trade finance.
Secara keseluruhan, Perbankan Korporat membukukan pertumbuhan bisnis yang baik di tahun 2010, baik dalam aspek penyaluran kredit, penghimpunan dana
maupun pendapatan fee-based. Pada akhir tahun 2010, portofolio kredit segmen korporat tercatat sebesar Rp32,8 triliun yang merupakan peningkatan 21% dari Rp27,0 triliun di tahun 2009. CIMB Niaga memiliki divisi Asset Restructuring &
Recovery untuk mengantisipasi account bermasalah sehingga level NPL dapat terjaga. Di Perbankan Korporat sendiri, untuk menjaga kualitas aset, tahun 2010 dibentuk divisi baru, Asset Quality Management.
Sementara itu, pendapatan fee-based meningkat 21% menjadi sebesar Rp253 miliar pada tahun 2010, terutama berasal dari kontribusi kegiatan structured finance dan pinjaman sindikasi.
Dana yang dihimpun dari nasabah Perbankan Korporat tercatat tumbuh 73% menjadi sebesar Rp23,5 triliun, yang merupakan 20% dari total dana masyarakat CIMB Niaga di akhir tahun 2010. Peningkatan dana masyarakat pada Perbankan Korporat terutama dikontribusi oleh peningkatan dana di rekening giro dan deposito berjangka masing-masing sebesar 89% dan 66% dibandingkan tahun 2009. Peningkatan dana masyarakat ini juga diupayakan melalui program-program pemasaran seperti TD Crash Program dan Giro Rupiah Bagi- Bagi Hadiah, yang memberikan insentif menarik bagi deposan, serta seiring dengan meningkatnya perusahaan besar melakukan Penawaran Umum Perdana (Initial Public Offering/
IPO) atau right issue, CIMB Niaga berhasil mendapatkan dana-dana penempatan hasil IPO dan rights issue tersebut.
Pertumbuhan Melalui Value Chain
Perbankan Korporat juga mulai lebih intensif mengembangkan pendekatan value chain untuk mendorong pertumbuhan bisnisnya. CIMB Niaga dikenal memiliki basis yang kuat di segmen korporat yaitu nasabah perusahaan besar nasional maupun multi-nasional di berbagai sektor industri di Indonesia.
Keberadaan nasabah perusahaan besar tersebut dapat menjadi pintu masuk untuk melakukan penetrasi pasar ke
customers at the regional level, including their financing requirements in the form of off-shore loans and trade finance transactions.
In general, the Corporate Banking business recorded excellent growth in 2010 in all aspects of credit, funding and fee-based income. At the end of 2010, the corporate loans portfolio stood at Rp32.8 trillion, an increase of 21% from the 2009 figure of Rp27.0 trillion. CIMB Niaga Asset Restructuring & Recovery Division anticipates non-performing loans at an acceptable level. Corporate Banking itself in 2010 created a new division namely Asset Quality Management to maintain the quality of assets.
Meanwhile, fee-based income increased by 21% to reach Rp253 billion in 2010, mainly from structured finance and syndicated loans.
Funds raised from Corporate Banking clients recorded a growth of 73% to reach Rp23.5 trillion which represents 20% of CIMB Niaga’s total customers’ deposits at the end of 2010. Increase in Corporate Deposits are mainly contributed by increased in current account and saving by 89% and 66%
respectively as compared to 2009. Increasing of customers’
deposits were also pursued through marketing programs such as TD Crash Program and ‘Giro Rupiah Bagi-Bagi Hadiah’, which provided attractive incentives for the clients and were in line with increasing numbers of large corporations opting for an IPO (Initial Public Offering) or rights issuance, CIMB Niaga was successful in obtaining funds raised from IPOs and rights issues.
Growth Through the Value Chain
Corporate Banking has started to develop the value chain approach more intensively to encourage business growth.
