Performance assessment in the board and the board 492 Policy on board diversity. Policy for disclosure of information regarding share ownership for members of the board of directors and the board of directors.
SUSTAINABILITY
CIMB Niaga strengthens the digital capabilities through
CIMB Niaga
Through oCTo friends, members get various interesting promo updates in the
Cash fLow sTaTeMeNTs
It includes candidates for board members who will be effective after obtaining OJK approval and/or meeting the requirements set forth in OJK approval. Due to the restructuring of micro business, the definition of "segment" has changed since 2018.
INITIaL PUBLIC offeRING
STOCK PRICE MOVEMENTS
CoRPoRaTe aCTIoN
MaTuRED aND SETTLED BONDS IN 2020-2021
COMPaNy RaTINg
INTeRNaTIoNaL awaRds
ReGIoNaL awaRds
NaTIoNaL awaRds
Indonesia Millennial Women Brand Choice Awards 2021 - Best Millennial Women Brand Choice 2021 with an excellent reputation for products and services.
CeRTIfICaTIoNs
23 JaNUaRY, 27 feBRUaRY, 1 aNd 30 aPRIL, 5 JUNe, 9 JULY, 6 aNd
Kejar Mimpi Keluarga Ruang Tamu
Kejar Mimpi online festival
JaNUaRY – deCeMBeR
CIMB Niaga financial education Program
29-31 JULY 2021 daN 15-17 oCToBeR 2021
16 feBRUaRY
Cx star award
26-27 feBRUaRY
Berani Bisnis festival
26 MaRCh
MaRCh, aPRIL, MaY,
6 aPRIL, 15 JULY, 29 sePTeMBeR
9 aPRIL
2021 annual General Meeting of shareholders (GMs)
23 aPRIL, 6 MaY, 4 JUNe, 2 sePTeMBeR
Podcast seru BMC with BMC
25 aUGUsT
Launching of CIMB Preferred sharia
3 sePTeMBeR
National Customer day
6 sePTeMBeR - 3 oCToBeR
CIMB Niaga virtual sports Race
TaNTaNGaN66
6 – 10 deCeMBeR
9 deCeMBeR
17 deCeMBeR
2021 extraordinary General Meeting of shareholders (GMs)
Truly Smart, Everything Is Done Seamlessly #Beneran
Report
Management
Nevertheless, the global economy continued to recover amid the looming threat of a new virus variant (omicron) and the Fed's recent plan to shorten the monetary policy cycle, leading to increased uncertainty. The global vaccination program and economic policy support became the main drivers of this recovery phase.
However, we kept reminding the Governing Council to remain cautious, stay focused and uphold the principle of prudence to achieve the bank's growth targets. We believe that the policies and strategies formulated by the Governing Council will help the Bank take advantage of the momentum of economic recovery to improve its sustainable performance.
Digitization is an integral part of the bank's 5-pillar strategy together with the other four pillars. We believe that the board has done very well in developing digital banking investments as the bank's strategic initiative.
The Board of Commissioners plays a key role in managing the Whistleblowing System, including ensuring that any reports received are followed up properly. COMPLETION OF COMMITTEES IN ALL COMMISSIONERS IN KOSOVO OF COMMISSIONERS.
ChaNGes To The CoMPosITIoN of The MeMBers of The Board of
Glenn Muhammad surya Yusuf
Jeffrey Kairupan *
Vera handajani
- Playing to our strengths
- Expanding the CASA Franchise
- Discipline in Cost Management
- Preservation of Capital and Balanced Risk Culture In 2021, CIMB Niaga recorded a Capital Adequacy
- Leverage Information Technology
CIMB Niaga continued to implement its 5-Pillar Strategy as the foundation of the Bank's medium and long-term strategic thrusts, accompanied by an analysis of various challenges and opportunities throughout the fiscal year. In addition to implementing its 5 Pillar Strategy, CIMB Niaga also synergizes with CIMB Group's strategic direction through the Forward23+ programme, digital transformation and continuous innovation of the Bank's digital services.
PeRfoRmance achievementS in 2021
The success in achieving the set targets was the result of the bank's continuous discipline in operating cost management and a significant increase in revenue (NII and NOII) from last year. CIMB Niaga was also able to deliver above target for the bank's return on assets (RoA), return on equity (Roe) and capital adequacy ratio (CAR).
This performance was supported by higher operating income and cost control, which ensured that we were able to maintain a double-digit RoE of 10.73%. The decline in various performance indicators was due to the uncertainties in the business climate brought about by the CoVID-19 pandemic, especially in the area of loan distribution.
