BNI Syariah - T u o 201 Performance Business and Operational … · 2017. 10. 2. · Business and...

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Upholding The Spirit of Hasanah

Laporan Tahunan 2014 Annual Report

Tinjauan Usaha dan OperasionalBusiness and Operational Review

TeKnologi informaSiInformation Technology

Perkembangan teknologi informasi yang pesat sangat

dibutuhkan oleh perbankan guna menghadapi persaingan,

khususnya bersaing dengan perbankan syariah yang lain. BNI

Syariah sebagai anak perusahaan PT Bank Negara Indonesia

(Persero) Tbk berupaya mengoptimalkan pemanfaatan sistem

teknologi informasi dari Bank Induk melalui pengembangan

produk dan jasa perbankan syariah agar dapat tumbuh dan

berkembang di tengah persaingan bisnis yang semakin ketat.

Teknologi informasi sebagai penggerak bisnis perusahaan

harus fleksibel dan dapat diandalkan sehingga dapat mengikuti

perkembangan berbagai produk perbankan syariah serta

mendukung pertumbuhan bisnis perusahaan. Sebagai salah satu

bank syariah terbaik di Indonesia, BNI Syariah berupaya untuk

menerapkan dan meningkatkan tata kelola teknologi informasi.

Fokus operasional teknologi informasi pada tahun 2014 adalah

mengoptimalkan pemanfaatan Core Banking System PT Bank

Negara Indonesia (Persero) Tbk, pengembangan Sharia Link

sebagai middleware system untuk mendukung layanan bisnis

transaksional BNI Syariah, pengembangan Electronic Financing

Origination (eFO) secara berkelanjutan untuk memenuhi

kebutuhan otomasi pemrosesan pembiayaan dan otomasi

pelaporan baik internal maupun eksternal untuk mendukung

kinerja bisnis perusahaan.

Rapid development in information technology field is very

needed by banking in order to face competition, especially while

competing with other sharia banking. BNI Syariah as a subsidiary

company of PT Bank Negara Indonesia (Persero) Tbk attempts to

optimize the use of information technology system from Parent

Bank through sharia banking service and product development

in order to be able to grow and develop in very competitive

business competition.

Information technology as company business driver must be

flexible and reliable in order to be able to follow development

of various sharia banking products as well as to support the

growth of company business. As one of the best sharia banks

in Indonesia, BNI Syariah attempts to apply and improve

information technology administration.

Operational focus on information technology in 2014 was

optimizing the use of Core Banking System PT Bank Negara

Indonesia (Persero) Tbk, development of Sharia Link as

middleware system to support BNI Syariah transactional business

service, development of Electronic Financing Origination (eFO)

continually to complete automation needs of financing process

and automation of reporting both internally and externally in

order to support company business performance.

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Peranan Information Technology Division sangat diperlukan

dalam mendukung pertumbuhan bisnis perusahaan melalui

pengembangan inovatif guna menghadapi persaingan bisnis

antar perbankan syariah, memberikan layanan yang terbaik

kepada nasabah dan meningkatkan produk dan layanan

operasional yang lebih kompetitif, lebih baik dan lebih cepat.

Information Technology Division yang berada di bawah

dukungan Direktur Operasi mempunyai staf yang kompeten di

bidang Teknologi Informasi. Information Technology Division

selalu berupaya untuk mengembangkan struktur organisasi

satuan kerja dan melakukan penambahan jumlah staf pegawai

dalam rangka meningkatkan kapabilitas sumber daya manusia.

Hal ini dilakukan guna menjamin kelangsungan pertumbuhan

bisnis BNI Syariah dalam aspek ketersediaan dan keandalan

sistem teknologi informasi.

The role of Information Technology Division is extremely needed

in supporting the growth of company business through inovative

development in order to face business competition among

syariah bankings, giving the best service to costumer improving

more competitively operational services and products well and

quickly.

The Information Technology Division, which operates under and

is fully supported by the Director of Operations, consists of staffs

that are highly competent in the field of Information Technology.

The division always strives to develop the organizational structure

of work unit and increase the number of its employees in order

to improve human resource capabilities. This is conducted to

ensure the sustainability of BNI Syariah’s business growth in

terms of the availability and reliability of information technology

system.

I. Satuan Kerja Information Technology Division Work Unit of Information Technology Division

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Pada tahun 2014, pengembangan teknologi informasi BNI

Syariah masih dalam tahap penggunaan sistem bersama (IT

sharing) dan fokus pada kapabilitas teknologi informasi yang

meliputi:

• Mempertahankanservice level BNI Syariah kepada nasabah

dengan pemanfaatan bersama (sharing) Data Center,

Disaster Recovery Center, Core Banking System dan Selective

Surrounding System PT Bank Negara Indonesia (Persero) Tbk.

• Membangunpondasiteknologiyangandaldengan

mempersiapkan keahlian sumber daya manusia teknologi

informasi dengan cara co-working dengan PT Bank Negara

Indonesia (Persero) Tbk untuk sistem yang digunakan secara

bersama (sharing).

• Mengembangkansistemaplikasiindependensecaraselektif

dalam rangka memberikan dukungan teknologi informasi

yang dibutuhkan oleh unit bisnis dengan lebih baik dan lebih

cepat.

• MembangunManagement Information System untuk

mempersiapkan Business Intelligence untuk memenuhi

kebutuhan sistem pelaporan informasi yang cepat dan

akurat yang berguna bagi manajemen dalam pengambilan

keputusan.

• Mengamankanasetteknologiinformasiuntukmenjamin

kesinambungan operasional perusahaan.

Beberapa aspek yang menjadi tanggung jawab dan perhatian

utama dari Information Technology Division antara lain adalah

sebagai berikut:

1. Mempersiapkan keahlian sumber daya manusia teknologi

informasi melalui pelatihan-pelatihan pegawai satuan kerja

Information Technology Division.

2. Meningkatkan fungsi IT helpdesk menjadi service desk secara

bertahap sebagai layanan kepada user dalam mengatasi

permasalahan operasional baik di kantor pusat maupun

kantor cabang.

3. Sinergi co-working bersama dengan PT Bank Negara

Indonesia (Persero) Tbk yang terbukti dapat meningkatkan

dukungan dan kapabilitas sistem teknologi informasi BNI

Syariah.

In 2014, the development of BNI Syariah’s information

technology was still in the IT sharing stage, which focused on the

information technology capabilities that include:

• MaintainingtheservicelevelofBNISyariahtothecustomers

by the sharing of Data Center, Disaster Recovery Center,

Core Banking System, and Selective Surrounding System

with PT Bank Negara Indonesia (Persero) Tbk.

• Buildingastrongfoundationforinformationtechnology

by preparing the human resources’ expertise in information

technology through co-working with PT Bank Negara

Indonesia (Persero) Tbk upon the shared system.

• Developingbetterandfasterindependentapplication

systems selectively in order to provide information

technology support required by the business unit.

• BuildingManagementInformationSystemtopreparethe

Business Intelligence in order to fulfill the needs for a fast

and accurate information reporting system that is beneficial

for the management in decision-making.

• Securinginformationtechnologyassetstoensurethe

sustainability of the company’s operations.

Several aspects that become the main focus of the Information

Technology Division are:

1. Preparing the human resources’ expertise in information

technology through employee trainings of the division’s work

unit.

2. Improving the IT help desk to service desk gradually as a

service to settle operational issues both at the head office

and branch offices.

3. Working together synergically with PT Bank Negara

Indonesia (Persero) Tbk that has been proven to increase

support and capability of BNI Syariah’s information

technology system.

II. Program TI IT Program

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Program-program Information Technology Division pada tahun

2014 berjalan sesuai dengan target yang telah direncanakan,

berikut di bawah ini adalah aktivitas kerja Teknologi Informasi:

The Information Technology Division’s 2014 work programs

went according to plan. Below are the work activities of the

Information Technology Division:

III. Aktivitas Kerja Teknologi Informasi Work Activities of Information Technology

Dengan adanya dukungan penuh dari PT Bank Negara Indonesia

(Persero) Tbk, BNI Syariah sebagai anak perusahaan Bank BNI

diperbolehkan untuk memanfaatkan dan mengoptimalkan

sistem teknologi informasi yang dimiliki agar dapat tumbuh

dan berkembang di tengah persaingan bisnis yang semakin

ketat. Pada tahun 2014, PT Bank Negara Indonesia (Persero) Tbk

melakukan implementasi Mobile Banking yang mengikutsertakan

BNI Syariah sehingga mobile banking yang digunakan sama

dengan sistem teknologi informasi PT Bank Negara Indonesia

(Persero) Tbk.

