Annual Objective

Business Micro

 Department Business Macro

As part of achieving BRI’s long-term strategy of increasing the composition of Micro loans
to 40% in 2022, in 2019 the Director of Micro Business ensured the achievement of micro
business performance targets: increase in Micro segment business volume, maintained
quality of Micro loans, and the implementation of Micro segment strategic initiatives in order
to achieve sustainable profitability.
 Division Annual Objective
1. Policy Micro Business : Reviewing policies on the management of micro loan quality
and improving recovery, Reviewing and revising the policies to support the
simplification of business processes
2. Micro Sales and Management : Redesigning Simpedes savings products according to
market needs to increase the number of customers and the volume of deposits ;
Developing the Kupedes Ekstra Cepat (KECE) loan product for micro-entrepreneurs
who need a loan of maximum Rp5 million as the target market ; Conducting aggressive
marketing supported by targeted marketing programs through Simpedes Instant Prize,
Dormant Account Activation, Simpedes Ramadhan Market and Simpedes Community
Festival.
3. Social Entrepreneurship & Incubation : . Incubation programs (training/education,
assistance and financing) for MSME entrepreneurs and start-ups, either existing
customers or the general public ; Developing SOE Creative House (RKB) as a
media/forum for training, assistance and other productive activities.
4. Business Program & Partnership : Cooperating with insurance companies to sell general
insurance products to existing customers and new customers to increase Fee-Based
Income (FBI) ; Encouraging the creation of an export oriented BRI MSME community
through the digital platform BRI Indonesia Mall as a partner place for MSMEs.

Small, Retail, and Medium Business

 Department Small, Retail, and Medium Business

Directorate of Small, Retail and Medium Business continues to focus on quality loan growth,
supported by a range of business strategies that were implemented in 2019, such as
developing Dynamic Loan product, collaborating with fintech, optimizing trickle down
business and early warning system to ensure improvement in loan quality. The successful
implementation of these strategies is demonstrated by the growth of small, retail & medium
loans and the achievement of profitability for this segment.
 Division Annual Objective
1. Small, Retail, and Medium Business Policy : Development of KMK/WA Monitoring
Application; optimizing trickle down business and optimalisasi Early Warning System
 2. Retail and Medium Business : Optimizing the utilization of BRIspot Retail, BRIGuna’s
thematic marketing program, offers a variety of Retail Deposits products like Britama,
Junio, Bri Simuda and Haji Saving and Digital platform like Brimo and Brizzi.
3. Small Sales Management : Increasing cooperation with a number of potential
companies/institutions for Business Cards, Increase collaboration with many merchants,
both offline and online (e-commerce).
4. Agriculture Business

Institutional & State Relation

 Department Institutional & State Relation

Institutional and SOE Business development is prioritized on increasing profitability of each
BRI customer. This business also supports customers not only in terms of providing loan and
savings products, but also in transaction banking needs. For this reason, the Director of
Institutional Relations and SOE aimed to increase the volume of Institutional Relations and
SOE business, augmenting the volume of transaction banking and improving the quality of
credit of SOE
customers.
 Division
1. INSTITUTION : Increasing the integration of scholarship distribution systems with
LPDP, UGR (Indemnity Payment) with LMAN ; Improving the integration of Smart
Indonesia Program system with Ministry of Education and Culture and Ministry of
Religious Affairs.
2. Transaction Banking : Implementing the IMFIX strategy (Improve, Maintain, Focus,
Increase and Expand) ; strengthening Transaction Banking capabilities, both through
end-to-end CMS enhancements, Supply Chain Financing, and Trade Finance Services.;
Providing fully integrated banking services through the corporate customer business
ecosystem platform with BRI Billing and Junio Smart.
3. SOE 1 : market development and market penetration by optimizing alliances with other
banks in forms of syndicated financing and club deals. In addition, SOE corporate
further develops other banking services such as cash management, Host-to-Host,
BRIVA, Payroll, Corporate Card, Cash Card, and so forth.
4. SOE 2 : Developing Integrated Banking Solution ; Optimizing Business Value Chain

Treasury & Global Service

 Department Treasury and Global Service

Along with the banking business development, the need for banking services outside of the
loan products and deposits has increased, and this has become an opening for banks to
capture other income opportunities other than loan interest income. SEVP Treasury & Global
Services ensures an increase in Treasury & Global Services business transactions and volume
in order to support the Treasury & Global Sevices business profitability.
 Division
1. Treasury Business : Implementing active portfolio management, Deepening financial
markets, In terms of technology development, the Treasury Business implemented
BRIefx Client
2. Investment Service : Developing special system of Asset Backed Securities (EBA),
Upgrading the Financial Institution Pension Fund System, Marketing of Financial
Institution Pension Fund (DPLK) products to Indonesian Migrant Workers in
collaboration with BNP2TKI, BRILink Agents and National Army/National Police.
3. International Business : Enhancing Competitiveness, Product Development, Improving
business process efficiency, Optimizing International Business Organization

Finance

 Department Finance
Finance Directorate plays a central role in corporate development, the overall strategy, as
well as optimum assets and liabilities management, and the Company’s Financial Statements
will facilitate performance monitoring, and Division
 Division
1. Corporate Development & Strategy : . The reliable Corporate Work Plan and Budget
(RKAP), the Bank Business Plan (RBB)
2. Management Accounting & Finance : the Company’s Financial Statements will facilitate
performance monitoring
3. Assets & Liabilities Management : good assets and liabilities management, which in turn
will help the Company’s strategies.
4. Investor Relations