Key activitieS and tyPeS of PRoductS and SeRviceS offeRed
The banking industry will continue to experience loose liquidity as the Government's accommodative monetary policy and its synergy with the country's central bank will support the national economic recovery. Financial systems will remain resilient as the banking intermediation function gradually improves over the next few years.
IMPorTaNT fUTUre deVeloPMeNTs
CIMB Niaga's HR strategy and development is entirely focused on business orientation to achieve the bank's corporate goals. CIMB Niaga achieved a score of 2 (two) with the predicate "Good" in the self-assessment conducted every semester.
In 2021, CIMB Niaga earned the Golden Star Trophy in the Top GRC (Governance, Risk and Compliance) Awards 2021 for successfully maintaining the Top GRC #5 Stars award for 3 consecutive years. The Bank won the award in the 12th IICD Corporate Governance Award 2021 with an assessment based on the ASEAN CG Scorecard (ACGS).
ChaNGes To The CoMPosITIoN of The Board of dIreCTors
John simon
Pandji P. djajanegara
BIsMIlaahIrrahMaaNIrrahIM
The board's statement of responsibility for the 2021 annual report from PT Bank CIMB Niaga Tbk. The board's statement of responsibility for the 2021 annual report of PT Bank CIMB Niaga Tbk.
Chase Your Dreams For A Better Indonesia
Profile
Company
GENERAL COMPANY INFORMATION
CIMB NIAGA AT A GLANCE
BRIEF HISTORY
This merger is a monumental step in the Southeast Asian banking sector and gave CIMB Niaga the advantage of being connected to the ASEAN regional network through the CIMB Group. CIMB Niaga also offers commercial and Shariah products and services through the CIMB Niaga Shariah Business Unit.
NAME CHANGE INFORMATION
MEMBERSHIP IN ASOCIATION
MILESTONES
ORGANIZATION STRUCTURE
CORPORATE IDENTITY (LOGO)
CORE
VALUES
Customer Obsessed
High Performance
Integrity
Diversity and Inclusion
Agility
Behaviors
Go the extra-mile to delight customers
Respect each other, engage
Recognise each other’s efforts and always back
CORPORATE CULTURE
CORPORATE VISION, MISSION, CULTURE AND CORE vALUES
VISIOn
MISSIOn
REvIEW vISION AND MISSION
BUSINESS ACTIVITIES PURSUANT TO ARTICLES OF ASSOCIATION
MAIN BUSINESS ACTIVITIES
BUSINESS ACTIVITIES
SUPPLEMENTARY BUSINESS ACTIVITIES
BUSINESS ACTIVITIES CONDUCTED IN 2021
INdIVIdUAL LoANS
BUSINESS, TREASURY, ANd CoRPoRATE BANkING
CIMB NIAGA PRODUCTS AND SERVICES
SAVINGS PRodUCTS
ELECTRoNIC ACCESS FACILITIES
CIMB NIAGA SYARIAh
BUSINESS NETWORK AND OPERATING AREAS
TOTAL
Office Network
CAShdIGITAL
LoUNGE 356
CRM CdM/MdM
BOARD OF
COMMISSIONERS’ PROFILES
Didi Syafruddin Yahya
President Commissioner
Education and training in 2021 is presented separately in the Education and/or Training of the Supervisory Board section of this annual report. Education and training in 2020 is presented separately in the Education and/or Training of the Supervisory Board chapter of this annual report.
Jeffrey kairupan
Chairman of the Assistance Team for the Minister of Finance for the restructuring of the financial sector in the Ministry of Finance in the Republic of Indonesia. Guest lecturer at the Faculty of Economics at various universities at home and abroad.
Sri Widowati
Dato’ Abdul Rahman Ahmad
Has no connection with fellow members of the Board of Commissioners and members of the Board of Directors, but she is affiliated with the Ultimate and Controlling Shareholders. Education and training in 2021 is presented separately in the Education and/or Training of the Board section of this Annual Report.
Vera
Head of Operational Risk for Greater China and Markets Asia Pacific at Royal Bank of Scotland, Hong Kong. Appointed as Commissioner of CIMB Niaga based on the decision of the BNP 17 December 2021 and effective from the closing of the BAV.
Handajani
Master of Business Administration Kellogg-Hong Kong University Science and Technology, Hong Kong/USA (2013). Head of Financial Institution Lending in South Asia at ABN AMRO Bank/The Royal Bank of Scotland, Hong Kong.
