pengembangan teknologi informasi dan operasional

{ 108 } Laporan Tahunan - Annual Report Bank Riau Kepri 2010

PENGEMBANGAN TEKNOLOGI INFORMASI DAN OPERASIONAL BANK

INFORMATION TECHNOLOGY DEVELOPMENT AND BANKING OPERATIONAL

Laporan Tahunan - Annual Report Bank Riau Kepri 2010 { 109 }

Peran teknologi dalam dunia perbankan sangatlah mutlak dan tidak bisa ditawar, kemajuan layanan sistem perbankan harus selalu ditopang oleh peran teknologi dan sistem informasi. Menyadari hal ini manjemen Bank Riau Kepri telah melakukan Transformasi Bank yang juga menyentuh kepada Aspek Teknologi dan Sistem Informasi yang digunakan. Penerapan teknologi bertujuan selain untuk memudahkan operasional internal perusahaan, juga bertujuan untuk semakin memudahkan pelayanan terhadap nasabah. Bank Riau Kepri sebagai salah satu Bank yang memiliki aset diatas 10 milyar sadar akan arti pentingnya peran IT sebagai enabler dari aktifitas bisnis bank agar sampai ke nasabah secara efisien, akurat, terukur dan sesuai dengan harapan.

Untuk melayani kebutuhan nasabah, saat ini jaringan Riau Kepri sudah terkoneksi keseluruh kantor secara real-time online. Disamping jaringan kantor yang sudah Online, saat ini ATM Bank Riau Kepri juga terkoneksi melalui Jaringan ATM Bersama, Jaringan ATM Prima dan Jaringan MEPS (Malaysia Electronic Payment) dengan demikian kartu ATM Bank Riaukepri dapat diterima di hampir seluruh ATM di Indonesia dan diterima di lebih dari 90.000 EDC Merchant Prima Debit (debit BCA) di +/- 35.000 Merchant.Pengembangan teknologi yang dilakukan setelah reposisi dan transformasi tidaklah berhenti sampai disini. Berikut ini beberapa inisiatif IT yang sudah dilaksanakan untuk mendukung pertumbuhan bisnis Bank Riau Kepri, seperti: Penambahan Jaringan Kantor dan ATM, Implementasi Swift untuk mempermudah transaksi Treasury, Implementasi SMS dan Phone Banking, Migrasi Sistem Pembayaran Haji Terpadu (Siskohat), Penambahan fitur Payment melalui Elektronic Channel seperti tagihan Telekomunikasi, Pembayaran PBB dll.

The role of technology in the banking world is absolute and not negotiable, the progress of the banking system service must always be supported by the role of technology and information systems. Recognizing this Management Bank Riau Kepri has made transformation of the Bank which also touched on aspects of Technology and Information Systems that are used. Application of technology aims other than to facilitate the company’s internal operations, also aims to further facilitating service to customers. Bank Riau Kepri as one of the Bank which has assets of over 10 billion aware of the importance of the role of IT as an enabler of business activities of banks in reaching customers efficiently, accurately measured, and in line with expectations.

To serve the needs of customers currently Bank Riau Kepri has ben connected network throughout Offices in real-time online. In addition to the office network is already online ATM Bank Riau Kepri also connected through ATM Bersama Network, ATM Prima Network and MEPS Network (Malaysia Electronic Payment) thus Bank Riau Kepri ATM cards can be accepted at almost all ATMs in Indonesia and accepted at more than 90,000 EDC Merchant Prima Debit (debit BCA) in + / - 35 000 Merchant. Technological development carried out after repositioning and transformation did not stop here. Here are some IT initiatives that have been implemented to support business development of Bank Riau Kepri, such as: The addition of Office and ATM Network, Implementation Swift to facilitate Treasury transactions, SMS and Phone Banking Implementation, Migration Hajj Integrated Payment Systems (Siskohat), Additional features Payment via electronic Channels such as bill payment Telecommunications, the property tax etc.

