Board and Board Performance Evaluation 494 Board Diversity Policy. Policy for disclosing information about the ownership of shares of the members of the board of directors and the board of commissioners.
KEY HIGHLIGHTS 2021
FINANCIAL PERFORMANCE
SUSTAINABILITY
PERFORMANCE HIGHLIGHTS 2021
SUSTAINABLE ACTION
SUSTAINABLE BUSINESS
GOVERNANCE AND RISK STAKEHOLDER ENGAGEMENT AND ADVOCACYCORPORATE SOCIAL RESPONSIBILITY
CIMB Niaga strengthens the digital capabilities through
OCTO Mobile and OCTO Clicks
DIGITAL PLATFORM INITIATIVES 2021
OCTO Friends allows its members to get
CIMB Niaga
OCTO Friends
Through OCTO Friends, members get various interesting promo updates in the
OCTO Friends is connected to an online form so that referred friends
With OCTO Friends, friends become income
Financial
FINANCIAL HIGHLIGHTS
FINANCIAL POSITIONS
INCOME AND OTHER COMPREHENSIVE INCOME
FINANCIAL RATIOS
CASH FLOW STATEMENTS
It includes candidates for members of the board of directors, who will be valid after obtaining the approval of the OJK and/or fulfilling the requirements specified in the approval of the OJK.
BUSINESS OPERATIONAL HIGHLIGHTS
SHARE HIGHLIGHTS
INITIAL PUBLIC OFFERING
STOCK TRADING PERFORMANCE
STOCK PRICE MOVEMENTS
CORPORATE ACTION
SUSPENSION OF STOCKS TRADING AND/OR DELISTING
BONDS, SUKUK AND CONVERTIBLE BONDS HIGHLIGHTS OUTSTANDING BONDS AND SUKUK
MATURED AND SETTLED BONDS IN 2020-2021
COMPANY RATING
AWARDS AND CERTIFICATIONS
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
EVENT HIGHLIGHTS
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
OPeRA 2020
MARCH, APRIL, MAY,
Haya Online Festival
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
Vaccination Program 2021
APRIL, JULY, AUGUST, SEPTEMBER
25 AUGUST
Launching of CIMB Preferred Sharia
3 SEPTEMBER
National Customer Day
6 SEPTEMBER - 3 OCTOBER
CIMB Niaga Virtual Sports Race
TANTANGAN66
Anti-Bribery and Corruption Week
6 – 10 DECEMBER
9 DECEMBER
Special Year-End Thanksgiving 2021
17 DECEMBER
2021 Extraordinary General Meeting of Shareholders (GMS)
Truly Smart, Everything Is Done Seamlessly #Beneran
Report
Management
REPORT OF THE BOARD OF COMMISSIONERS
Didi Syafruddin Yahya
DEAR SHAREHOLDERS AND STAKEHOLDERS,
MACRO ECONOMY IN 2021
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 resulting in greater uncertainty. The global vaccination program and the economic policy support became the key drivers of this recovery phase.
ASSESSMENT OF THE PERFORMANCE OF THE BOARD OF DIRECTORS
The rupiah exchange rate was stable, supported by the resilience of Indonesia's external sector and the stabilization measures taken by Bank Indonesia. Overall, the Board of Commissioners believes that the Board of Directors performed its duties and responsibilities well throughout 2021.
OVERSIGHT OF THE FORMULATION AND IMPLEMENTATION OF THE BANK’S
The Bank also managed to keep its funding position at an adequate level, as evidenced by the increase in the CASA ratio to 61.34%. The Supervisory Board believes that the Executive Board has succeeded in executing the bank's business growth strategies in five key business segments, namely Corporate Banking, EBB, Commercial Banking, Consumer Banking and Sharia Banking.
BUSINESS PROSPECTS PREPARED BY THE BOARD OF DIRECTORS
Based on this, the Supervisory Board has carefully analyzed the business outlook prepared by the Executive Board, as stated in the RBB 2022, which aims to further develop the bank's business during the pandemic. 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.
SUSTAINABLE FINANCE
In addition to the external conditions, the bank's business prospects are also constructed based on internal conditions such as finances, liquidity and the bank's position and strength in the banking industry, which shows that the bank can serve customers in various business and individual segments through an integrated omnichannel-based service network, which includes both digital and non-digital channels throughout Indonesia. Accordingly, lending growth in high-quality consumer, EBB and corporate segments will continue to be encouraged along with the prudential principle.