CIMB Niaga is known to have a strong corporate client base, which consists of large national as well as multi-national companies in various industrial sectors in Indonesia. The presence of large corporate clients provides entry points for a value chain business network for customers such as
Kredit Investasi Investment Kredit Modal Kerja Working Capital Kredit Korporat (Rp Triliun)
Corporate Loans (Rp Trillion)
09 16.3
21.7 10.7
11.1
10 32.8
27.0
jaringan bisnis value chain yang menjadi bagian dari aktivitas usaha para nasabah tersebut seperti pabrik dan pemasok, perusahaan angkutan, dan distributor. CIMB Niaga kemudian akan dapat menawarkan berbagai produk dan layanan perbankan yang dapat mempermudah transaksi masing- masing pelaku di jaringan value chain dengan prinsipal mereka.
Untuk menunjang keberhasilan program value chain, maka di tahun 2010, dibentuk divisi baru yang khusus menangani program ini yaitu Corporate Business Development Group.
Dalam konsep value chain ini, kepentingannya adalah bukan hanya untuk menumbuhkan penyaluran kredit, melainkan lebih pada keuntungan yang dapat diperoleh dari perputaran dana yang terjadi dari transaksi antara pelaku-pelaku usaha di jaringan value chain tersebut yang keseluruhannya dikelola di CIMB Niaga melalui misalnya rekening operasional, fasilitas overdraft and layanan cash management. Selain itu, penetrasi ke jaringan value chain tentunya juga akan membuka banyak peluang untuk melakukan cross-selling berbagai jenis produk yang ada di CIMB Niaga mulai dari produk ritel, komersil dan sampai ke wealth management.
Sebagai unit yang melayani segmen nasabah korporat, mudah dilihat bahwa Perbankan Korporat memiliki peran kunci dalam pengembangan bisnis value chain. Pada tahun 2010, Perbankan Korporat telah memulai dengan mengembangkan dan menyempurnakan infrastruktur yang diperlukan.
Perbankan Korporat telah mengidentifikasi nasabah-nasabah yang memiliki jaringan value chain, beserta jenis kegiatan dan potensi volume bisnis yang ada di jaringan tersebut.
Selanjutnya, Perbankan Korporat akan merancang model pembiayaan yang sesuai dengan aktivitas bisnis di jaringan value chain untuk kemudian ditindaklanjuti oleh unit yang menangani segmen nasabah yang bersangkutan.
Ke depan, Perbankan Korporat akan terus meningkatkan kerjasama dengan unit Corporate Client Solution (CCS), sebuah unit independen yang akan menjadi motor penggerak bagi pengembangan bisnis di berbagai segmen usaha dimana CIMB Niaga beraktivitas. Dalam hal ini, unit CCS akan berkolaborasi erat dengan Perbankan Korporat dalam memasarkan solusi-solusi value chain dan mendorong cross- selling produk dan layanan kepada nasabah dan target pasar dari unit-unit bisnis yang ada di CIMB Niaga.
sub-contracted factories and suppliers, transportation companies and distributors. CIMB Niaga will then be able to offer various banking products and services that can facilitate transactions for each actor in the value chain network with their principal. To support the success of the value chain program in 2010, a new division, specifically dedicated to this program, was established within the Corporate Business Development Group.
In this value chain concept, its key importance is not only to foster lending growth, but to focus rather on the benefits that can be obtained from the transactional cash flow that occurs between businesses in a value chain network managed by CIMB Niaga through such means as operational accounts, overdraft facilities and cash management services. In addition, penetrating into the value chain network also opens more cross-selling opportunities for various CIMB Niaga retail, commercial and wealth management products.
As the unit serving the corporate client segment, Corporate Banking clearly has a key role in developing the value chain business. In 2010, Corporate Banking started to develop and refine the necessary infrastructure. Corporate Banking has identified customers who have a value chain network, along with the types of activities and the potential business volumes throughout the network. Then, Corporate Banking will design an appropriate financing model customised to the type of business activities in the targeted value chain network, to later be followed up by a relevant unit for each respective customer segment.