Human Capital

 Department Human Capital

With its current total employee reaching more than 125 thousand, proper human capital
management becomes one of the critical factors to foster BRI future business development.
To that end, the Human Capital Directorate set the targets for the enhancement of employee
engagement through culture transformation management in order to increase employee
productivity
 Division
1. Human Capital Strategy & Policy : Adopting a World Class HC Strategy & Policy
2. Human Capital Development : Advancing Human Capital Information System &
Digitalization, like BRISTARS application.
3. Human Capital Business Partner : maintain the favorable industrial relations between
Employees and the Company with Meeting on Collective Labor Agreement (CLA)
between BRI and BRI Labor Union, The Bipartite Cooperation Institution (LKS) Forum
4. Human Capital Partnership Management : Collaboration HC Partnership Management
 5. Culture Transformation : enhancement of employee engagement through culture
transformation with BRILiaN Rookie Program, Performance Improvement Forum (PIF),
BRI Excellence Award (BEA), etc
6. Corporate University : Generating Biz Insight Corporate University with BRILiaN
Scholarship program

Digital Information Technology and Operation

 Department Digital Information Technology and Operation

Technology and digital are currently becoming the backbone in developing banking services
and products. Considering the evolution in banking customers’ preferences from previously
traditional banking product using conventional bank outlets into digital-oriented banking
services and products, the Digital, Information Technology and Operations Directorate
therefore ensures the achievement of technology governance and effective information,
availability & reliability of BRI information system, effective implementation of information
security, development of BRI digital banking as well as the implementation of strategic
initiatives.
 Division
1. IT Strategy & Governance : Enhance ICT Competence & Digital Talent to Enable The
Best Business Performance
2. Application Management & Operation : Deliver Excellent, Flexible and Secured ICT
Service & Platform
3. IT Insfrastructure Operation : Concert Leading Digital Banking and Leverage
Transaction thru Open Banking
4. Digital Center of Excellence : Provide Fast & Accurate Reporting using Reliable Data
Management & BigData Analytics
5. Technology Cooperation : Establish Agile DevSecOps to Accelerate Business Need
Delivery

Fixed Management & Procurement

 Department Fixed Management & Procurement

With over 120 million customers and over 9,000 office networks including total employees
that reaching 125 thousands, BRI operates a large scale of business operations. To that end,
the Fixed Assets Management & Procurement Directorate is responsible to fulfill the need of
operations procurement in BRI and the achievement of proper management of BRI fixed
assets and properties.
 Division
1. Fixed Assets Management & Property Procurement : Implementation of umbrella
contract strategy for the procurement of genset 12.5 KVA, . Implementation of building
renovation and/or construction with design and build methods, Application of Online
Vendor Registration of Web-based. And Refinement of BRISmile App
 2. Procurement : Procurement with multi vendors, Procurement with blanket orders,
Procurement of Repeat Order and BRISMILE Application Usage.

Complience

 Department Complience
BRI, as the trusted financial institution, continually adheres to align its business operations
with good corporate governance (GCG) principles.
 Division
1. Compliance : achievement of compliance implementation in BRI
2. Legal : attain continuous improvement on compliance with prevailing laws and
regulations
3. Policy & Procedure : effective policies and procedures management

Coorporate Secretary

 Department Coorporate Secretary

implementing duties and responsibilities related to corporate governance implementation and
serves as a liaison and communication management both between the company internally and
externally, among others to the shareholders, regulators and other stakeholders.

Risk Management

 Department Risk Management

In conducting intermediary functions and providing banking services to the public, the Bank
encounters considerable business management risks, such as credit risk, operational risk,
market risk and other risks. To this end, a reliable risk management is vital, the Risk
Management Directorate is responsible for the achievement of established Risk Management,
effective management of Non Performing Loans, implementation of sustainable finance
according to milestones and the implementation of a risk management culture.
 Division
1. Enterprise Risk & Portofolio Management : Preparation of Risk Appetite Statement
(RAS)
2. Operational & Market Risk : BRI Market Code of Conduct
3. Credit Risk Analyst : Credit Risk Issues in Risk Management Committee (RMC), Credit
Risk Awareness, Backtesting Internal Model, Credit Performance Report (ERM Report)
4. Restructuring & Recovery Loan : Preparation of Recovery Plan
5. Policy Credit : Green banking Policy, WBS Policy
6. Credit Operation : Improvement of Integrated Operational Risk Management Tools

Network & Service

 Department Network & Service

 The Network and Service Director always ensures that the management of offices, e-
channels, and branchless banking networks are effective, the quality of the Operations Unit is
continually improved, and customer data is consistently valid. All of these will contribute to
improving the productivity of the Operations Unit and increasing the Bank’s fee-based
income from the branchless banking line.
 Division
1. Retail Business Network : improve its service quality to all customers by adopting the
customer-centric approach
2. Service & Contact Center : improvement to its communications network and revitalized
its service standard
3. BRILink Network : Developed “Sabrina” the chatbot., Developing an Integrated
Complaint Handling System
4. Operation Center : BRISolutions

Department Consumer, Coorporate Banking, Change Management & Transformation

Office and Internal audit also the division doesn’t explained in annual report BRI 2019