HUMAN RESOURCES
Going forward, CIMB Niaga will continue to implement its 5-pillar strategy, which is still relevant even during pandemic times.
INFORMATION TECHNOLOGY
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.
VIEW ON THE IMPLEMENTATION OF BANK GOVERNANCE
We see that digitization efforts through the development of Open Banking API (Application Programming Interface) have enabled the Bank to collaborate within the digital ecosystem such as financial technology, e-commerce, travel and various other digital services. The bank optimizes advanced digital technology to facilitate decision-making based on data analytics, from optimizing the use of big data to using artificial intelligence, machine learning and deep learning methods.
ADVICE FOR THE BOARD OF DIRECTORS
We are confident that CIMB Niaga will continue to strengthen its position as a leader in digital banking services through IT optimization. With its current position and strong IT infrastructure, CIMB Niaga will be even more competitive in the years to come.
THE WHISTLEBLOWING SYSTEM
THE PERFORMANCE OF THE COMMITTEES UNDER THE BOARD OF COMMISSIONERS
CORPORATE SOCIAL RESPONSIBILITY
CHANGES TO THE COMPOSITION OF THE MEMBERS OF THE BOARD OF
APPRECIATION AND CLOSING
DIDI SYAFRUDDIN YAHYA
BOARD OF COMMISSIONERS
Didi Syafruddin Yahya
Glenn Muhammad Surya Yusuf
Jeffrey Kairupan *
Dato’ Abdul Rahman Ahmad
Vera Handajani
Sri Widowati
REPORT OF THE BOARD OF DIRECTORS
It is a great honor for me to submit the Bank's progress report for the fiscal year 2021 on behalf of the members of the Board of Directors. Business management was in line with the banks efforts to ensure stable operations and expand business in the new normal era.
MACRO ECONOMIC DEVELOPMENT
At the beginning of 2021, market parties' optimism about the economic recovery grew, partly thanks to the roll-out of the vaccination programme. Despite the mid-year downturn due to the reintroduction of Community Activity Restrictions (PPKM), domestic economic growth continued until the end of the fourth quarter in line with the rebound in public mobility after decisive pandemic control measures were taken by the government.
ANALYSIS OF BANK PERFORMANCE IN 2021 STRATEGY AND POLICY
- 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 also strives to inculcate a culture of risk in every CIMB Niaga employee. In addition to implementing its 5-pillar strategy, CIMB Niaga also aligns with the strategic direction of the CIMB Group through the Forward23+ program, digital transformation and continuous innovation of the bank's digital services.
THE ROLE OF DIRECTORS IN THE STRATEGY FORMULATION AND IMPLEMENTATION
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).
OVERCOMING OBSTACLES
This performance was supported by higher operating income and cost control, which ensured 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, particularly in the area of loan distribution.
OTHER KEY PERFORMANCES ORGANIZATIONAL STRUCTURE
Using the revised Bank Business Plan 2021 (RBB) targets that had been submitted to the OJK, CIMB Niaga, like most of the industry, delivered a performance of meeting the targets.
KEY ACTIVITIES AND TYPES OF PRODUCTS AND SERVICES OFFERED
OFFICE NUMBER, TYPE, AND LOCATION
NETWORK AND BUSINESS PARTNERS
SHARE OWNERSHIP OF THE BOARD OF DIRECTORS, BOARD OF COMMISSIONERS AND SHAREHOLDERS IN THE BANK’S BUSINESS GROUP
IMPORTANT CHANGES AT THE BANK AND THE BANK BUSINESS GROUP
BUSINESS PROSPECTS, ECONOMIC DEVELOPMENT AND TARGET MARKET
INTEREST RATES FOR CUSTOMER DEPOSITS AND LOANS
The banking industry will continue to face tight liquidity as the government's accommodative monetary policy and its synergy with the country's central bank will support the recovery of the national economy. Financial systems will remain resilient as the banking intermediation function will gradually improve over the coming years.
IMPORTANT FUTURE DEVELOPMENTS
In 2022, the economic recovery will be mainly supported by increased private consumption, more stable export performance and higher government spending. This is in line with the prospect of economic recovery and continued fiscal, monetary and macroprudential policy stimulus.
SUSTAINABLE FINANCIAL INITIATIVES
Bank Indonesia's interest rate policy will remain low and, together with loose liquidity, will result in further declines in bank lending rates. The economic stimulus policy is expected to maintain the stable performance of the banking sector and business players in the real sector, which play a key role in relaunching the national economy.