Pengembangan Electronic Financing Origination (eFO) yang telah

dibangun secara inhouse dilakukan secara terus-menerus untuk

memenuhi kebutuhan otomasi pemrosesan pembiayaan yang

digunakan secara online baik di kantor pusat maupun kantor

cabang. Saat ini, pengembangan sistem eFO telah digunakan

untuk otomasi pembiayaan konsumtif yang ditujukan untuk

kebutuhan reguler (Pembiayaan Griya, Multijasa, Multiguna,

Fleksi, Oto) dan otomasi pembiayaan konsumtif yang ditujukan

untuk kerja sama antara BNI Syariah dengan Multifinance (eFO

MAPS – Multifinance Administering & Processing System) serta

otomasi pembiayaan produktif (Pembiayaan Wira Usaha Syariah)

yang dapat digunakan sebagai modal kerja atau investasi.

Pengembangan eFO secara berkelanjutan juga dilakukan untuk

mengoptimalkan penggunaan sistem eFO untuk Micro Banking

dengan cara penambahan fitur-fitur baru. Seperti halnya

pada eFO untuk kebutuhan reguler, penggunaan sistem eFO

untuk Micro Banking juga terbukti dapat mempercepat proses

sekaligus melakukan mitigasi risiko dalam proses pemberian

pembiayaan mikro.

With the full support from PT Bank Negara Indonesia (Persero)

Tbk, BNI Syariah as a subsidiary was allowed to utilize and

optimize the information technology systems owned by PT

Bank Negara Indonesia (Persero) Tbk in order to grow and

thrive in the increasingly fierce competition. In 2014, PT Bank

Negara Indonesia (Persero) Tbk implemented Mobile Banking

that included BNI Syariah. Thus, BNI Syariah also used the same

Mobile Banking used by the Parent Bank.

The development of Electronic Financing Origination (eFO),

which has been built in-house, was done continuously in order

to fulfil the needs for financing processing automation that

is used online both at the head office and the branch offices.

Currently, the development of eFO system is used for the

automation of consumptive financing created for regular needs

(Griya, Multiservice, Multipurpose, Fleksi, and Oto Financing) and

consumptive financing automation aimed for the cooperation

between BNI Syariah and Multifinance (eFO MAPS – Multifinance

Administering & Processing System) as well as automation of

productive financing (Sharia Enterpreneur Financing) which can

be used as working capital or investment.

The constant development of eFO is also done to optimize the

use of eFO system for Micro Banking by adding new features.

Just like the eFO for regular needs, the use of eFO system for

micro banking has also been proven to speed up the process

as well as mitigating the risk in the process of providing micro

financing.

1. duKungan TeKnologi informaSi unTuK PengemBangan ProduK dan layanan Information Technology Support for the Development of Products and Services

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Pengembangan Sharia Link (Sharlink) sebagai middleware system

untuk kebutuhan transaksional BNI Syariah terkait dengan kerja

sama pihak ketiga guna peningkatan fee based income telah

dilakukan pada tahun sebelumnya. Sharlink terus dikembangkan

agar dapat digunakan untuk layanan transaksional seperti

layanan Student Payment Center (SPC) dan TopUp Virtual

Account. Untuk layanan Student Payment Center, Sharlink

mendukung penyediaan SPC host-to-host untuk otomasi layanan

pendaftaran maupun pembayaran uang kuliah untuk UIN Sultan

Syarif Kasim Riau dan Universitas Islam Sultan Agung Semarang.

Adapun yang masih dalam tahap pengembangan adalah

untuk Universitas Airlangga, Politeknik Kesehatan Kementerian

Kesehatan Surabaya, dan Universitas Muhammadiyah Gresik.

Selain itu, Sharlink sudah dapat digunakan untuk sistem Modul

Penerimaan Negara (MPN) Gen II, dan Sistem Komputerisasi

Haji Terpadu (Siskohat). Untuk layanan TopUp Virtual Account,

Sharlink juga sudah dilakukan pengembangan untuk

mendukung TopUp Hasanah payment. Ke depan, pemanfaatan

Sharlink akan diperluas untuk layanan transaksional maupun

non-transaksional lainnya.

Pengembangan Hasanah Payment baik desktop maupun mobile

application yang dapat digunakan oleh loket-loket mitra bisnis

BNI Syariah sehingga dapat melayani pembayaran berbagai

tagihan seperti PLN, PDAM, Telkom, Pulsa Pra bayar, dan

sebagainya sampai ke pelosok jaringan mitra. Hasanah Payment

juga dapat digunakan oleh cabang BNI Syariah untuk membuka

payment point di kantor cabang.

The development of Sharia Link (Sharlink) as a middleware

system for BNI Syariah’s transactional needs related to third-party

cooperation in increasing fee-based income had been done

in the previous year. Sharlink has been constantly developed

in order to be able to be used for transactional services such

as Student Payment Center (SPC) and TopUp Virtual Account.

For SPC, Sharlink supports the provision of host-to-host SPC

for automatic registration service as well as tuition payment

for UIN Sultan Syarif Kasim Riau and Universitas Islam Sultan

Agung Semarang. SPC for Universitas Airlangga, Politeknik

Kesehatan Kementerian Kesehatan Surabaya, and Universitas

Muhammadiyah Gresik are currently being developed.

Moreover, Sharlink can now be used for State Revenue Module

(MPN) Gen II and Integrated Hajj Computerized System

(Siskohat). Sharlink has also gone through the development to

support TopUp Hasanah Payment, a service for TopUp Virtual

Account. In the future, the use of Sharlink will be expanded to

cater to both transactional and non-transactional services.

Hasanah Payment’s desktop and mobile applications have been

developed so they may be used in the counters of BNI Syariah’s

business partners where it can be used for the payment of bills

such as PLN, PDAM, Telkom, pre-paid mobile credit, and others.

Branch offices that want to open Payment Points can also use

Hasanah Payment.

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Pengembangan Hasanah Forum dapat menjadikan komunikasi

antara kantor pusat dan cabang lebih terjalin. Demikian juga

pengembangan Service Desk Tool yang dapat menjadi salah satu

alternatif untuk cabang melaporkan permasalahan teknologi

di cabang kepada Information Technology Division serta

pengembangan Compliance Information System yang dapat

berguna bagi BNI Syariah dalam memenuhi aspek compliance

dari regulator.

Seiring dengan adanya proses spin-off BNI Syariah menjadi Bank

tersendiri, maka BNI Syariah melakukan pengembangan BIN baru

sebagai langkah untuk pemisahan BIN dengan Bank Induk. BIN

(Bank Identification Number) merupakan enam digit pertama

dari nomor kartu ATM suatu bank baik kartu debit maupun

kartu kredit yang dikeluarkan oleh Visa atau Mastercard. Dengan

kata lain, BIN adalah nomor identifikasi pemegang kartu ATM

suatu bank. Untuk BIN dengan nomor digit pertama 5 (lima)

dan 6 (enam) dikeluarkan oleh pihak Mastercard, sedangkan BIN

dengan nomor digit pertama 4 (empat) dikeluarkan oleh Visa.

Di tahun 2014, BNI Syariah telah mempunyai BIN sendiri untuk

kartu ATM Silver (521083) dan Gold (528721).

Selain itu, Information Technology Division juga memberikan

dukungan dalam pembukaan 3 Kantor Cabang, 4 Kantor

Cabang Pembantu dan 8 Kantor Fungsional. Selain itu,

Information Technology Division juga memberikan dukungan

dalam relokasi 1 Kantor Cabang.

Sepanjang tahun 2014, BNI Syariah juga telah menjalin kerja

sama dengan instansi dan universitas mengenai pelayanan

jasa perbankan, khususnya penerbitan dan pengelolaan kartu

derivatif, di antaranya yaitu SMP Nurul Ihsan, SMK IPTEK Jakarta,

Universitas Sebelas Maret Surakarta, Akademi Kebidanan

Aisyiyah Banten, Sekolah Islam Terpadu Al-Furqon Palembang,

Haji dan Umroh, UIN Ar-Raniry Banda Aceh, dan Badan

Koordinasi Majelis Ta’lim Masjid-Dewan Masjid Indonesia.