In the future, Corporate Banking will continue to enhance cooperation with the Corporate Client Solution (CCS) unit, an independent unit that will become the driving force for business development in any business segments CIMB Niaga enters. In this case, the CCS unit will collaborate closely with Corporate Banking to market value chain solutions and to encourage product and service cross-selling to customers in the target market of each CIMB Niaga business unit.
Tabel 10 Debitur Besar
No. Debitur Borrower
Saldo (miliar Rp) Outstanding (billion Rp)
Coll Sektor Industri menurut Bank Indonesia Industry Sector by Bank Indonesia
1 A 1,138.8 1 Trade, restaurants and hotels
2 B 991.1 1 Mining
3 C 720.8 1 Trade, restaurants and hotels
4 D 561.0 1 Business services
5 E 520.7 1 Manufacturing
6 F 504.9 1 Manufacturing
7 G 458.9 2 Transport, cargo storage and communications
8 H 446.9 1 Business services
9 I 435.0 1 Trade, restaurants and hotels
10 J 426.4 1 Manufacturing
Table 10 Major Borrower
Kredit Sindikasi
Di tahun 2010, CIMB Niaga meraih prestasi membanggakan dengan keberhasilannya menempati posisi ke-3 pada Bloomberg League Table untuk kredit sindikasi di Indonesia, naik dari posisi ke-10 di tahun sebelumnya; selain itu, CIMB Niaga juga berhasil memperoleh Best Deal Award dalam The Asset Country Awards 2010 (Triple A 2010). Tercatat sebanyak 7 proyek pembiayaan sindikasi dimana CIMB Niaga berpartisipasi, dengan total nilai USD535 juta. Diantara proyek- proyek tersebut adalah proyek Matahari senilai Rp1,75 triliun dengan CIMB Niaga sebagai Joint Mandated Lead Arranger.
Syndicated Loan
In 2010, CIMB Niaga has successfully achieved 3rd ranking on Bloomberg League Tables for syndicated loans in Indonesia, up from 10th position in the previous year. In addition, CIMB Niaga also managed to get the Best Deal Award in The Asset Country Awards 2010 (Triple A 2010). CIMB Niaga participated in as many as 7 syndications with a total value of USD535 million.
Among these projects is Matahari project worth Rp1.75 trillion with CIMB Niaga acting as Joint Mandated Lead Arranger.
PT Solusi Tunas Pratama
USD 30 million Joint Mandated Lead Arranger
December 2010
PT Bumi Hasta Mukti
USD 45 million Joint Mandated Lead Arranger
November 2010
PT Bukit Makmur Mandiri Utama
USD 60 million Joint Mandated Lead Arranger
November 2010
PT Multistrada Arah Sarana
USD 47 million Joint Mandated Lead Arranger
June 2010
PT Riau Prima Energi
USD 199 million Agency December 2010
PT Profesional Telekomunikasi Indonesia
USD 48 million Mandated Lead Arranger
August 2010
PT Matahari Department Store
USD 131 million Joint Mandated Lead Arranger
September 2010
Perbankan Korporat Corporate Banking
Aktivitas kredit sindikasi ditangani oleh unit Financial Institutions
& Syndication di Perbankan Korporat. Selain sindikasi, unit tersebut juga memberikan kontributor pendapatan fee-based di Perbankan Korporat melalui layanan remittance, structured trade, dan Delivery Network Services untuk institusi keuangan domestik, regional dan global.