HUMAN RESOURCES MANAGEMENT
With this initiative, the bank became one of the first banks in Indonesia to offer low-carbon banking products that have a positive contribution to the environment and society, while providing customers with the opportunity to increase their sustainable performance. In order to meet the Sharia-compliant needs of our customers, the Bank makes all its sustainable financing programs Sharia-compliant.
OPTIMIZATION OF INFORMATION TECHNOLOGY
In addition, CIMB Niaga also considers the development of its customers and the Shariah economic social ecosystem. The bank has also developed the OCTO Friends app, which relates to CIMB Niaga's banking products such as mortgages, personal loans, credit cards and savings.
IMPLEMENTATION OF GOOD CORPORATE GOVERNANCE
CIMB Niaga won the Digital Banking Initiative of the Year-Indonesia award at the 2021 Asian Banking and Finance (ABF) Retail Banking Awards. CIMB Niaga scored 2 (two) with the predicate "Good" in the self-assessments, which are done every semester.
ASSESSMENT OF THE PERFORMANCE OF THE COMMITTEES UNDER THE BOARD OF
In 2021, CIMB Niaga earned the Gold Star trophy in the TOP GRC (Governance, Risk and Compliance) Awards 2021 for successfully retaining 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
LANI DARMAWAN
BOARD OF DIRECTORS
John Simon
Lee Kai Kwong
Pandji P. Djajanegara
Lani Darmawan *
Rusly Johannes **
LETTER FROMTIGOR M. SIAHAAN
DEAR SHAREHOLDERS,
REPORT OF THE SHARIA SUPERVISORY BOARD
BISMILAAHIRRAHMAANIRRAHIM
ASSALAMU’ALAIKUM WA RAHMATULLAAHI WA BARAKATUH,
SHARIA SUPERVISORY BOARD
Tbk in its entirety and that we assume all responsibility for the correctness of the content of this annual report. Appointed as a senior independent commissioner of the bank by district resolution of the bank's board of directors no. 014/DEKOM/.
ANNUAL REPORT RESPONSIBILITY STATEMENT
Statement of Responsibility of the Board of Commissioners for the 2021 Annual Report of PT Bank CIMB Niaga Tbk. Statement of Responsibility of the Board of Directors 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 has provided CIMB Niaga with the benefit of connectivity to the ASEAN regional network through the CIMB Group. CIMB Niaga also offers commercial and Sharia products and services through the CIMB Niaga Sharia business unit.
NAME CHANGE INFORMATION
MEMBERSHIP IN ASOCIATION
MILESTONES
Became the first public company in Indonesia to conduct electronic shareholder voting (e-voting) in General. Launched Self Service Banking engine with new features namely card replacement and fast data update in just 5 minutes. Temporary Director of Risk Management) DEPUTY CHAIRMAN 2.
ORGANIZATION STRUCTURE
CORE
VALUES
Customer Obsessed
High Performance
Integrity
Diversity and Inclusion
Agility
CORPORATE IDENTITY (LOGO)
CORPORATE VISION, MISSION, CULTURE AND CORE VALUES
VISION
MISSION
REVIEW VISION AND MISSION
Behaviors
Go the extra-mile to delight customers
Respect each other, engage
Recognise each other’s efforts and always back
CORPORATE CULTURE
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
OTHER SERVICES
BUSINESS NETWORK AND OPERATING AREAS
TOTAL
Office Network
CASHDIGITAL
LOUNGE 356
CRM CDM/MDM
BOARD OF
COMMISSIONERS’ PROFILES
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 to the Minister of Finance for Restructuring the Financial Sector at the Ministry of Finance of the Republic of Indonesia. Visiting lecturer of the Faculty of Economics at various universities in the Netherlands and abroad.
Sri Widowati
It is not related to other members of the Board of Commissioners and members of the Board of Directors, but it is related to the Ultimate and Controlling Shareholders. Education and training in 2021 is presented separately in the Education and/or Training of the Board of Directors 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 fra Kellogg-Hong Kong University Science and Technology, Hong Kong/USA (2013). Head of Financial Institutions Credit South Asia hos 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
The last appointment as a member of the Sharia Supervisory Board of the bank was based on the decision of the General Assembly of April 15, 2019. The last appointment as a member of the Sharia Supervisory Board of the bank was based on the decision of the General Assembly of April 15, 2019.