Laporan Operasional Operational Report

“Membangun Landasan Untuk Tumbuh Kembangkan Bank Riau Kepri Dengan Teknologi dan Sistem Informasi”

“Building a Foundation to Grow and Develop Bank Riau Kepri With the Technology and Information Systems“


Beberapa rencana yang akan dilakukan dalam waktu dekat, diantaranya: • Implementasi EDC Mobile yang akan digunakan

untuk transaksi Payment secara online, purchase, miniATM dan EDC Collection.

• PengoperasianMobilATMyangdisebutOtoBankingBank Riau Kepri.

• Pengembangan Infrastruktur dan Data Center diGedung Dang Merdu Bank Riau Kepri

• Implementasi Mesin Setor Uang (Cash DepositMachine)

• Pengembangan MIS dan Data Warehouse untuk monitoring kinerja serta pencapaian target bisnis secara berkesinambungan.

• Sentralisasi Monitoring Jaringan Kantor dan ATMuntuk meningkatkan uptime ATM agar dapat melayani nasabah secara realtime 24/7.

• PengembanganInfrastrukturLANdanWANdiseluruhkantor Bank Riau Kepri.

Pengambangan berbagai fitur produk diatas juga diikuti dengan tata kelola dan monitoring terhadap aspek financial perbankan dengan memanfaatkan Quick Access terhadap Informasi dari MIS dan Data Warehouse Bank Riau Kepri serta Corporate Portal yang sedang dibangun.

Several plans to be implemented in the near future, including: • Implementation of EDC Mobile, which will be used

for online payment transactions, purchase mini ATM, and EDC Collection.

• To Operate Mobile Banking ATM called Auto Banking Riau Kepri.

• Development of Infrastructure and Data Center in Bank Riau Kepri Dang Merdu Building.

• Implementation of Cash Deposit Machine.

• Development of MIS and Data Warehouse for monitoring performance and achievement of business targets on an ongoing basis.

• Centralized Office Monitoring Network and ATM to increase the uptime of ATMs to serve customers in real time 24 / 7.

• LAN and WAN Infrastructure Development in all offices Bank Riau Kepri.

Development of various product features above are also followed by corporate governance and monitoring of banking financial aspects by using the Quick Access toward Information from the MIS and Data Warehouse Bank Riau Kepri and the Corporate Portal which is being built.

MemberikanPELAYANANdimanapun Anda Berada

Provide SERVICES wherever you are



Mitra Bank Riau Kepri untuk Pengembangan IT

Bank Riau Kepri Partners for IT Development

Disamping aspek pengembangan internal dan eksternal yang dilakukan, Bank Riau Kepri termasuk Bank yang sukses melakukan Implementasi PSAK 50/55 sesuai dengan aturan Bank Indonesia. Hal ini menjadi catatan khusus dimana masih banyaknya kendala yang terjadi pada bank-bank Swasta dan Nasional dalam meng-implementasikan aturan tersebut.Seluruh pengembangan teknologi yang dilakukan tersebut tentu saja disesuaikan dengan tingkat kebutuhan

Beside development of Internal and External Aspects have been done, Bank Riau Kepri, including as Bank which is success in implementing of SFAS 50/55 accordance with the rules of Bank Indonesia. This become a special note where there are many obstacles that occur in private and national banks to implement these rules.

The whole development of technology that has been done, of course, adjusted to the level of bank needs



bank dengan tetap memperhatikan asas kehati-hatian. Penerapan teknologi informasi juga menuntut adanya sumber daya manusia yang memadai. Hal ini dapat dipenuhi dengan diselenggarakannya berbagai tingkat pelatihan untuk staf IT yang ada dan disesuaikan dengan kebutuhan teknologi di Bank Riau Kepri. Dengan ini diharapkan pengembangan IT yang dilakukan tetap bisa dikelola dengan baik dan mandiri.Keberhasilan penerapan teknologi tentu saja tidak bisa dicapai sendiri oleh Divisi Teknologi dan Sistem Informasi (TSI), kerjasama yang baik dan dukungan dari Unit kerja menjadi faktor penentu keberhasilan dari setiap aktifitas pengambangan IT yang dilaksanakan. Seluruh pencapaian diatas juga terjadi berkat adanya dukungan penuh seluruh jajaran direksi dan manajemen, karyawan Bank Riau Kepri serta pihak-pihak yang turut membantu merealisasikan seluruh rencana bisnis Bank Riau Kepri.