PROFIL DIREkSI
Lani
Darmawan
President Director
Lee kai kwong
John Simon
Pandji P
Djajanegara
Fransiska Oei
Tjioe Mei Tjuen
Rusly Johannes
Joni Raini
Henky Sulistyo
SHARIA SUPERVISORY BOARD’S PROFILES
Chairman
Last appointment as a member of the Bank's Sharia Supervisory Board was based on the AGM decision 15 April 2019. Last appointment as a member of the Bank's Sharia Supervisory Board was based on the AGM decision on 15 April 2019.
Dr. Yulizar
Education and training in 2021 is presented separately in the Education and/or Training section of the Sharia Supervisory Board in this annual report. Sharia expert for the capital market (ASPM), which was appointed on the basis of the decree of the Board of Commissioners of the OJK no.
INFORMATION ON THE CHANGES OF MANAGEMENT MEMBERS AFTER THE FINANCIAL YEAR 2021
Member of MUI DSN in the Capital Market Sector (2010-present) Legal Basis of Appointment. There is no relationship with other members of the Sharia Supervisory Board, members of the Board of Directors, members of the Board of Commissioners or Ultimate and Controlling Shareholders.
SENIOR EXECUTIVES’
PROFILES
Agus Setiono
Ahmad Nasihi Ulil Amri
Affianti Suwita
Albert Agustius
Antonius Pramana Gunadi
Megawati Sutanto
Previously, he worked at Citibank for 6 years, Bank Barclays Indonesia for 2 years, Commonwealth Bank for 2.5 years, ICBC for 2.5 years, and Bank Ganesha as Director of IT and Operations for 1.5 years.
Albert Suhandinata
Amir Mirza
Andi Irawan Dalimunthe
Angelica Permatasari
Antonius Sukriswanto
Aris Susanta
Aurelia Mulyono
Aulia Mochtar
Has been Head of Digital Banking, Branchless & Partnership CIMB Niaga since October 2015. Prior to that, he was Head of Cards & Merchant Business at CIMB Niaga from September 2012.
Bambang karsono Adi
He served as a specialist in credit card business and joined several banks such as LippoBank, Bank Bukopin and Visa International.
Banyon Anantoseno
Banar Yuniarta
Budiman Tanjung
Bung Aldilla
Artyanto Soetojo
Joined CIMB Niaga in December 2017 and has served as Head of Structured, Acquisition and Syndicated Finance and as Head of Business Development since April 2018. Joined CIMB Niaga since April 2012 and holds her current position as Head of Corporate Banking Business Credit since March 2021.
Daniel Edison Hutapea
Started his banking career as a Management Associate at Citigroup Indonesia in 1996 and achieved several key positions as Senior Remedial Officer in the Institutional Remedial Management division and as Head of the Local Corporate Unit in the Corporate and Investment Banking division as well as Senior Banker in the Global Corporate and Investment Banking division of Citigroup Switzerland. In 2006 he joined Samba Financial Group in London, UK with his last position as Co-Head of the Corporate and Private Banking Group.
Daniel Hindarto Suliman
He has a career spanning over 25 years in global corporate and investment banking in Asia, the UK, Europe and the Middle East. In 2010, he joined Qatar National Bank head office in Doha, Qatar as Director of Global Relations in the Global Corporate and Investment Banking division with sector specialization including Large Corporates, Oil & Gas, Telecommunications, Contracting and Wealth Real Estate.
Diva Mahdi
She started her career as an auditor at Deloitte in 1999 and also had a career at Panin Bank, 10 years at MEDCO Energi Internasional, which operates in the oil and gas sector, and Mandiri Bank. He started his banking career as an Accounts Clerk at Bank Niaga in 1997 and most recently as Head of Financial Institution Relations from 2000 to 2008.
Djojo Boentoro
He holds a Bachelor of Science in Professional Accounting (Honours) from the University of Texas at Austin and a Bachelor of Science in Accounting and Finance (Honours) from Oklahoma State University.
Elisa Gunawan
Elisa Ratnawardani
Has been Head of Transformation since 2020 and Head of Customer Journey CIMB Niaga since 2019. Before that, he started his career at Astra Credit Companies and held various senior positions in the Credit Risk sector for 10 years.
Eric Augie Saputra
Before that, he gained a total of 8 years of experience in Malaysia as Director, Retail Risk Analytic Head & Regional Risk Head for Auto & Personal Loan Products at CIMB Group, and at Standard Chartered Malaysia Bank Berhad as Senior Manager, Risk Analysis for Consumer Banking.