Dr. Yulizar
Education and training in 2021 are presented separately in the Sharia Supervisory Board Education and/or Training section of this Annual Report. The Capital Market Sharia Expert (ASPM) which is defined 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 the DSN MUI in the capital markets sector (2010-present) Legal basis of appointment. Has no affiliation with fellow members of the Sharia Supervisory Board, members of the Board of Directors, members of the Supervisory Board or the Ultimate and Controlling Shareholders.
SENIOR EXECUTIVES’
PROFILES
Agus Setiono
Ahmad Nasihi Ulil Amri
Affianti Suwita
Albert Agustius
Antonius Pramana Gunadi
Megawati Sutanto
Prior to that, he worked for 6 years at Citibank, 2 years at Bank Barclays Indonesia, 2.5 years at Commonwealth Bank, 2.5 years at ICBC and 1.5 years as Director of IT and Operations at Bank Ganesha.
Albert Suhandinata
Amir Mirza
Andi Irawan Dalimunthe
Angelica Permatasari
Antonius Sukriswanto
Aris Susanta
Aurelia Mulyono
Aulia Mochtar
Served as Head of Digital Banking, Branchless & Partnership CIMB Niaga since October 2015. Previously, he served as Head of Cards and Merchant Business at CIMB Niaga from September 2012.
Bambang Karsono Adi
He worked as a credit card specialist 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 been Head of Structured, Acquisition & Syndicated Finance and Head of Business Development since April 2018. Joined CIMB Niaga in April 2012 and held 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 held several key positions as Senior Remedial Officer in the Institutional Remedial Management division and as Head of 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, in his last position as Co-Head of Corporate and Private Banking Group.
Daniel Hindarto Suliman
He has had a career of more than 25 years in the global corporate and investment banking sector in Asia, the UK, Europe and the Middle East. In 2010, he joined Qatar National Bank head office in Doha, Qatar as Global Relationship Director in the Global Corporate and Investment Banking division with sector specialization including large corporate, oil and gas, telecommunications, contracting and real estate.
Diva Mahdi
She started her career as an auditor at Deloitte in 1999 and has also had a career at Bank Panin, for 10 years at MEDCO Energi Internasional, active in the oil and gas sector, and Bank Mandiri. He started his banking career as an Account Officer at Bank Niaga in 1997, with his last position as Relationship Manager Financial Institutions from 2000 to 2008.
Djojo Boentoro
He received his Master of Professional Accounting (cum laude) from the University of Texas at Austin and a Bachelor of Accounting and Finance (cum laude) from Oklahoma State University.
Elisa Gunawan
Elisa Ratnawardani
Served as Head of Transformation since 2020 and previously served as Head of Customer Journey CIMB Niaga since 2019. Previously, 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 working 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 Analytical for Consumer Banking.
Ferdinand Renaldi Wawolumaya
Hadi Soedarso
Hartono Agus
Heintje Mogi
Hernaman Tandianto
Hotamawaty
Entin Rostini
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 the banking industry, starting as CRU Manager at Standard Chartered Bank and then serving as Credit Control Unit Head at PT Bank DBS Indonesia Head of 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
He has served as Head of Business Legal Counsel since September 2020, having previously served as Head of the Corporate Bank Legal Group. He 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 some 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).
Khusnudhon
Koei Hwei Lien
Lena
Lina
Linda Marshelia
Liston Siahaan
Livia Sutanto
Kha Siung
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 Affairs and Legal CIMB Niaga since 1 October 2013 and Head of Legal and Litigation CIMB Niaga (2012). He obtained his PhD in Law (M&A) from the American University, London, UK in 2009, Masters in Business Law from the University of Minnesota, School Law, USA in 1999 and a Bachelor of Laws from Gadjah Mada University, Yogyakarta acquired 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
Served as Head of Strategic Acquisition and Admin Property Management CIMB Niaga since October 2018. Previously, he served at CIMB Niaga as Group Head of Project Development and Integration Management, at Bank Permata as Group Head of Data Quality and Strategic Information Management, at CIMB Niaga as Divisional Head of Information Management, at Panin Bank as Head of IT Security and Core Bank Implementation, at Bank Bali as IT- development.
Waskin
He obtained his undergraduate degree in Information Management from the Faculty of Computer Science, Gunadarma University, Depok, West Java, Indonesia and his postgraduate degree 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
Per As at 31 December 2021, there were no institutional shareholders with more than 5% of CIMB Niaga shares other than CIMB Group Sdn. In 2021, the group of Bank shareholders with share ownership of less than 5% of the shares was 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 Director with effect from 1 August 2021 and appointed Commissioner with effect from the conclusion of the AGM on 17 December 2021. Resigned as Director with effect from 1 August 2021 and appointed as Commissioner with effect from the conclusion of the AGM on 17 December 2021.