Untuk mempermudah nasabah di dalam melakukan transaksi

setoran tunai, BNI Syariah telah mengembangkan setoran tunai

formless sehingga nasabah tidak perlu mengisi formulir ketika

akan melakukan setoran tunai. Dalam rangka meningkatkan

pelayanan dan efisiensi waktu layanan, saat ini sedang dilakukan

pengembangan untuk pembukaan rekening online di mana

nasabah melakukan pembukaan rekening dengan mengisi

aplikasi elektronik pada situs resmi (website) BNI Syariah. Guna

mengakomodasi keputusan dari Kementerian Agama Republik

Indonesia bahwa dana haji harus dikelola oleh perbankan

syariah, BNI Syariah berupaya mempersiapkan sistem teknologi

untuk melaksanakan keputusan tersebut agar tetap dapat

bersaing dengan bank syariah yang lain.

The development of Hasanah Forum is beneficial in creating a

better chain of communication between the head office and

branch offices. Service Desk Tool can also be an alternative

for branch offices to report any technological difficulties

encountered to the Information Technology Division as well

as the development of Compliance Information System that is

beneficial for BNI Syariah in fulfilling compliance aspect from the

regulator.

Along with the spin-off process to become sharia bank on its

own, BNI Syariah developed a new Bank Identification Number

(BIN) as a step towards separating from Parent Bank. BIN is

the first six digits of ATM card numbers in debit and credit

cards issued by Visa or Mastercard. In other words, BIN is the

identification number of ATM cardholders. BIN with the number

5 (five) or 6 (six) as the first digit is issued by Mastercard, while

BIN with the number 4 (four) is issued by Visa. In 2014, BNI

Syariah has gained its own BIN for the Silver (521083) and Gold

(528721) ATM cards.

Moreover, the Information Technology Division also provided

support in the opening of 3 Branches, 4 Sub-branches, and 8

Functional Offices. In addition, Information Technology Division

also provided support in the relocation of one Branch Office.

Throughout 2014, BNI Syariah has established cooperation with

universities and institutions in the field of banking services,

especially derivative cards issuances and management, with

SMP Nurul Ihsan, SMK IPTEK Jakarta, Universitas Sebelas Maret

Surakarta, Akademi Kebidanan Aisyiyah Banten, Sekolah Islam

Terpadu Al-Furqon Palembang, Haji dan Umroh, UIN Ar-Raniry

Banda Aceh, dan Badan Koordinasi Majelis Ta’lim Masjid-Dewan

Masjid Indonesia.

To facilitate customers in doing cash deposit transaction, BNI

Syariah has developed formless cash deposit so that customers

do not have to fill out any form when depositing cash. In order

to increase efficiency, the bank is also developing online account

opening where customers will be able to open new accounts by

filling out electronic forms on BNI Syariah’s official website. To

accommodate the decision of the Ministry of Religious Affairs

of the Republic of Indonesia, in which hajj funds should be

managed by sharia banking, BNI Syariah has been preparing

technology systems to accommodate the decision to remain

competitive with other sharia banks.

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BNI Syariah telah mengimplementasikan Laporan Bulanan

Bank Umum Syariah (LBUS) dengan menggunakan metode

eXtensible Business Reporting Language (XBRL). Implementasi ini

mengharuskan BNI Syariah untuk melakukan perubahan metode

pelaporan yang semula berbasis format text file menjadi berbasis

formal XML dengan menggunakan metode XBRL. Selain itu,

Information Technology Division bekerja sama dengan unit bisnis

selalu berupaya untuk melakukan penambahan dan optimalisasi

fitur-fitur pelaporan pada aplikasi Business Intelligence System

(BIS), aplikasi Executive Dashboard dan aplikasi Report Delivery

Channel (RDC) guna mendukung penyediaan data baik untuk

pihak internal divisi maupun pihak eksternal BNI Syariah.

Perbaikan dan peningkatan kualitas pengamanan sistem

informasi selalu menjadi perhatian jajaran manajemen BNI

Syariah. Pengamanan sistem informasi BNI Syariah sangat

berkualitas dengan adanya dukungan dan peran serta PT Bank

Negara Indonesia (Persero) Tbk sebagai perusahaan induk.

Penggunaan IT infrastruktur bersama (sharing) dengan Bank BNI

menjadikan keamanan Pusat Data Center dan Disaster Recovery

Center BNI Syariah sangat terjamin kualitasnya guna menjaga

kesinambungan operasional perusahaan.

BNI Syariah berupaya semaksimal mungkin menyempurnakan

fitur software aplikasi pada mesin pinpad untuk segenap kantor

cabang reguler maupun kantor cabang mikro. Hal ini dilakukan

untuk mencegah tindakan penipuan pada setiap transaksi

penarikan dan transaksi transfer yang bernilai di atas Rp5 juta

dengan mewajibkan adanya verifikasi PIN nasabah pada mesin

pinpad.

BNI Syariah has implemented Sharia Banks Monthly Report

(LBUS) by using the eXtensible Business Reporting Language

(XBRL) method. This implementation requires BNI Syariah to

adjust its reporting method that was previously in text-file format

into XML-based format by using XBRL method. Furthermore,

the Information Technology Division in collaboration with

the business units are always striving to make addition and

optimization of the reporting features in Business Intelligence

System (BIS), Executive Dashboard, and Report Delivery Channel

(RDC) applications in order to support the provision of data both

for internal as well as external parties of BNI Syariah.

The quality improvement of information system security has

always been a concern for the management of BNI Syariah. The

security of BNI Syariah’s information system is highly qualified

due to the support and participation from PT Bank Negara

Indonesia (Persero) Tbk as the holding company. By sharing

the IT infrastructure with Bank BNI, the security of BNI Syariah’s

Data Center and Disaster Recovery Center’s has a very assured

quality in order to maintain the sustainability of the company’s

operations.

BNI Syariah strives to enhance application software features in

pinpad machines for branches and microbranches. This is done

to prevent fraud on withdrawal and transfer transactions above

Rp5,000,000 by requesting verification of the customer’s PIN in

the pinpad machine.

2. SiSTem informaSi manajemen Information System Managements

3. Pengamanan SiSTem informaSi Information System Secure

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Sejalan dengan pesatnya pertumbuhan jumlah pegawai

BNI Syariah, maka pemanfaatan sistem yang sesuai dengan

kebutuhan diperlukan untuk melaksanakan manajemen

sumber daya manusia yang lebih baik. Untuk memperbarui

sistem yang lama, BNI Syariah telah mengembangkan aplikasi

Human Resources Information System (HRIS) fase pertama

yaitu Organization Management, Payroll dan Personnel

Administration, fase ini telah diimplementasikan pada tahun

2012. Di tahun 2014, pengembangan aplikasi Human Resources

Information System (HRIS) berada pada fase kedua dan

ditargetkan selesai pada awal 2015 untuk kemudian memasuki

fase selanjutnya.

Along with the rapid growth in the number of employees, the

utilization of appropriate systems is necessary to implement

better management of human resources. To update the old

system, BNI Syariah has developed the first phase of Human

Resources Information System (HRIS) application, which

includes Organization Management, Payroll and Personnel

Administration. This phase had been implemented in 2012.

In 2014, the second phase of the development had been

commenced and is targeted to be completed in the beginning

of 2015.

5. manajemen SumBer daya manuSia Human Resource Management

BNI Syariah sangat menjunjung tinggi Kebijakan Penggunaan

dan Pengelolaan Teknologi Informasi (KPPTI) sebagai acuan

ketentuan internal dalam penerapan Tata Kelola Teknologi

Informasi. Hal ini bertujuan untuk memastikan bahwa

manajemen teknologi informasi yang baik telah diterapkan dan

dilaksanakan serta mempertahankan kualitas kinerja software

dan hardware. Selanjutnya, BNI Syariah secara bertahap

berupaya semaksimal mungkin untuk memperbaiki penerapan

pengembangan system development life cycle guna membangun

sistem dan produk yang berkualitas.

BNI Syariah strongly upholds the Policy of Information

Technology Utilization and Management (KPPTI) as an internal

regulatory guidance in the application of Information Technology

Governance. It aims to ensure that good management of

information technology has been applied and implemented

as well as to maintain the quality of software and hardware

performance. Furthermore, BNI Syariah gradually improves the

system development life cycle in order to build quality systems

and products.