Ferdinand Renaldi Wawolumaya
Hadi Soedarso
Hartono Agus
Heintje Mogi
Hernaman Tandianto
Hotamawaty
Entin Rostini
He joined CIMB Niaga in October 2018 and prior to serving as Head of Non-Retail Credit Administration at CIMB Niaga, he had 20 years of experience in banking, starting as Head of CRU at Standard Chartered Bank and then as Head of Credit Control Unit at PT Bank DBS Indonesia Head Credit Control Unit at PT Bank Danamon Indonesia Tbk and Head of Credit Risk Control at Standard Chartered Bank.
I Gusti Ngurah Dwi Sapta
Iwan Pujiharto
I Wayan Ariesta Winarsa
Jeffrey Bob Karman
Jeffry Kusnadi
Joni Hermanto
Juliana
Julius Wiantara Tjhioe
Since September 2020, he has been serving as Head of Legal for Business Advisory, after previously serving as Head of the Corporate Banking Legal Group. Joined CIMB Niaga in September 2015 with previous experience as Senior Legal Counsel at Standard Chartered Bank Indonesia, Head of Corporate Banking Legal at PT Bank OCBC NISP and many other experiences at Citibank, NA Jakarta, PT Bank OCBC Indonesia, PT Bank Bali Tbk ( now PT Bank Permata Tbk) and PT Permodalan Nasional Madani (Persero) He graduated in Law and Master in Business Law from Gajah Mada University in Yogyakarta.
Lena
Lina
Linda Marshelia
Liston Siahaan
Livia Sutanto
Lydiya Widjaja
Martum Marojahan Sitorus
Magdalena
Mika Martumpal
Miranty Supardi
Muhammad Shodiq
Nora Joice kimbal
Nicko Viranicko
He is responsible for all consumer products (deposits, wealth, insurance, mortgage, indirect auto, credit cards and personal loans). In addition, he is also in charge of preferred banking, workplace banking and personalization.
Noviady Wahyudi
He graduated from the University of Indonesia, obtained an MBA from the National University of Singapore and attended the Executive Leadership Program at the INSEAD business school.
Nugroho Adhi Wibowo
Paskalina Purwa Ndadari Singara
Patricia Hendrawirawan
Pribadi Wijayanti kusumodewi
Ratri Setyorini
Riboet Budiono
Ria Yohanita
He also served as Corporate Secretary of CIMB Niaga and concurrently as Head of Corporate and Legal Affairs CIMB Niaga since 1 October 2013 and Head of Legal and Litigation Affairs CIMB Niaga (2012). He earned his PhD in Law (M&A) from American University, London, UK in 2009, Masters in Business Law from University of Minnesota, School of Law, USA in 1999 and a Bachelor of Laws from Gadjah Mada University, Yogyakarta in 1990.
Rudy Hutagalung
Roy Bahren Siregar
Sjarif Hartady Gunawan
Sandi Maruto
Santori Malinton
Saut Parulian Saragih
Solihin Hakiekie
Stella Fiona
He received his Master of Management from National University of Malaysia and Bachelor of Sharia Law from Al Azhar University, Cairo.
Syamsul Aidi Bachtiar
Suherman Onihana
Surya kirana Sulistiyo
Sudono Salim
Tjahjadi Yapeter
Tajindra Pal Singh
Toni Darusman
Tony Tardjo
Since October 2018, he has been working as the Head of Strategic Procurement and Real Estate Trust Management of CIMB Niaga. He was previously at CIMB Niaga as head of the project development and integration management group, at Bank Permata as head of the data quality and strategic information management group at CIMB Niaga as head of the information management department, at Panin Bank as head of IT security and core banking implementation , in Bank Bali as IT development.
Waskin
He graduated in Information Management from the Faculty of Computer Science, Gunadarma University, Depok, West Java, Indonesia, and obtained his postgraduate studies in Sharia Business Management from the Faculty of Economics, Tazkia Institute, Sentul Bogor, West Java, Indonesia.