CIMB NIAGA SHARE OWNERSHIP BY SENIOR EXECUTIVES
Appointed as director at the extraordinary general meeting on 17 December 2021 and will come into force after obtaining OJK approval and/or meeting the requirements set out in OJK approval. The number of shares including 1 MESOP share and the purchase transaction of 20,000 shares has been used before the appointment as director has actually been approved by OJK.
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
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 through the integration of the investor.cimbniaga.co.id microsite. This GCG home page contains complete information related to CIMB Niaga Corporate Governance with menu bar options About Us, Governance, GMS, GCG Structure, GCG Report, ASEAN Corporate Governance Scorecard, Disclosure and other information that can be accessed 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 Breakout Session for Regional Directors CIMB Group May 07, 2021 Online Sustainability Training for Leaders CIMB Niaga June 24, 2021. Webinar Series Indonesia Rise Forum CIMB NIAGA April 6, 2021 Online Deloitte Global Boardroom Program Asia Pacific.
BOARD OF DIRECTORS EDUCATION AND/OR TRAINING
Program - APU-PPT CIMB Niaga Annual Training Program August 31, 2021 Online CHRO Masterclass with Dave Ulrich - Architecture. Indonesia GRP (Global Remuneration Professional) - GR3 (Job .. Analys, Documentation & Evaluation) Worldatwork Dec 8, 2021 - Online Henky Sulistyo* risk management.
COMMITTEES EDUCATION AND/OR TRAINING
Jaarlijks APU-PPT-trainingsprogramma” CIMB Niaga 31 augustus 2021 Online Webinar Series Forum Indonesia Rises CIMB Niaga 29 september 2021. Webinar Series Forum Indonesia Rises CIMB Niaga 6 april 2021 Online Webinar Forum Indonesia Rises Vol 2 CIMB Niaga 15 juli 2021.
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 Collectability 236 Significant agreements 241 Capital structure of the bank 241. Significant prohibition, restriction and limitation to effect 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
Rate (BI7DRR) at 3.50%, deposit facility interest rate at 2.75%, and loan facility interest rate at 4.25%, as well as the extension of the liquidity relief policy which pushes Liquid Instruments to Third Party Fund (LI/TPF) ratio up to 35.12%. The banking industry also started showing improvements in 2021, while loans grew in various 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
As the rapid development of the digital age continues, followed by the growth of public acceptance and preference for online shopping, the expansion and ease of the digital payment system, and the acceleration of digital banking, digital banking transactions in Indonesia have also increased, which is reflected in the value of electronic money transactions which is grew by 49.06% (y/y) to Rp 305.4 trillion, and the value of digital banking transactions increased by 45.64% (y/y) to Rp 39,841.4 trillion. Facing future economic challenges requires policies that can anticipate potential disruptions 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 service to corporate customers. In terms of customer deposits, Corporate Banking 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 the COVID-19 affected customer sectors, as well as increased focus on customer contact and early warnings to protect the loan quality of current portfolios. Customers in the Corporate Banking segment are expected to have greater engagement with 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's 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 adequate liquidity. Treasury and Capital Markets CIMB Niaga continued to grow, particularly in the area of investment products, and continued to provide ease of consumer transactions through automation and the continued growth of e-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
ROUTINE TRANSACTIONS
HEDGING PRODUCTS
INVESTMENT PRODUCTS
NEW PRODUCTS IN 2021
SUPPORT FOR GOVERNMENT PROGRAMS
NETWORKS AND SERVICES
Despite the unfavorable economic conditions, 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 industry has taken measures to adapt to the accelerated digitization of banking services and support customers' "new normal". Main Operating Account (MOCA) - the higher the frequency of customer operating transactions, the greater the low cost funds and customer fee based income.
CASH MANAGEMENT
TRADE FINANCE AND VALUE CHAIN
SECURITIES SERVICES
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 to be extremely beneficial in supporting our business operations. The market and business conditions that are full of challenges in the future must be anticipated together 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 loan quality while increasing customer deposits to support liquidity. Collaborate 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 very happy to have CIMB Niaga as our creditor in building our businesses. We look forward to many more opportunities to collaborate with CIMB Niaga in the future.