IV. Tata Kelola dan Audit Teknologi Informasi Information Technology Governance and Audit

BNI Syariah telah mengembangkan aplikasi Risk Management

Information System (RMIS) sebagai bagian dari pelaporan

profil risiko online kepada Bank Indonesia. Pengembangan ini

merupakan kelanjutan dari fase pertama yang telah dilakukan

pada tahun sebelumnya. Penggunaan RMIS dapat memberikan

gambaran mengenai kerugian pada masa yang akan datang,

meningkatkan metode dan proses pengambilan keputusan yang

sistematis berdasarkan ketersediaan informasi, sebagai dasar

pengukuran yang lebih akurat mengenai kinerja perusahaan,

serta menilai risiko yang melekat pada kegiatan usaha BNI

Syariah.

BNI Syariah has developed Risk Management Information System

(RMIS) application as a part of online risk profile reporting to

Bank Indonesia. This development is an extension from the first

stage that had been done the previous year. The utilization of

RMIS can predict future losses, improve systematic risk-taking

method and process based on information availability, act as an

accurate standard measure for the company’s performance, as

well as measure the risk of BNI Syariah’s business activities.

4. manajemen riSiKo Risk Management

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Mengingat bahwa BNI Syariah masih menerapkan IT sharing

dengan PT Bank Negara Indonesia (Persero) Tbk, perbaikan dan

perubahan sistem akan menjadi sesuatu yang sangat berharga

apabila dilihat dari segi waktu implementasi. BNI Syariah telah

melaksanakan audit teknologi informasi dalam rangka evaluasi

dan perbaikan efektivitas proses-proses manajemen risiko,

kontrol dan good corporate governance baik dari audit internal

maupun audit eksternal, sehingga diharapkan penggunaan

teknologi informasi dapat memberikan hasil yang maksimal bagi

BNI Syariah.

Sesuai dengan Rencana Bisnis Bank yang telah disampaikan

kepada Bank Indonesia bahwa BNI Syariah pada tahun 2015

masih akan memanfaatkan sistem teknologi informasi Bank

PT Bank Negara Indonesia (Persero) Tbk (sharing) yaitu Data

Center, Disaster Recovery Center, Core Banking System dan

Selective Surrounding System. Sejalan dengan ketentuan Bank

Indonesia, BNI Syariah juga akan menerapkan sistem BI SKNBI

Next Generation untuk menggantikan sistem SKNBI yang lama.

Selain itu, BNI Syariah juga akan melakukan pengembangan

aplikasi Trade Finance untuk mendukung pengembangan bisnis

Trade Finance, pengembangan fitur-fitur produk pembiayaan,

pengembangan aplikasi Sales Activity Performance Monitoring

(SAPM) untuk memonitor antara target dan pencapaian

perkembangan Dana Pihak Ketiga (DPK) yang ada di BNI

Syariah, pengembangan General Payment System (GPS)

yang memungkinkan third party dapat mengunggah data

payment ke server BNI Syariah secara mandiri, pengembangan

Branchless Banking dalam dua tahap, di mana tahap pertama

mengintegrasikan BNI Syariah dengan third party secara online

sehingga nasabah third party dapat bertransaksi di cabang BNI

Syariah dan ATM dan tahap kedua di mana tanpa harus menjadi

nasabah BNI Syariah pelanggan dapat bertransaksi di agen-

agen, dan menyiapkan IT untuk pembukaan 1 Kantor Cabang,

1 Kantor Cabang Pembantu, 2 BNI Syariah Layanan Gerak (BLG),

5 Payment Point, serta relokasi 1 Kantor Cabang dan 1 Kantor

Cabang Pembantu.

Considering that BNI Syariah still implements IT sharing with

PT Bank Negara Indonesia (Persero) Tbk, system improvements

and changes will be very valuable in terms of implementation

time. BNI Syariah has done information technology audit both

internally as well as externally in order to evaluate and improve

the effectiveness of risk management processes, controls

and good corporate governance, thus expecting the use of

information technology to deliver maximum results for BNI

Syariah.

In accordance with the Bank Business Plan that has been

submitted to Bank Indonesia, in 2015 BNI Syariah will still be

utilizing PT Bank Negara Indonesia (Persero) Tbk’s information

technology systems, namely Data Center, Disaster Recovery

Center, Core Banking System, and Selective Surrounding System.

In line with the regulations from Bank Indonesia, BNI Syariah will

also implement BI’s SKNBI Next Generation system that replaces

the old SKNBI system. Moreover, BNI Syariah will also develop a

Trade Finance application to support the business development

of Trade Finance; develop financing products features; develop

Sales Activity Performance Monitoring (SAPM) application to

monitor the target and achievements of Third Party Fund (DPK)

in BNI Syariah; develop General Payment System (GPS) that

enables third parties to upload payment data to BNI Syariah’s

server independently; develop Branchless Banking in two steps

– first is integrating BNI Syariah with third parties so the latter

may do transactions in BNI Syariah branches and ATM, and

second is enabling non-customers to do transactions in agents;

and prepare the IT system for the opening of 1 Branch, 1 Sub-

branches, 2 BNI Syariah’s Mobile Service, 5 Payment Points, and

the relocation of 1 Branch and 1 Sub-branches.

V. Rencana ke Depan Future Plan

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PemaSaran Marketing

Tahun 2014, BNI Syariah mengangkat corporate campaign

dengan tema Hasanah. Hasanah yang berarti kebajikan

merupakan prinsip dasar BNI Syariah dalam memberikan

layanan perbankan bagi nasabahnya. Dengan membumikan

nilai-nilai Hasanah dalam seluruh sendi kehidupan, diharapkan

dapat membawa Indonesia yang lebih maju dan bermartabat.

Corporate Campaign Hasanah Titik! dilakukan melalui media-

media yang bersifat Above The Line (ATL) di antaranya Koran

Kompas, Koran Jawa Pos, MetroTV, Trans TV, detik.com, dan

lain-lain.

Selain itu, untuk menunjang kegiatan-kegiatan pemasaran

dan pertumbuhan produk, jasa, maupun layanan BNI Syariah,

fungsi marketing communication juga diterapkan melalui

kegiatan-kegiatan promosi yang bersifat Below The Line (BTL).

Di antaranya melalui kegiatan pameran/expo, support marketing

collateral cabang, dan ikut serta dalam kegiatan iB Vaganza yang

diselenggarakan di beberapa kota. Seluruh program tersebut

dilakukan untuk memperkuat value brand Hasanah BNI Syariah.

BNI Syariah selalu berusaha untuk melibatkan nasabah/calon

nasabah untuk berbuat Hasanah dalam setiap rangkaian

kegiatan promosi maupun kegiatan CSR yang dilakukan oleh

seluruh jaringan kantor cabang BNI Syariah. Dengan demikian

nasabah/calon nasabah diharapkan dapat membawa kebaikan

bagi sesama sehingga hasanah dunia dan akhirat dapat dicapai.

Dalam rangka mendekatkan diri dan bersentuhan langsung

dengan nasabah dan calon nasabah, BNI Syariah juga hadir lebih

dekat melalui BNI Syariah Layanan Gerak yang senantiasa siap

melayani kebutuhan transaksi perbankan masyarakat. Demikian

pula dengan penggunaan sosial media sebagai sarana untuk

menyapa lebih dekat lagi kepada nasabah dan masyarakat,

sehingga terjadi kedekatan emosional yang kuat, serta

pengenalan produk yang memadai.

In 2014, BNI Syariah used a corporate campaign with the theme

of Hasanah. Hasanah, which means goodness, is a core principle

of BNI Syariah in providing banking services to its customers.

By implementing the Hasanah values in all aspects of life, it

is expected to bring Indonesia forward. The Hasanah Titik!

corporate campaign was done through above-the-line (ATL)

media, for instance Kompas Newspaper, Jawa Pos Newspaper,

Metro TV, Trans TV, detik.com, etc.

In order to support the marketing and the growth of products

and services of BNI Syariah, marketing communication function

was also implemented through Below-The-Line (BTL) promotional

activities such as exhibition/expo, branches’ support marketing

collateral, and taking part in iB Vaganza activities that was held

in several cities. These programs were done to strengthen the

hasanah brand value of BNI Syariah.

BNI Syariah constantly tries to involve its customers and

prospective customers to be Hasanah by participating in every

promotional and CSR activities that are done by BNI Syariah’s

entire network of branches. This is done so customers and

prospective customers can bring goodness to others so that

Hasanah in the world and afterlife may be achieved.

In order to minimize the gap and be involved directly with the

customers and prospective customers, BNI Syariah is also present

through BNI Syariah’s Mobile Service that is always ready to take

care of the community’s transactional banking needs. Similarly,

the use of social media serves as a way to be closer to the

customers and community so that strong emotional connection

and product knowledge will be built.