Widodo Suryadi
Yenny Siswanto
Wahdinie Musmar
Yulius Setiawan
EMPLOYEES AND COMPETENCY DEVELOPMENT STATISTICS
NUMBER oF EMPLoYEES BY dIRECToRATE ANd SUB dIRECToRATE *
NUMBER oF EMPLoYEES BY oRGANIzATIoN LEVEL*
NUMBER oF EMPLoYEES BY EdUCATIoN LEVEL*
NUMBER oF EMPLoYEES BY EMPLoYMENT STATUS *
NUMBER oF EMPLoYEES BY LENGTh oF SERVICE *
NUMBER oF EMPLoYEES BY AGE*
NUMBER oF EMPLoYEES BY GENdER*
CoMPETENCY dEVELoPMENT PRoGRAMS BASEd oN TYPE oF TRAINING
TYPE, oBJECTIVE, ANd PARTICIPANTS/JoB PoSITIoN LEVELS
EMPLoYEE CoMPETENCY dEVELoPMENT dATA
CoMPETENCY dEVELoPMENT CoSTS
PoLICY oN oCCUPATIoNAL hEALTh ANd SAFETY
SHAREHOLDER COMPOSITION
LARGEST SHAREHOLDERS AS OF 1 JANUARY 2021
LARGEST SHAREHOLDERS AS OF 31 DECEMBER 2021
As at 31 December 2021, there was no institutional shareholder with more than 5% of CIMB Niaga's shares other than CIMB Group Sdn. The group of shareholders of the bank with a share of less than 5% in 2021 consists of 24,968 (twenty-four thousand nine hundred and sixty-eight) shareholders, consisting of institutions and individuals.
PURCHASE/SALE TRANSACTIONS OF THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS
Resigned as a director with effect from 1 August 2021 and appointed as a supervisory director with effect from the close of the EGM on 17 December 2021. Resigned as a director with effect from 1 August 2021 and appointed as a supervisory director with effect from the close of the EGM on December 17, 2021.
CIMB NIAGA SHARE OWNERSHIP BY SENIOR ExECUTIVES
He is appointed director at the EGM on December 17, 2021 and enters into force after receiving the approval of the ZJK and/or meeting the requirements defined in the approval of the OJK. The number of shares including 1 MESOP share and the purchase transaction of 20,000 shares is exercised before the appointment as Director is effectively approved by ZJK.
DEVELOPMENT OF CAPITAL STRUCTURE AND NUMBER OF OUTSTANDING SHARES IN THE LAST 5 (FIVE) YEARS
CHRONOLOGY OF SHARED ISSUED AND LISTING
CHRONOLOGY OF OTHER SECURITY LISTING
OUTSTANDING BONDS AND SUkUk
MATURED AND SETTLED BONDS IN THE LAST 2 (TWO) YEARS
NEGOTIABLE CERTIFICATES OF DEPOSIT (NCD) ISSUANCES
CORPORATE GROUP STRUCTURE
ULTIMATE SHAREHOLDERS AND CONTROLLING SHAREHOLDERS
CIMB GRoUP PRoFILE
VISIoN
PURPoSE
MANAGEMENT
CIMB GRoUP hoLdINGS BERhAd
SUBSIDIARIES,ASSOCIATIONS, AND INVESTEE COMPANIES
SUBSIDIARIES
INVESTEE COMPANIES
ASSOCIATED ENTITIES, JOINT VENTURES AND SPECIAL PURPOSE VEHICLE (SPV)
SUBSIdIARY PRoFILE
Based on the agreement, the business unit in the form of Investment Banking at CIMBGH is regionally separated from the scope of strategic partnerships. As a business unit overseeing investment banking activities, PT CIMB Niaga Sekuritas focuses on providing securities underwriting services with a business license issued by the Financial Services Authority (OJK) No.
LIST OF BUSINESS PARTNERSHIPS
CAPITAL MARKET SUPPORTING
INSTITUTIONS AND PROFESSIONALS
PUBLIC ACCOUNTANT AND PUBLIC ACCOUNTING FIRM
PUBLIC ACCoUNTANT FIRM
ACCESS TO BANk DATA AND INFORMATION
INFORMATION ON COMPANY WEBSITE
- Home
- About Us
- Investor Relations
- Good Corporate Governance
- CIMB Niaga Care (CSR)
- Sustainability
This menu bar contains a selection of general information about Investor Relations, Corporate Governance and CIMB Niaga Cares, which can be accessed directly via the microsite integration investor.cimbniaga.co.id. This GCG home page contains complete information on CIMB Niaga's Corporate Governance with menu bar options About Us, Management, GMS, GCG Structure, GCG Report, ASEAN Corporate Governance Scorecard, Disclosure and Other Information accessible on the microsite integration investor.