Blueprint Pengembangan ITDalam rangka menuju sasaran utama penerapan sistem dan Teknologi Bankriau Kepri, maka sejak 2008 telah di susun IT Strategic Plan seiring dengan transformasi Bankriau Kepri, seperti dibawah ini.

2008

- Pembenahan Infrastruktur Komunikasi Data - Implementasi Vision Sharia

2010

- Implementasi PSAK 50/55- ATM Payment System

2011

- ICorporate License Core Banking- Pembuatan Data Center- EDC Mobile Payment

2009

- Pengertian Core Banking dan DRC

while maintaining the prudential principle. Application of information technology also requires adequate human resources. It can be filled with the convening of various levels of training for existing IT staff and adjusted to the needs of technology at Bank Riau Kepri. With this is expected development of IT can still be managed properly and independently.

Of course the success of the application of technology cannot be achieved solely by the Division of Technology and Information Systems (TSI), good cooperation and support from work units to be critical success factors of any development activitis that have been done. The whole achievement above also happened becouse the full support of the entire board of directors and management, employees of Bank Riau Kepri as well as parties who help realize all Bank Riau Kepri business plan.

IT Development Blueprint In order to achieve Bank Riau Kepri main target application of systems and technology since 2008 has been set up IT Strategic Plan, along with the transformation of Bank Riau Kepri, just as below.



Untuk mewujudkan rencana bisnis Bank Riau Kepri kedepan serta mempercepat proses transformasi teknologi dimulai dengan mengganti Mesin Core-Banking Bank Riau Kepri ke mesin yang berkapasitas lebih besar dengan teknologi terupdate, mesin core-banking baru juga sudah terhubung ke Mesin DRC (Disaster Recovery Center) dengan mekanisme Hot-Backup real-time untuk menjamin layanan Bank Riau Kepri tersedia 24/7 secara non-stop.

Biaya investasi Ditahun 2010 biaya investasi untuk IT sebesar Rp.3.240 juta yang digunakan untuk pembelian 36 unit mesin ATM.

Implikasi Kepada PerusahaanPengembangan IT Bank Riau Kepri yang sudah dimulai dari tahun 2008 tersebut mulai memperlihatkan hasil yang dapat dilihat dengan semakin beragam dan banyaknya Delivery Channel yang dimiliki oleh Bank Riau Kepri saat ini. Beberapa indikator yang dapat dilihat adalah seperti:1. Semakin beragamnya fitur yang ada di ATM Bank

Riau Kepri terutama untuk transaksi Pembayaran Tagihan Bulanan.

2. Bergabungnya Bank Riau Kepri kedalam 2 Jaringan ATM besar yaitu ATM Bersama dan ATM Rintis dan Prima Debit.

3. Saat ini Bank Riau Kepri sudah memiliki 4 Butik [Kantor Bankriau Kepri yang waktu Operasionalnya disesuaikan dengan Jam Operasional Mal dimana Kantor tersebut berada].

4. Jumlah ATM cukup banyak 119 ATM yang tersebar di seluruh Provinsi Riau dan Provinsi Kepulauan Riau.

5. Bank Riau Kepri saat ini sudah memilik 2 (dua) unit ATM Mobil yang disebut dengan oto banking Bank Riau Kepri.

6. Semakin beragamnya Produk Perbankan Bank Riau Kepri yang disesuaikan dengan Kebutuhan Masyarakat.

7. Semakin sedikitnya keluhan yang masuk seiring dengan pembenahan Infrastruktur teknologi yang suda dilaksanakan.

To realize the Bank Riau Kepri business plan ahead and accelerate the process of transformation begins with changing technology, the Core-Banking technology Bank Riau Kepri to larger capacity machines with updated technology, new core-banking machines are already connected to the DRC (Disaster Recovery Center) with a mechanism Hot-Backup real-time to ensure Bank Riau Kepri service is available 24 / 7 non-stop.