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Realisasi Kegiatan Activities Realization

1. Brand Brand

a. Kampanye marketing communication yang dilandaskan

pada corporate campaign Hasanah Titik! berdasarkan

nilai-nilai Hasanah sesuai syariah.

b. Kampanye tematik program promosi melalui kegiatan

expo/event bulanan bersama Working Group Marcom

iB di kegiatan iB Vaganza tahun 2014, yang telah

dilaksanakan di 10 kota di antaranya Yogyakarta,

Bandung, Lampung, Tangerang, Batam, Depok, Bekasi,

Pekanbaru, Jambi dan Malang yang telah menghasilkan

pencapaian sebanyak 38.382 NoA Tabungan dan

Pembiayaan dengan nominal sebesar Rp122 miliar.

c. Menjadi sponsor utama pada Islamic Book Fair

sebagai event dengan jumlah pengunjung terbesar.

Islamic Book Fair merupakan sarana yang tepat untuk

memperkenalkan kehadiran BNI Syariah dengan

kampanye “Hasanah Titik!”. Layanan yang diberikan

selama pameran tersebut memudahkan masyarakat dan

penerbit untuk melakukan transaksi mereka antara lain

dengan penyediaan lima unit mobil BNI Syariah Layanan

Gerak.

a. Marketing communication campaigns that are based on

Hasanah Titik! corporate campaign that goes in line with

sharia’s Hasanah values.

b. Thematic campaign of promotion programs through

monthly events/expo with Working Group Marcom iB in

2014 iB Vaganza that was commenced in 10 cities such

as Yogyakarta, Bandung, Lampung, Tangerang, Batam,

Depok, Bekasi, Pekanbaru, Jambi, and Malang that

created an achievement of 38,382 numbers of Savings

and Financing with the total of Rp122 billion.

c. Became the main sponsor of Islamic Book Fair, an event

with the biggest amount of visitors. Islamic Book Fair

was the right means to introduce BNI Syariah’s presence

with its Hasanah Titik! campaign. Services provided

during the event facilitated the visitors and publishers’

transactions by providing five units of BNI Syariah’s

Mobile Service Vehicles.

2. Channel Channel

a. Di tahun 2014, BNI Syariah menambah outlet mikro di

wilayah-wilayah yang potensial.

b. BNI Syariah juga memanfaatkan jaringan kantor PT Bank

BNI (Persero) Tbk melalui layanan Sharia Channeling

Office (SCO).

c. Pemanfaatan sosial media seperti Facebook dan Twitter

sebagai sarana marketing dan branding.

a. In 2014, BNI Syariah added micro outlets in potential

areas.

b. BNI Syariah also made use of PT Bank BNI (Persero) Tbk’s

office network through the Sharia Channeling Office

(SCO).

c. The use of social media such as Facebook and Twitter for

marketing and branding.

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Berbagai kegiatan marketing communication dan realisasi

peningkatan kualitas layanan yang semakin baik, membuat

beberapa brand produk BNI Syariah mendapatkan penghargaan

dari pihak ketiga sebagai berikut:

1. Karim Consulting - The 10th Islamic Finance Award 2nd

Rank Top Growth Funding Islamic Full Fledge Bank (BUKU 2)

2. Majalah Infobank - Infobank Digital Award Peringkat 3

Digital Brand Tabungan Bank Umum Syariah


Digital Brand KPR Syariah


Digital Brand Deposito Bank Umum Syariah


Digital Brand Bank Umum Syariah

6. Majalah SWA - Indonesia Middle Class Moslem Brand

Champion 2014 product category Sharia Savings

7. Majalah SWA - Indonesia Middle Class Moslem Brand

Champion 2014 product category KPR Sharia

8. Markplus - Silver Champion of Indonesia WOW Brand 2014

Category : Saving Account – Islamic Bank


Category : Mortgage – Islamic Bank

10. Koran Tempo - Indonesia Banking Award 2014 kategori The

Most Reliable Bank

11. The Most Favourite Bank for Sharia Financing – Housing

Estate Favourite KPR awards 2014

Various marketing communication activities and the realization

of quality service improvement won several product brands of

BNI Syariah awards from third parties:

1. Karim Consulting - The 10th Islamic Finance Award 2nd

Rank Top Growth Funding Islamic Full Fledge Bank (BUKU 2)

2. Infobank Magazine - Infobank Digital Award 3rd Rank Digital

Brand General Sharia Savings Bank

3. Infobank Magazine - Infobank Digital Award 1st Rank Digital

Brand Sharia KPR

4. Majalah Infobank - Infobank Digital Award 1st Rank Digital

Brand General Sharia Deposits Bank

5. Infobank Magazine - Infobank Digital Award 3rd Rank Digital

Brand General Sharia Bank

6. SWA Magazine - Indonesia Middle Class Moslem Brand

Champion 2014 for Sharia Savings product category

7. SWA Magazine - Indonesia Middle Class Moslem Brand

Champion 2014 for Sharia KPR product category


Category: Saving Account – Islamic Bank


Category: Mortgage – Islamic Bank

10. Koran Tempo - Indonesia Banking Award 2014 kategori The

Most Reliable Bank

11. The Most Favourite Bank for Sharia Financing – Housing

Estate Favourite KPR Awards 2014

Penghargaan Marketing Communication Marketing Communication Awards

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Sejak tahun 2013, BNI Syariah melakukan pemisahan proses

pencairan (disbursement) pembiayaan dari proses persetujuan

pembiayaan. Pencairan pembiayaan dilakukan oleh unit

independen yang tidak terkait langsung dengan proses

persetujuan pembiayaan. Hal ini dilakukan untuk menjamin

independensi atas terpenuhinya syarat-syarat pencairan yang

ditetapkan oleh pemutus pembiayaan.

Unit yang menangani proses pencairan pembiayaan adalah Unit

Administrasi Pembiayaan. Unit Administrasi Pembiayaan berada

di Kantor Pusat di bawah supervisi Operational Division dan di

Kantor Cabang di bawah supervisi Operational Manager. Unit

Administrasi Pembiayaan pada Kantor Cabang berada di bawah

supervisi Operational Division untuk menjamin independensi

pemutus pencairan dari Unit Bisnis Cabang.

Unit Administrasi Pembiayaan juga memiliki fungsi penunjang

pembiayaan, antara lain:

1. Melakukan analisis legalitas dokumen, agunan, perizinan

dan aktivitas terkait pemberian pembiayaan.

2. Melakukan akad dan pengikatan agunan.

3. Mengelola dokumen-dokumen pembiayaan.

Dengan dilakukannya pemisahan proses pencairan pembiayaan

dari unit yang menangani proses persetujuan pembiayaan, maka

kolektibilitas pembiayaan BNI Syariah terjaga pada level di atas

98% (gross). Kolektibilitas gross tahun 2014 sebesar 98,14%

(gross) sama dengan tahun 2013.

Since 2013, BNI Syariah carried out the separation process of

financing disbursement from the financing approval process.

Financing disbursement is carried out by an independent unit

that is not directly related to the financing approval process.

This is done to ensure the independence upon fulfillment of the

conditions set by the decision maker of financing disbursement.

Unit that handles the process of financing disbursement is

Financing Administration Unit. Financing Administration Unit

OF Head Office is under the supervision of Operational Division

and in Branch Office is under the supervision of Operational

Manager. Financing Administration Unit at the Branch Office

is under the supervision of Operational Division to ensure the

independence of the disbursement decision maker from the

Branch Business Unit.

Financing Administration Unit also has a financing supporting

function, among others:

1. Analyze the legality of document, collateral, licensing and

activities related to the provision of financing.

2. Perform akad (contract) and agreement of collateral.

3. Manage the financing documents.

The separation of financing disbursement process from the

unit that handles the financing approval process has led to the

achievement of BNI Syariah’s financing collectibility which was

maintained above the level of 98% (gross). Gross collectibility in

2014 amounted to 98.14 (gross) equal to 2013.

Administrasi PembiayaanFinancing Administration

Cakupan aktivitas operasional di BNI Syariah antara lain meliputi:

1. Terselenggaranya aktivitas operasional transaksi perbankan

dengan aman, lancar dan efisien. Operasional transaksi

perbankan antara lain meliputi aktivitas pelayanan uang

tunai, pemindahbukuan dan transaksi melalui kartu serta

electronic banking, baik internal bank maupun antar bank.