EDUCATION AND/OR TRAINING OF
THE BOARD OF COMMISSIONERS, BOARD OF DIRECTORS, COMMITTEES, CORPORATE
EDUCATION AND/OR TRAINING OF THE BOARD OF COMMISSIONERS
4th Regional Director's Sharing Session CIMB Group 07 May 2021 Online Sustainability Training for Leaders CIMB Niaga 24 June 2021. Webinar Series Indonesia Rise Forum CIMB NIAGA 6 April 2021 Online Deloitte Global Boardroom Program Asia Pacific.
BOARD OF DIRECTORS EDUCATION AND/OR TRAINING
Program - Annual Training Program APU-PPT CIMB Niaga August 31, 2021 Online CHRO Masterclass with Dave Ulrich - Architecting. Indonesia GRP (Global Reward Professional) - GR3 (Job .. Analysis, Documentation and Evaluation) World Job December 8, 2021 - Online Risk Management Henky Sulistyo*.
COMMITTEES EDUCATION AND/OR TRAINING
Annual APU- PPT Training Program” CIMB Niaga 31 Agustus 2021 Online Webinar Series Forum Indonesia Rise CIMB Niaga 29 September 2021. Webinar Series Forum Indonesia Rise CIMB Niaga 6 April 2021 Online Webinar Forum Indonesia Rise Vol 2 CIMB Niaga 15 Juli 202.
CORPORATE SECRETARY EDUCATION AND/OR TRAINING
INTERNAL AUDIT WORk UNIT (IA) EDUCATION AND/OR TRAINING
Face The Challenge And Achieve The Victory
Discussion and Analysis
Analysis of the ability to pay debts and receivables 236 Significant agreements 241 Capital structure of the Bank 241. Prohibition, restriction and significant restriction on making transfers of funds between the Bank and other entities in the Business Group.
REVIEW OF 2021 MACRO ECONOMY
In the midst of ongoing COVID-19 pandemic, CIMB Niaga continues to record positive financial
GLOBAL AND NATIONAL MACRO ECONOMY
THE BANKING INDUSTRY
Interest rate (BI7DRR) of 3.50%, deposit facility rate of 2.75% and lending facility rate of 4.25%, and extension of liquidity policy pushing Liquid Instruments to Third Party Fund (LI/TPF) ratio to 35.12 %. The banking industry also started showing improvement in 2021, whereas loans grew in several areas such as working capital loans, investment loans as well as consumer loans covering all economic sectors including MSME.
THE POSITION OF THE INDONESIAN BANKING SECTOR
Amid the continuation of the rapid development of the digital age, followed by the growth of public acceptance and preference in online shopping, the expansion and ease of digital payment systems, as well as the acceleration of digital banking, Indonesia's digital banking transactions also showed an increase, reflected by the value of electronic money transactions which grew by 49.06% (y/y) to Rp 305.4 trillion and the value of digital banking transactions which grew by 45.64% (y/y) to Rp 39,841.4 trillion . Facing the economic challenges ahead requires policies that can anticipate the potential setbacks caused by the pandemic.
OPERATIONAL REVIEW PER BUSINESS SEGMENT
OPERATING SEGMENTS
GEOGRAPHICAL SEGMENTS
BUSINESS SEGMENTS OF CIMB NIAGA
CIMB Niaga has 7 (seven) business segments including corporate, business, retail, treasury, Shariah and subsidiaries. Information regarding the operating segments of CIMB Niaga and its subsidiaries can be found in Note 51 to the Consolidated Financial Statements.
PROFITABILITY OF EACH BUSINESS SEGMENT
The bank's business segment, excluding subsidiaries, is divided into 6 (six) main geographical areas, namely Jakarta, West Java, Central Java, East Java, East Indonesia and Sumatra.
BUSINESS SEGMENT REVIEW
STRATEGIES AND POLICIES
CORPORATE BANKING
Corporate Banking is also striving to improve its internal processes such as customer service and operational changes aimed at providing better services to corporate customers. In terms of customer deposits, Corporate Banking has implemented strategies to improve CASA including promotional programs, increased use of BizChannel@.
FINANCIAL INSTITUTIONS
Internally, the Corporate Banking segment continues to prioritize stricter monitoring measures, particularly for customer sectors affected by COVID-19, as well as an increased focus on customer contact and early warnings to protect credit quality. current portfolios. Customers in the Corporate Banking segment are expected to have greater commitment to the bank as a result of this program due to the ease of performing banking operations.