Payment Bank Terbesar
CIMB Niaga melalui Settlement Bank Services di bawah Securities Services - Perbankan Korporat, merupakan salah satu bank pembayar (payment bank) yang ditunjuk oleh Kustodian Sentral Efek Indonesia (KSEI) untuk melayani penyelesaian transaksi di Bursa Efek Indonesia. Penunjukkan bank pembayar dilakukan oleh KSEI dalam kurun waktu tertentu berdasarkan kriteria bisnis, service level agreement operasional, infrastruktur sistem informasi, business continuity, track record dan faktor-faktor yang mendukung kesiapan serta kinerja bank tersebut dalam menangani penyelesaian transaksi. Di tahun 2010, CIMB Niaga menangani transaksi sejumlah 116.000 transaksi dengan nilai Rp1.901 triliun, yang merupakan 48% dari total nilai transaksi di KSEI sepanjang 2010.
CIMB Niaga telah terpilih menjadi Bank Pembayar 3 (tiga) periode berturut-turut sejak penerapan sistem scriptless pada tahun 2000, dan berperan aktif dengan menghadirkan layanan pasar modal yang komprehensif dan lengkap bagi Perusahaan Sekuritas, Bank Kustodian maupun Self Regulatory Offices (SRO).
Syndicated loan activity is managed by the Financial Institutions
& Syndication unit of Corporate Banking. In addition to syndication, the unit also provides a fee-based revenue contributor for Corporate Banking through remittances, structured trade and Delivery Network Services to domestic, regional and global financial institutions.
Largest Payment Bank
CIMB Niaga through Settlement Services of the Securities Services unit of Corporate Banking is one of payment bank appointed by the Indonesian Central Securities Depository (KSEI) for settlement of transactions in the Indonesian Stock Exchange. The appointment as a payment bank by KSEI for a certain period of time is based on business criteria, operational service level agreements, infrastructure, information systems, business continuity, track record and other factors that support the readiness and performance of the selected bank in handling the settlement of transactions. In 2010, CIMB Niaga handled 116,000 transactions with a value of Rp1,901 trillion, which represents 48% of the total transaction value in KSEI throughout 2010.
CIMB Niaga has been selected as a Payment Bank for 3 (three) consecutive periods since the implementation of the scriptless system in 2000, and has played an active role by providing comprehensive capital market services for Securities Companies, the Custodian Bank and Self Regulatory Offices (SRO).
Perusahaan Firm
2010 2009
Rank MKT
Share Rank MKT
Share
MKT Share CHG (%)
Bank Negara Indonesia (Persero) Tbk PT 1 12.8 1 17.2 (4.4)
Bank Mandiri 2 12.1 2 11.4 0.7
CIMB Niaga Tbk PT 3 6.8 10 4.6 2.2
Mitsubishi UFJ Financial 4 6.4 13 2.5 3.9
Sumitomo Mitsui Financial Group Inc 5 6.0 12 3.1 2.9
Standard Chartered PLC 6 5.9 9 4.9 1.0
HSBC Bank PLC 7 5.6 11 3.3 2.3
Bank Rakyat Indonesia PT 8 4.2 4 5.5 (1.3)
Bank Central Asia 9 3.9 7 5.1 (1.2)
Credit Suisse 10 3.7 33 0.4 3.3
TOTAL 100% 100%
Tabel Posisi Kredit Sindikasi Indonesia Indonesia Loan Syndication League Table Positioning
Selain layanan bank pembayar, Securities Services juga memberikan layanan kustodian dan wali amanat. Saat ini, jasa kustodian CIMB Niaga dikenal sebagai salah satu yang terbaik di Indonesia, dengan lebih dari 12.000 nasabah dan aset senilai sekitar Rp147 triliun.