Investment costs In 2010 for the IT investment costs amounting to Rp.3.240 million used to purchase 36 units ATM machines.

Implications to the Company IT Development Bank Riau Kepri which begun in the year 2008 is beginning to show results that can be viewed with greater diversity and number of Delivery Channel is owned by Bank Riau Kepri at this time. Some indicators that can be seen like: 1. The more diversity of features available at ATMs

Bank Riau Kepri especially for Monthly Bill Payment transactions.

2. Joining of Bank Riau Kepri into 2 large ATM network namely ATM Bersama and ATM Rintis and Prima Debit.

3. Currently Bank Riau Kepri already has 4 Boutique (Bank Riau Kepri Office with operational time is adjusted with the Office Hours of Operation Mall where they exist).

4. Number of ATMs are quite enough that 119 ATMs spread across the entire province of Riau and Kepri Province.

5. At the moment, Bank Riau Kepri already has two (2) Auto Mobile ATM unit called the Auto Banking Bank Riau Kepri.

6. The more diverse Bank Riau Kepri banking products adjusted to the Community’s Needs.

7. Fewer complaints in line with infrastructure technological improvements which has been done.



PROGRAM PENGEMBANGAN KUALITAS SUMBER DAYA MANUSIA

QUALITY OF HUMAN RESOURCES DEVELOPMENT PROGRAM


Membangun Landasan Untuk TumbuhMemasuki tahun 2010, untuk mendukung rencana bisnis bank, fokus utama Divisi Human Capital adalah membangun karakter, sikap, dan kemampuan sumber daya manusia handal yang siap menerima tanggung jawab baru yang lebih menantang dengan penuh amanah. Salah satu masalah yang mendasar untuk pengembangan itu adalah bagaimana mengembangkan Human Resources secara sistematis yang berbasis kompetensi menuju Bank berkinerja tinggi atau biasa disebut Manajemen Sumber Daya Manusia Berbasis Kompetensi (MSDM-BK).

Manajemen Sumber Daya Manusia Berbasis Kompetensi (MSDM-BK) merupakan serangkaian proses mengelola hubungan ketenagakerjaan secara optimal dan terintegrasi mulai penerimaan pegawai, seleksi penempatan, pemeliharaan, dan pengembangan serta terminasi dengan memanfaatkan informasi kebutuhan kompetensi jabatan dan tingkat kompetensi individu secara terintegrasi untuk mencapai tujuan organisasi.

Untuk menuju perusahaan berkinerja tinggi, diperlukan Sistem Human Resources yang terintegrasi, seperti digambarkan pada framework di bawah ini :

Building a Foundation For Growth Entering the year 2010, to support the bank’s business plan, the main focus of the Division of Human Capital is to build character, attitude, and Capability of reliable human resources who are ready to accept new responsibilities which is more challenging with a full mandate. One fundamental problem for the development of it is how to systematically develop the Human Resources towards competency-based toward high-performance bank or so-called Management Competency Based Human Resources (HRM-BK).

Management Competency Based Human Resources (HRM-BK) is a series of processes to manage labor relations in an optimal and integrated started from personnel recruitment, selection, placement, maintenance, and development also termination by using the information needs of job competency and the level of individual competence in an integrated way to achieve organizational goals.

To reach high performance company, is needed an integrated Human Resources System, as described in the framework below:


“Membangun Landasan Kompetensi SDM Untuk Tumbuh Kembangkan Bank Riau Kepri”

“Building a Foundation for Human Resource Competency To Grow and Develop Bank Riau Kepri”


Gbr 1. Delapan Sub-Sistem Inti Human Resources Berbasis KompetensiFig 1. Eight Sub-System Core Competency-Based Human Resources

Seluruh komponen di atas saling terkait dan terintegrasi, sehingga proses pembangunan dan penyusunan Sistem MSDM-BK dilakukan secara bertahap dan terpadu sesuai dengan aspek strategis Bank (visi, misi, nilai-nilai, sasaran strategi, dan struktur organisasi).