PERFORMANCE IN 2021
LOAN QUALITY
CUSTOMER DEPOSITS
LOAN DISBURSEMENTS
CORPORATE BANKING HR
ACCOLADES
PLANS, STRATEGIES AND POLICIES FOR 2022
CIMB Niaga Treasury and Capital Markets continued to monitor and assess the impact of the post-COVID-19 recovery on inflation and interest rates.
STRATEGY AND POLICY
TREASURY AND CAPITAL MARKETS
Despite the ongoing COVID-19 pandemic, Bank Indonesia continued to adopt policies to lower interest rates and stimulate the economy, resulting in sufficient liquidity. CIMB Niaga Treasury and Capital Markets continued to grow, particularly in the area of investment products, and continued to facilitate customer transactions through automation and continued growth of electronic channels.
2021 PERFORMANCE
Amidst a number of challenges in 2021, CIMB Niaga Treasury and Capital Markets placed greater emphasis on its trading and investment product areas.
TREASURY BANKING AND LIQUIDITY MANAGEMENT
TREASURY BANKING PRODUCTS AND SERVICES
HEDGING PRoDuCTs
NEw PRoDuCTs IN 2021
SUPPORT FOR GOVERNMENT PROGRAMS
NETWORKS AND SERVICES
OPTIMIZATION OF INFORMATION TECHNOLOGY
Despite the unfavorable economic conditions, the Treasury and CIMB Niaga Treasury and Capital Markets achieved positive results. CIMB Niaga's Treasury and Capital Markets segment will pursue a strategy that focuses on selling investment products to the retail and institutional segments in the future.
TRANSACTION BANKING
In these circumstances, the banking sector has taken measures to adapt to the accelerated digitization of banking services and to support the "new normal" of customers. Main Operating Current Account (MOCA) - the higher the frequency of clients' operating transactions, the greater the low-cost funds and fee-based income for clients.
CasH MaNaGEMENT
TRaDE FINaNCE aND vaLuE CHaIN
STRATEGIC COOPERATION
We are very satisfied with the assistance and cooperation provided by the CIMB Niaga management and team. We hope that CIMB Niaga will continue to innovate and progress to provide better service to all customers.
PLAN, STRATEGY AND POLICY FOR 2022
All of CIMB Niaga's services, including credit facilities, financing and M-banking operational services, have proven extremely helpful in supporting our business operations. We must expect the market and business conditions, which are full of challenges in the future, to maintain the sustainability of the company.
COMMERCIAL BANKING
In 2021, Commercial Banking continued to respond to the COVID-19 outbreak by focusing on maintaining credit quality by increasing customer deposits to support liquidity. Collaborating with Transaction Banking and Treasury to develop products that fit the profile of commercial customers and increase value chain penetration; and.
LOAN DISBURSEMENT
We are really pleased to have CIMB Niaga as our creditor in building our businesses. We look forward to many more opportunities to work together with CIMB Niaga in the future.
MICRO LINKAGE
We use CIMB Niaga for all our transaction needs including export/trade finance and FX operations. We hope that CIMB Niaga will continue to grow and provide the best services and facilities to its customers.
TARGETS, STRATEGY, AND POLICY IN 2022
Hopefully CIMB Niaga will open a number of sub-branches, making it easier for my stores to make deposits and add additional CDM machines. Before that, CIMB Niaga continued to make efforts to provide support to the SME sector, through credit restructuring for debtors affected by the COVID-19 pandemic by continuing to refer to the bank's internal risk management, especially in relation to to prudential approach.
EMERGING BUSINESS BANKING (EBB)
In 2021, EBB implemented a strategy and policy of prudence in the disbursement of its loans and undertook an effective restructuring of the debt affected by COVID-19. These strategic steps have been taken to grow the business while continuing to effectively support SME clients in dealing with the impact of the COVID-19 pandemic while respecting the prudential principle.
PLANS, STRATEGIES, AND POLICIES IN 2022
We still choose to be a customer of CIMB Niaga because we have experienced various benefits and goodness of CIMB Niaga's best banking products and services. In addition, we are proud to have joined CIMB Niaga in various creative events, such as INDONESIA BANGKIT - Berani Bisnis Fest.
CONSUMER BANKING
Consumer banking continues to develop digital banking services to compete with fintech companies. In 2021, CIMB Niaga Consumer Banking continued to enhance digital banking services with OCTO Mobile and OCTO Clicks, further differentiating CIMB Niaga from other banks.