2. Terjaminnya keberlangsungan operasional kantor walaupun

dalam kondisi terjadinya gangguan, baik gangguan teknis

maupun bencana alam.

3. Menjaga kualitas pembiayaan bank dari risiko operasional

yang mungkin terjadi.

Coverage of operation activities in BNI Syariah, among others,

include:

1. 1. Safe, smooth, and efficient implementation of banking

transactions. Operation of banking transaction, among

others, includes the activities of cash service, transfer and

card transaction as well as electronic banking, both in

bank’s internal and inter-bank.

2. Ensure the sustainability of office operations despite the

interference, either technical problem or natural disaster.

3. Maintain the bank’s financing quality from potential

operation risk.

PengemBangan oPeraSionalOperational Development

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Sentra Kas bertanggung jawab dalam mengelola kas seluruh

Cabang pada level yang aman namun optimal, serta melakukan

monitoring posisi kas cabang-cabang. Sentra Kas juga memfasilitasi

proses pendistribusian kelebihan persediaan kas (remise) dan

kekurangan persediaan kas (supply).

Pengelolaan kegiatan remise dan supply di Sentra Kas bertujuan

untuk:

1. Mengoptimalkan pengelolaan kas cabang-cabang dalam

pemenuhan kebutuhan uang nasabah.

2. Memelihara pagu kas cabang dalam level yang aman serta

optimal, sehingga meminimalkan idle cash.

Hasil program penyempurnaan dengan adanya Sentra Kas yaitu:

1. Jaminan ketersediaan uang di Sentra Kas untuk pemenuhan

kebutuhan nasabah.

2. Adanya optimalisasi pengelolaan pagu kas cabang.

3. Peningkatan saldo Giro Direksi dari hasil remise Sentra Kas ke

bank lain yang dapat dimanfaatkan untuk pengembangan

bisnis perusahaan.

Cash Center is responsible in managing the cash of entire

Branches in a safe and optimum level, as well as monitoring

the cash posisition in branches. Cash Center also facilitates the

process of distributing cash inventory surplus (remise) and Cash

inventory shortage (supply).

The management of remise and supply activity in Cash Center is

aimed for:

1. To optimize the cash management of branches to meet the

customer’s need on money.

2. Maintain the limit of branch cash in a safe and optimum

level to minimize idle cash.

The result of improvement program due to the implementation

of Cash Center namely:

1. Guarantee of cash availability in Cash Center to meet the

customer’s need.

2. Optimization of branch cash limit management.

3. Increase in the balance of Board of Directors’ Current

Account as a result of remise in Cash Center to other bank

which could be used for the development of company’s

business.

Appraisal Center is an unit that has the function to appraise

the collateral which is directly affected the limit of financing

provision.

For the improvement of business processes and in order

to improve the quality of collateral appraisal result, the

implemented activies are as follows:

1. Improve the competence through external training of

collateral appraisal using the standard of Indonesian Society

of Appraisers (MAPPI) so that the Appraisal Center Unit

could develop collateral appraisal system and the similar

appraisal method of External Appraisers or Public Appraisal

Services (KJPP). This was carried out in April-June 2014 to

protect the interests of BNI Syariah in terms of collateral

appraisal.

2. In order to maintain a quality and standard level of collateral

appraisal service, Cash Center continued to maintain the

ratio of employees to application per day at 1:5.

3. Coordinated with the related Division and Branches by

opening the appeal process on collateral appraisal process

conducted by Appraisal Center Unit. This is done to provide

Sentra Kas Cash Center

Sentra Taksasi merupakan unit yang berfungsi melakukan

penilaian agunan yang berpengaruh langsung terhadap plafon

pemberian pembiayaan.

Untuk penyempurnaan proses bisnis dan dalam rangka

peningkatan kualitas atas hasil penilaian agunan maka dilakukan

aktivitas-aktivitas sebagai berikut:

1. Pada bulan April-Juni 2014, dilakukan peningkatan

kompetensi melalui pelatihan-pelatihan eksternal penilaian

agunan dengan menggunakan standar Masyarakat Profesi

Penilai Indonesia (MAPPI) sehingga Appraisal Center Unit

dapat mengembangkan sistem penilaian agunan yang

berlaku dan metodenya sama dengan penilaian dari Penilai

Eksternal atau Kantor Jasa Penilai Publik (KJPP). Hal ini

dilakukan untuk melindungi kepentingan BNI Syariah dalam

hal penilaian agunan.

2. Dalam rangka menjaga standar tingkat layanan dan kualitas

penilaian agunan, Sentra Kas senantiasa menjaga rasio

pegawai dibanding aplikasi per hari sebesar 1:5.

3. Berkoordinasi dengan Divisi dan Cabang-cabang terkait

dengan membuka alur proses banding atas proses penilaian

agunan yang dilakukan oleh Appraisal Center Unit. Hal ini

Sentra TaksasiAppraisal Center

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dilakukan untuk memberikan kesempatan pada Cabang

untuk meminta review hasil penilaian agunan disertai dengan

data-data pendukung atas objek agunan yang akan dibiayai.

4. Peningkatan koordinasi dan harmonisasi dengan segenap

Cabang dan divisi bisnis yang membawahi Cabang dalam hal

penilaian agunan seperti sosialisasi metode penilaian agunan,

meeting internal dan pengembangan analisis price list.

5. Evaluasi atas proses penilaian yang dilakukan oleh Kantor

Jasa Penilai Publik (KJPP) atau independent appraisal.

Hasil Program Penyempurnaan Proses Bisnis yang dilakukan pada

Sentra Taksasi yaitu:

1. Adanya peningkatan kualitas penilaian agunan dan persepsi

yang sama atas hasil proses penilaian agunan.

2. Adanya peningkatan penyamaan persepsi dan komunikasi

yang berjalan baik antara cabang-cabang se-Jabodetabek

dengan appraisal center.

3. Adanya posisi Appraisal Center Head yang khusus menangani

evaluasi Kantor Jasa Penilai Publik (KJPP), banding appraisal

dari cabang, analisis price list developer dan pengembangan

sistem evaluasi Kantor Jasa Penilai Publik (KJPP).

4. Terjaganya SLA atas proses penilaian agunan.

5. Appraisal Center Unit memiliki database harga rumah di

area se-Jabodetabek sehingga risiko penilaian agunan lebih

termitigasi.

Sertifikasi yang dimiliki oleh BNI Syariah terkait kebijakan Sentra

Taksasi antara lain adalah:

1. Sertifikasi untuk Financing Administration Head (FAH) yang

ada di cabang-cabang reguler.

2. Sertifikasi untuk penilai dan penyelia pada Appraisal Center Unit.

3. Pelatihan-pelatihan eksternal terkait penilaian agunan,

aspek legal dan proses pembiayaan komersial.

Sasaran Strategi Untuk Tahun 2015

1. Penambahan Appraisal Center di area luar Jabodetabek.

Rencana penambahan appraisal center di area luar

Jabodetabek merupakan strategi peningkatan kualitas

penilaian agunan di luar area Jabodetabek khususnya

yang menjadi area monitoring Operational Division (OPD).

Tentunya penentuan daerah Appraisal Center Unit di luar

Jabodetabek melalui proses kajian yang mendalam dengan

melihat dari berbagai aspek dan sejalan dengan kebijakan

manajemen yang dicanangkan melalui “Strive for Quality”.

2. Peningkatan kompetensi, keterampilan dan knowledge

karyawan.

Sumber daya manusia merupakan aset penting bagi

perusahaan sehingga untuk menjaga kesinambungan

perjalanan bisnis BNI Syariah maka diperlukan adanya

peningkatan kompetensi, keterampilan dan pengetahuan

pegawai melalui program pelatihan yang terukur dan efektif.

opportunities for the Branch to request the review of

collateral appraisal result complemented with supporting

data of collateral object which will be financed.

4. Improvement of coordination and harmonization with

the entire Branches and business division which oversee

the Branch in terms of collateral appraisal such as the

socialization of collateral appraisal method, internal

meeting, and development of price list analysis.

5. Evaluation on appraisal process conducted by Public

Appraisal Services (KJPP) or independent appraisal.

The result of Business Process Development Program which is

carried out in Appraisal Center is as follows:

1. Improvement in the quality of collateral appraisal and the

similar perception on the result of collateral appraisal process.

2. improvement of in-line perception and good

communication between branches in Jabodetabek area and

appraisal center.