Sinergi yang Harmonis
Aktivitas Perbankan Korporat banyak menggalang sinergi dengan unit-unit bisnis lain untuk hasil yang optimal. Sejalan dengan tema Laporan Tahunan 2010 “Sinergi yang Harmonis,”
hal tersebut tercermin terutama dalam aspek cross-selling yang dilakukan oleh Perbankan Korporat. Melalui pendekatan value chain, misalnya, Perbankan Korporat telah menghasilkan sejumlah besar referral kepada unit-unit bisnis lain di lingkungan CIMB Niaga bagi produk atau layanan yang dikelola oleh masing-masing unit bersangkutan. Perbankan Korporat juga bersinergi dengan CIMB Group terutama dalam menangani proyek-proyek besar yang komprehensif, dimana nasabah akan dibantu misalnya dengan keahlian CIMB Group di bidang advisory ataupun untuk memperoleh akses kepada pinjaman luar negeri. Sinergi dengan CIMB Group juga nampak di aspek sumber daya manusia, melalui pengiriman staf Perbankan Korporat dalam program job attachment di perusahaan- perusahaan CIMB Group di kawasan regional.
Contoh lain adalah peranan Perbankan Korporat dalam mendukung aksi korporasi berupa penerbitan obligasi subordinasi CIMB Niaga pada bulan Juli 2010. Melalui pendekatan yang sesuai kepada nasabah-nasabah korporasi yang ada, pemasaran obligasi tersebut oleh CIMB Niaga sebagai Agen Penjual berlangsung sukses, dengan pembelian oleh nasabah-nasabah Perbankan Korporat mengambil porsi terbesar dari keseluruhan jumlah penjualan.
Fokus dan Strategi 2011
Guna mendorong pertumbuhan kredit, Perbankan Korporat di tahun 2011 akan melakukan inisiatif strategis untuk mempertajam fokus pada segmen nasabahnya melalui pembentukan unit-unit spesialis industri. Masing-masing unit tersebut akan berkonsentrasi menangani sektor-sektor industri dengan potensi pertumbuhan tinggi seperti agribisnis, telekomunikasi dan pertambangan, maupun sektor-sektor dimana Perbankan Korporat saat ini telah memiliki portofolio yang besar. Pertumbuhan kredit juga akan dilakukan melalui peningkatan aktivitas sindikasi dan asset sale, termasuk dengan melakukan loan underwriting terlebih dahulu untuk mempercepat realisasi proyek. Konsep value chain akan lebih didayagunakan untuk meningkatkan penetrasi pasar secara
In addition to the payment bank services, Securities Services also provide custodian and trustee services. Currently, CIMB Niaga custodian services is known as one of the best in Indonesia, with more than 12,000 clients and assets worth approximately Rp147 trillion.
Harmonious Synergy
Corporate Banking activities garner many synergies with other business units for optimum results. In line with the 2010 Annual Report theme of “Harmonious Synergy,” these connections are well reflected in the cross-selling performed by Corporate Banking. Through the value chain approach, for example, Corporate Banking has referred a large number of clients to other business units within CIMB Niaga for products or services within that respective unit. Corporate Banking also synergizes with CIMB Group, particularly in handling large projects in a comprehensive way, for example where customers will be supported by CIMB Group’s advisory expertise or in access to off-shore loans. Synergies with CIMB Group is also visible in aspects of human resources, through the appointment of Corporate Banking staff in a long-term job attachment program within CIMB Group in the region.
Within the support role of Corporate Banking, synergy was also apparent in the corporate action taken by CIMB Niaga by issuing subordinated bonds in July 2010. Through an appropriate approach to existing corporate clients, the marketing of the bonds by CIMB Niaga as the Selling Agent achieved a great success as a large proportion of purchases were made by Corporate Banking clients.
Focus and Strategy in 2011
In order to encourage credit growth, Corporate Banking in 2011 will conduct a strategic initiative to sharpen focus on customer segments through the establishment of industry specialist units. Each unit will concentrate on dealing with industrial sectors with a high growth potential such as agribusiness, telecommunications and mining, as well as sectors where Corporate Banking currently has a large portfolio. Credit growth will also be accessed through increased syndication and asset sale activities, including prior loan underwriting to accelerate project realization. The value chain concept will be employed to improve overall market penetration, and to encourage more cross-selling activities to other segments. Fee-based revenue growth will be driven by increasing trade finance Perbankan Korporat
Corporate Banking