PRIVATE BANKING
CIMB Niaga also implemented other strategies and policies to meet the challenges of 2021. CIMB Niaga Private Banking implemented various portfolio allocation strategies and maintained good relationships with clients to improve the bank's performance and excellence.
PRIvaTE BaNKING sTRaTEGY aND PoLICY IN 2022
OPERATIONAL PERFORMANCE OF THE CONSUMER BANKING SEGMENTS
CREDIT CaRDs aND DEBIT CaRDs
CIMB Niaga also developed Bancassurance product marketing as a strategy to diversify its revenue streams from service fees. In addition, income from other investment products such as market-linked deposits and bonds has also increased by 27.75% from 2020.
PERsoNaL LoaN
CIMB Niaga has also focused on the user experience by providing banking and online services such as the ease of opening a savings account through OCTO Mobile or OCTO Clicks. CIMB Niaga has also provided various promotional programs with product features tailored to customer needs to increase customer transactions and account balances.
LoaN QuaLITY
Throughout 2021, Consumer Banking, as a liquidity provider for CIMB Niaga, continued to push for more low-cost funds through savings accounts. Cross-selling remains one of the main methods used by the bank to increase the distribution of savings products among customers.
DIGITaL BaNKING sERvICEs
It also focused on promoting digital banking services where customers can open savings accounts and complete transactions without visiting a branch.
Throughout 2021, consumer banking recorded a total of 51.4 million transactions on the "API Banking" platform, up from 20 million transactions in 2020. Going forward, CIMB Niaga will continue to develop reliable digital banking services as a means of recruiting new customers, as well provide various services by offering a variety of digital banking products in Indonesia.
BRaNCH oFFICE NETwoRK aND
The bank provides its customers with information, starting with the most important transaction functions such as transfers, eWallet top-ups and bill payments.
DEvELoPMENT oF BRaNCHLEss BaNKING
To improve service quality, CIMB Niaga promotes a customer-centric culture that puts the customer first in all the bank's activities. Going forward, CIMB Niaga will continue to strengthen the bank's corporate culture to ensure that every employee has a customer obsession mindset when serving customers.
CusToMER DEPosITs
CoNsuMER BaNKING REvENuE
PLAN, STRATEGY, AND FOCUS IN 2022
In the Sharia banking industry, CIMB Niaga UUS has the highest Maximum Funds Disbursement Limit (BMPD), so it can serve high volume financing needs. CIMB Niaga UUS has a product portfolio that covers almost all the equivalents of conventional bank products.
SHARIA BANKING
In terms of financing, CIMB Niaga UUS focuses on increasing the share of cheap funds, as well as the efficiency of the funds used and the efficiency of business operations. In the current digitization era, CIMB Niaga UUS also continues to develop on-side digital banking to provide customers with exciting ease and experience in accessing Sharia banking products from both funding and financing sides.
Furthermore, CIMB Niaga UUS continues to seek and see opportunities from those business sectors that are not affected by COVID-19 or have the potential to develop under the current macroeconomic conditions such as health, food, telecommunication sectors, etc., so that credit quality remains under good control . Apart from that, CIMB Niaga UUS also remained selective in helping the pandemic-affected with good will to pay debtors in installments through various restructuring and relief programs to ease the burdens of debtors.
FINANCING
NON PerFOrMING FINANCING
One of the improvements was the introduction of Shariah Acceptance Criteria (SAC) to speed up the process of verifying business compliance with Shariah principles. The use of SAC has simplified the product sales process and enabled related units to review the suitability of Shariah products offered to customers.
REALIZATION AND PROFIT-SHARING CALCULATION METHOD
COLLECTION AND DISBURSEMENT OF ZAKAT, INFAQ, AND SEDEKAH (ZIS)
SOURCES AND UTILIZATION OF THE BENEVOLENCE FUND
COMPLIANCE AND IMPLEMENTATION OF THE SHARIA GOVERNANCE FRAMEWORK
OFFICE NETWORK AND DISTRIBUTION
PLAN, STRATEGY AND POLICY IN 2022
CIMB Niaga Syariah is very open to input from its customers and always makes improvements to meet customer needs. We express our appreciation for the relationship and trust that has been built with CIMB Niaga Syariah over the years.
FINANCIAL REVIEW
OVERVIEW OF FINANCIAL PERFORMANCE
STRATEGY IN 2021
ELECTRONIC NETWORK COVERAGE EXPANSION
ATM AND MFD
CDM AND CRM
OCTO CLICKS