3. Position of Appraisal Center Head to particularly handles the

evaluation of Public Appraisal Services (KJPP), appraisal appeal in

branch office, analysis of price list developer and development

of Public Appraisal Services (KJPP) evaluation system.

4. Maintained the SLA of collateral appraisal process.

5. Appraisal Center Unit has database of house price in

Jabodetabek area, thus the collateral appraisal risk could be

more mitigated.

Certifications regarding the policy of Appraisal Center owned by

BNI Syariah, among others, are as follows:

1. Certification for Financing Administration Head (FAH) in

regular branches.

2. Certification for appraiser and supervisor in Appraisal Center Unit.

3. External trainings regarding the assessment of collateral,

legal aspect and commercial financing process.

Strategy Target in 2015

1. Addition of Appraisal Center outside the area of

Jabodetabek.

The plan of appraisal center addition outside the area

of Jabodetabek is a strategy to improve the quality of

collateral appraisal outside Jabodetabek which becomes

the monitoring area of Operational Division (OPD). The

process of determining the area of Appraisal Center Unit

outside Jabodetabek was made based on a comprehensive

study by looking from several aspects and in line with the

management policy set in “Strive for Quality”.

2. Improvement of employee’s competence, skill, and

knowledge.

Human resources is the most important asset for the

company. Hence, the improvement of employee’s

competence, skill, and knowledge through a measured

and effective training program is required to maintain the

continuity of BNI Syariah’s business growth.

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BNI Syariah menyadari bahwa kualitas layanan adalah hal yang

secara signifikan menunjang bisnis. Layanan dalam perbankan

modern menjadi suatu keharusan, sehingga BNI Syariah

mengembangkan budaya layanan menjadi bagian dari budaya

perusahaan.

BNI Syariah telah menyusun beberapa strategi dalam upaya

peningkatan layanan, antara lain:

• Melakukanstandarisasilayanandiseluruhoutletuntuk

meningkatkan kepuasan nasabah.

• Membuatsistempenilaiankualitaslayananyangjelasdan

terukur yang meliputi kualitas layanan cabang maupun

individual frontliner.

• Meningkatkanservice skill dan product knowledge

dengan memberikan pelatihan kepada frontliner beserta

supervisornya secara berkesinambungan.

• Membentukservice pool of talent.

• Meningkatkankemampuansupervisordalampengawasan

pelaksanaan standar layanan terhadap bawahan dan

pengembangan kompetensi bawahan.

• Menyempurnakanprosespenyelesaiankomplainmelalui

sentralisasi penyelesaian aplikasi komplain nasabah.

• Meningkatkanbudayalayanan.

• Meningkatkanproseskerjapelaporanservice quality.

• Memberikanapresiasiterhadappencapaianpeningkatan

kualitas layanan dalam program tahunan berupa Apresiasi

Layanan Cabang (ALC).

Sedangkan pada upaya untuk meningkatkan kepuasan nasabah,

BNI Syariah menjalin kerja sama dengan PT Bank Negara

Indonesia (Persero) Tbk:

• Meningkatkan fungsi syariah channeling outlet yang

mengacu pada Service Level Agreement (SLA).

• Meningkatkan kerja sama dengan call center PT Bank

Negara Indonesia (Persero) Tbk dalam memenuhi

kebutuhan nasabah yang disampaikan melalui telepon.

• Mengoptimalkan penggunaan electronic channel dalam

bertransaksi.

BNI Syariah realizes that the service quality is a significant thing

to support business. Services in a modern banking is a must,

so that BNI Syariah will develop service culture as a part of

company’s culture.

In terms of improving services quality, BNI Syariah has developed

several strategies as follows:

• Standardizationofservicesinalloutletstoincreasecustomer

satisfaction.

• Creatingservicequalityassessmentsystemthatisclearand

measurable which covers the quality of branch’s services and

individual frontliner.

• Improvingserviceskillandproductknowledgebyproviding

training to the frontliner and supervisor in sustainable

manner.

• Establishingservicepooloftalent.

• Improvingsupervisors’abilitytomonitortheimplementation

of service standards to subordinates and subordinate

competence development.

• Improvingsettlementofcomplaintsthroughcentralizationof

customer complaints application settlement.

• Fosteringacultureofservice.

• Improvingtheworkingprocessofreportingonservicequality

• Providinganappreciationtowardtheachievementof

improved quality of services in the annual program of Branch

Services Appreciation (ALC).

In terms of improving customer satisfaction, BNI Syariah

cooperates with PT Bank Negara Indonesia (Persero) Tbk in the

following attempts:

• Improvingthefunctionofsyariahchannelingoutletwhich

refers to Service Level Agreement (SLA).

• ImprovingcooperationwithcallcenterofPTBankNegara

Indonesia (Persero) Tbk in meeting the needs of customers

that is delivered by telephone.

• Optimizingtheuseofelectronicchannelintransaction.

Peningkatan Kualitas LayananQuality of Service Award

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Penghargaan Kualitas Layanan Quality of Service Award

Survei Kepuasan Nasabah Customer Satisfaction Survey

Kategori PenghargaanAward Categories

lemBaga SurveiSurvey Institute

Excellence Service Experience Award

The Best Customer Choice

Wow Service Excellent Monitoring Syariah regional Semarang, Yogyakarta, Surabaya Dharmawangsa, Bandung, Solo, dan Pekanbaru

Bank Service Excellent Monitoring

CCSL

Karim Consulting

Mark Plus

MRI

no

1

2

3

4

Bertepatan dengan Milad BNI Syariah yang ke-4 , BNI Syariah

melakukan survei terkait persepsi nasabah mengenai layanan BNI

Syariah. Survei internal ini menggambarkan nasabah merasakan

peningkatan layanan yang secara terus menerus dilakukan oleh

BNI Syariah. Hasil survei tersebut mendorong tim layanan BNI

Syariah untuk terus melakukan continuous improvement dalam

mendapatkan loyalitas nasabah. Hasil survey kepuasan nasabah

yang dilakukan kepada kurang lebih 800 responden adalah

sebagai berikut:

Coinciding with the 4th anniversary of BNI Syariah, BNI

Syariah conducted a survey related to customers’ perception

regarding BNI Syariah services. This internal survey illustrates

that the customers feel the continuous improvement in services

conducted by BNI Syariah. The survey results encourage BNI

Syariah service team to do continuous improvement in gaining

customer loyalty. The result of customer satisfaction survey

conducted on 800 respondents more or less, are as follows:

Bagaimana menurut anda mengenai layanan petugas Bni Syariah?what do you think about the services of Bni Syariah’s officer?

dari mana anda mengenal Bni Syariah?how do you know Bni Syariah?

Bagaimana menurut anda mengenai produk Bni Syariah yang anda gunakan saat ini?

what do you think about the products of Bni Syariah?

0

100

Sangat BurukVery Poor

Sangat BaikVery Good

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BurukPoor

SedangFair

Baik Good

200

300

400

Sangat BurukVery Poor

Sangat BaikVery Good

BurukPoor

SedangFair

Baik Good

0

100

200

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400

500

0

50

100

150

Family/Relative

Marketing

TV

Radio

Billboard/Brochure

Branch Offices

Website/Internet/Social Network

Newspaper

Jum

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Tot

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250

300

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Program Pening-Katan

KualitaS layanan

Service Quality

Improvement Program

tujuan Program

Program Objectives

realiSaSi ProgramRealization

Penghar-gaanAward

uPaya yang telah dilaKuKan

Efforts

targetTarget

aSPeK layananAspects of

Sevice

Branch Service Monitoring


Meningkatkan perbaikan kualitas layanan khususnya aspek fisik layanan

Improving the quality of services, particularly in the physical aspects of services

Meningkatkan perbaikan kualitas layanan telepon

Improving phone service quality

Suprising Visit

Suprising Visit

Mystery Call

Mystery Call

Excellence Service Experience Award 2011BISNIS INDONESIA


Pengecekan langsung ke setiap cabang khusus Jabodetabek terkait aspek fisik layanan (gedung, kenyamanan banking hall, toilet, ATM, peralatan banking hall)

Direct checking to every branches of services in Jabodetabek related to physical aspects (building, banking hall convenience, restrooms, ATMs, banking hall equipment)

Melakukan rekrutmen dan pembinaan mahasiswa magang untuk melakukan survei layanan telepon seluruh KC/KCP/KK

Recruiting and training students interns to conduct surveys on telephone services through KC/KCP/KK

Keseragaman aspek fisik layanan di setiap outlet BNI Syariah dan peningkatkan kualitas layanan telepon pada score 75