MICRO LINKAGE
We use CIMB Niaga for all our transactional needs including export/trade finance and foreign exchange operations. Hopefully CIMB Niaga can 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 more CDM machines. Therefore, CIMB Niaga continued to provide support to the SME sector through credit restructuring of debtors affected by the COVID-19 pandemic, by continuing to refer to the bank's internal risk management, especially in terms of precautionary approach.
EMERGING BUSINESS BANKING (EBB)
In 2021, EBB implemented a prudence strategy and policy in loan disbursement and undertook an effective restructuring of debts affected by COVID-19. These strategic steps were taken in order to grow the business while continuing to provide effective support to SME scale customers in dealing with the impact of the COVID-19 pandemic while adhering to the precautionary principle.
PLANS, STRATEGIES, AND POLICIES IN 2022
We still choose to be customers of CIMB Niaga because we have experienced various advantages and benefits from the best banking products and services provided by CIMB Niaga. In addition, we are proud to have joined CIMB Niaga in several creative events held such as INDONESIA BANGKIT - Berani Bisnis Fest.
CONSUMER BANKING
Consumer banking continues to develop digital banking services in order 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
Other strategies and policies were also implemented by CIMB Niaga to meet the challenges of 2021. CIMB Niaga Private Banking implemented various portfolio allocation strategies and maintained good relations with customers to enhance the bank's performance and expertise.
PRIVATE BANKING STRATEGY AND POLICY IN 2022
OPERATIONAL PERFORMANCE OF THE CONSUMER BANKING SEGMENTS
AUTO LOANS
CREDIT CARDS AND DEBIT CARDS
WEALTH MANAGEMENT DAN BANCASSURANCE
CIMB Niaga also developed the marketing of Bancassurance products as a strategy to diversify its revenue streams from service fees. In addition, income from other investment products, such as deposits and market-linked bonds, also increased by 27.75% from 2020.
PERSONAL LOAN
Throughout 2021, Consumer Banking, as a liquidity provider for CIMB Niaga, continued to push for more low-cost funds through savings accounts. CIMB Niaga also focused on the customer experience by offering in-bank and online services such as easily opening a savings account via OCTO Mobile or OCTO Clicks.
DIGITAL BANKING SERVICES
During the 2021 pandemic, Consumer Banking clients benefited from easing lending, which had a significant impact on client income. In all of 2021, consumer banking recorded a total of 51.4 million transactions on the "API Banking" platform, up from 20 million transactions in 2020.
BRANCH OFFICE NETWORK AND
The bank provides information to its customers, starting with the main transaction functions, such as transfers, eWallet top-ups and bill payments. In the future, CIMB Niaga will continue to develop reliable digital banking services as a means of acquiring new customers and provide various services by offering various digital banking products in Indonesia.
DEVELOPMENT OF BRANCHLESS BANKING
CIMB Niaga's innovative efforts in the banking industry can be seen in the CIMB Niaga Digital Lounge, which uses the latest technology to deliver a fast banking experience for retail consumers. CIMB Niaga manages the Digital Lounge through the Digital Banking Manager, who provides solutions for individual banking customers.
QUALITY OF SERVICE AND MANAGEMENT OF CUSTOMER COMPLAINTS
The Digital Lounge is a cutting-edge technology that facilitates customer banking transactions in strategic locations, with long working hours and more flexible services on holidays.
CONSUMER BANKING LOANS
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 proportion of low-cost funds, as well as the efficiency of funds spent and the efficiency of business operations. In the current era of digitization, CIMB Niaga UUS also continues to develop digital banking on its part to provide convenience and exciting experience for customers in accessing Sharia banking products from both financing and financing sides.
ASSET GROWTH
In addition, CIMB Niaga UUS continues to seek and see opportunities from those business sectors that are not affected by COVID-19 or that have the potential to develop in the current macroeconomic conditions such as health, food, telecommunication sectors etc. ., so that credit quality remains under good control. In addition, CIMB Niaga UUS also remained selective in helping those affected by the pandemic who had goodwill to pay off debtors in installments through various restructuring and relaxation programs so that they could ease the burden of debtors.
FINANCING
NON PERFORMING FINANCING
One of the improvements has been the creation of Sharia Acceptance Criteria (SAC) to speed up the process of verifying the company's compliance with Sharia principles. The use of SAC has simplified the process of selling products, allowing related entities to review the suitability of Sharia products offered to customers.
SHARIA BANKING PROFIT BEFORE TAX
REALIZATION AND PROFIT-SHARING CALCULATION METHOD
COLLECTION AND DISBURSEMENT OF ZAKAT, INFAQ, AND SEDEKAH (ZIS)