Uniformity of the physical aspects of the service at any BNI Syariah outlet and enhancing the quality of telephone service on 75 scores

Premises

Premises

People

People

tahunYear

2011

GREAT(Greeting, Relationship, Empathy, Attention & Trust)



Membangun budaya layanan pada frontliner

Fostering the culture of service on the frontliner

Meningkatkan perbaikan kualitas layanan khususnya aspek fisik layanan dan standar layanan sikap frontliner dalam melayani nasabah

Improving the quality of services particularly in the physical aspects and the standard of frontliner

Kampanye GREAT den-gan meng-gunakan pin GREAT secara massal

Socialize the campaign by using GREAT pin together

Suprising Visit

Suprising Visit

The Best Service Experience Award by MarkPlus untuk wilayah Surabaya Dharma-wangsa dan Balikpapan

The Best Service Expe-rience Award by MarkPlus in Surabaya, Dharma-wangsa and Balikpapan

Pembentukan dan launching nilai layanan “GREAT”

Formation and launching value of services “GREAT”

Pengecekan langsung ke setiap cabang khusus Jabodetabek terkait aspek fisik layanan (gedung, kenyamanan banking hall, toilet, ATM, peralatan banking hall) dan standar layanan sikap (mengawali, selama dan mengakhiri layanan) dan pembaharuan kertas kerja

Keseragaman aspek fisik layanan di setiap outlet BNI Syariah dan peningkatkan kualitas layanan telepon pada score 80

Uniformity of the physical aspect of services in every outlet of BNI Syariah and improving the quality of telephone services at the soce of 80

Intangible/Promotion

Intangible/Promotion

Premises

Premises

2012

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KualitaS layanan

Service Quality

Improvement Program

tujuan Program

Program Objectives


Penghar-gaanAward


Efforts

targetTarget


Sevice

Sistem Penilaian Kualitas Layanan Cabang

Branch Quality Assessment Service System



Meningkatkan kualitas layanan cabang pada aspek fisik dan non fisik

Improving the quality of branch services on the physical and non-physical aspects

Memonitoring pelaksanaan standar layanan di KC/KCP/KK

Monitoring the implementation of service standards in KC/KCP/KK



Sistem penilaian kinerja kualitas layanan cabang 2013

Branch service quality performance appraisal system in 2013

Internal Mystery Shopper


Mystery Call

Mystery Call

Good Excellence Service Experience Award 2013BISNIS INDONESIA

Good Excellence Service Experience Award 2013BISNIS INDONESIA

Direct checking to every branches of services in Jabodetabek related to physical aspects (build-ing, banking hall convenience, restrooms, ATMs, banking hall equipment) and the standard attitude of services (at the begin-ning, during, and at the end of services) and the renewal of paperwork

Membuat sistem penilaian kualitas penilaian yang jelas dan terukur untuk kualitas layanan cabang

Creating quality assessment system that is clear and measurable for the branch services quality

Pengecekan langsung ke setiap cabang khusus Jabodetabek terkait aspek fisik dan non fisik layanan oleh tim layanan dan merekrut /membina mahasiswa magang untuk menjadi mystery shopper dan pembaharuan kertas kerja

Direct checking to every particular branch in Jabodetabek related with the physical and non-physical aspects of services by the service


Recruiting and training students interns to conduct surveys on telephone services through KC/KCP/KK

Peningkatan kualitas layanan cabang (aspek fisik dan non fisik) pada score 80 NON JABODETABEK dan 85 JABODETABEK, dan pencapaian peringkat 5 untuk survei BSEM MRI-Info Bank

Improved quality of branch services (physical and non-physical aspects) at the score of 80 in NON JABODETABEK and 85 in JABODETABEK, and achievement rating of 5 for the BSEM MRI-Info Bank Survey.

People

People

Premises dan People

Premises and People

People

People

tahunYear

2013

services attitude in serving the customers

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Sevice

Meningkatkan kompetensi frontliner terhadap pelaksanaan standar layanan, produk, service, proses, kebijakan perusahaan prosedur kerja dan pengamanan transaksi

Improving the frontline com-petence on the implementation of service stand-ards, products, services, processes, work procedures company policies and transaction security



Calling Test

Calling Test

Mystery Call

Mystery Call

Sharing Session

Sharing Session

Net Promoter Customer Loyality Award 2013Net Promoter GoodMajalah SWA

Net Promoter Customer Loyality Award 2013Net Promoter GoodSWA Magazine

Bank Sevice Exellence Monitoring Peringkat 4 BUS by MRI-majalah INFO BANK

Bank Sevice Exellence Monitoring

team and recruiting/training intern students to become a mystery shopper and the renewal of the paperwork

Merekrut PKWT untuk melaksanakan survei kompetensi frontliner yang meliputi OM, Supervisor layanan, Teller, CS dan Satpam pada 49 KC/KCP/KK melalui telepon

Recruiting PWKT to carry out a frontliner competence survey which includes OM, Supervisor sevice, Teller, CS and Guard on 49 KC/KCP/KK by phone


Recruiting and training students interns to conduct surveys on

Membuat materi sharing session secara berkala terkait produk, service, standar layanan, pelaksanaan pengamanan transaksi serta kebijakan perusahaan terkait operasional yang menjadi tanggung jawab frontliner

Creating a sharing session periodically related to product, service, service standard, implementation of transaction security and also companies policies regarding operational that is frontliner responsibility

People

People

People

People

People

People

tahunYear

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KualitaS layanan

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Improvement Program

tujuan Program

Program Objectives


Penghar-gaanAward


Efforts

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Sevice

Membangun semangat layanan

Improving the passion of service


Improving branch quality of service on the physical and non-physical aspects

Meningkatkan kualitas layanan dan knowledge frontliner

Improving the quality of service and frontliner knowledge

Seragam Batik FL

Batik uniform FL

BPP Standar Layanan

CPP Standard service

Saleskit Online

Saleskit Online

4th place BUS by MRI- INFO BANK magazine

telephone services through KC/KCP/KK

Pengadaan dan Penggantian Seragam FL

Procurement and replacement of FL uniform

Pembuatan Buku pedoman standar layanan

Creating the standard of services handbook

Pembuatan saleskit online yang mengikuti kertas kerja/alur kerja

Creating saleskit online which follows the paperwork/workflow

People

People

People

People

People

People

tahunYear

GREAT

GREAT

BPP Standar Layanan

CPP Standard Service

Saleskit Online

Saleskit Online

Sistem Penilaian Kualitas Layanan Cabang

Branch Quality Assessment Service System




Improving the quality of branch services on the physical and non-physical aspects

Memonitoring pelaksanaan standar layanan di KC/KCP/KK

Monitoring the implementation of service standards in KC/KCP/KK

Sistem penilaian kinerja kualitas layanan cabang 2014

Branch service quality performance appraisal system in 2014




Excellence Service Experience Award 2014BISNISINDONESIA

Membuat sistem penilaian kualitas penilaian yang jelas dan terukur baik kualitas layanan cabang maupun individual frontliner

Creating quality assessment system that is clear and measurable for the branch services quality and individual frontliner

Merekrut dan membina mahasiswa magang pada semester 1 untuk melakukan pengecekan langsung ke setiap cabang seluruh KC/KCP/KK terkait aspek fisik dan non fisik layanan dan menggunakan jasa vendor pada semester 2 serta pembaharuan kertas kerja

Peningkatan kualitas layanan cabang (aspek fisik dan non fisik) pada score 85 NON JABODETABEK dan 90 JABODETABEK, dan pencapaian peringkat 4 untuk survei BSEM MRI-Info Bank

Improved quality of branch services (physical and non-physical aspects) at the score of 85 in NON JABODETABEK and 90 in JABODETABEK, and achievement rating of 4 for the BSEM MRI-Info Bank survey.

People

People

People

People

2014

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Improvement Program

tujuan Program

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Penghar-gaanAward


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targetTarget


Sevice

Meningkatkan kompetensi frontliner terhadap pelaksanaan standar layanan, produk, service, proses, kebijakan perusahaan prosedur kerja dan pengamanan transaksi

Improving the frontline com-petence on the implementation of service standards, products, services, processes, work procedures company policies and transaction security

Calling Test

BNI Syariah - T u o 201 Performance Business and Operational … · 2017. 10. 2. · Business and...

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Transcript of BNI Syariah - T u o 201 Performance Business and Operational … · 2017. 10. 2. · Business and...