Program pengembangan SDM yang telah dilakukan selama tahun 2010 adalah:• Penyusunan Standar & Kamus Kompetensi serta

Growth Model bagi pegawai Bank Riau Kepri bersama dengan konsultan yang berpengalaman dalam pengembangan kompetensi;

• PenyusunanCareerPathManagement;• Pembenahan&implementasisalary structure;• Pembenahan&implementasiJob Grading;• PenyusunanSOPProgramPendidikan;• Implementasi KPI dan SKI berbasis Balanced

Scorecard;• Evaluasidanreview BPP Kepegawaian Bank Riau Kepri

(Performance Management System, Competency Based, Carreer Path Management, Salary Structure, Job Grading);

• Pembentukanunitkonsultasipegawai;• MerumuskanrevisiPeraturanDanaPensiun;• Melakukan survei Kepuasan Pegawai Bank Riau

Kepri;• Pelatihan&Pendidikanberbasiskompetensikepada

seluruh pegawai.

All of the above components are interrelated and integrated, so that the development process and the preparation of Human Resources Management System-BK done in stages and integrated in accordance with the strategic aspects of Bank (vision, mission, values, objectives, strategies, and organizational structure). Human resources development program that has been done during the year 2010 are: • Preparation of Standard & Competency Dictionary

and Growth Model for the employees of Bank Riau Kepri, together with an experienced consultant in the development of competence;

• Development Career Path Management; • Improving and implementing salary structures; • Improving the implementating of Job Grading; • Preparation of SOPs Education Program; • Implementation of SKI and KPI based on Balanced

Scorecard; • Evaluation and review of BPP Bank Riau Kepri Officer

(Performance Management System, Competency Based, Career Path Management, Salary Structure, Job Grading);

• Establishment of employee consulting unit; • Formulate revised Pension Regulations; • Conducting Bank Riau Kepri Employee Satisfaction

Survey; • Training and competency-based education to all

employees.

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Pengembangan dan Peningkatan Kualitas SDMSelama tahun 2010, Bank telah mengembangkan program pendidikan dan pelatihan berbasis kompetensi sesuai kebutuhan organisasi berdasarkan training needs analysis, sebagai berikut :1. Program Sertifikasi Manajemen Risiko Memenuhi

Peraturan Bank Indonesia Nomor 7/25/PBI/2005tentang Sertifikasi Manajemen Risiko Bagi Pengurus dan Pejabat Bank Umum, sebagaimana telah diubah dengan Peraturan Bank Indonesia Nomor 8/9/PBI/2006, maka program sertifikasi manajemen risiko merupakan standar kompetensi dan keahlian minimal yang harus dipenuhi oleh pengurus dan pejabat Bank. Dalam rangka untuk memenuhi ketentuan tersebut, Bank secara bertahap mengikutsertakan pengurus dan pejabat dalam program Sertifikasi Manajemen Risiko sebagai berikut:

2. Program Pendidikan dan Pelatihan lainnya selama tahun 2010, sebanyak 339 jenis kegiatan pendidikan dan pelatihan telah dilaksanakan dengan jumlah peserta sebanyak 4.295 orang yang dikelompokkan sebagai berikut :a. Pengurus Kegiatan pelatihan dan seminar yang diikuti

Direksi dalam rangka meningkatkan kompetensi selama tahun 2010 antara lain: Seminar Sharpening Leadership for Senior Executive,

2. Other Education and Training Program during 2010, as many as 339 types of education and training activities have been undertaken by number of participants as many as 4295 people who are grouped as follows: a. Management Training activities and seminars which followed

by the Board of Directors in order to enhance the competence during the year 2010 include: Sharpening Seminar on Leadership for Senior

HR Development And Quality Improvement During the year 2010, the Bank has developed educational programs and competency-based training as needed based on the organization’s training needs analysis, as follows: 1. Meeting the Risk Management Certification Program

of Bank Indonesia Regulation No. 7/25/PBI/2005 on Certification of Risk Management for Managers and Officers of Commercial Banks as amended by Bank Indonesia Regulation Number 8/9/PBI/2006, then the risk management certification program is a competency standard and minimal skills that must be met by the Executive and Officers of the Bank. In order to meet this requirement, the Bank gradually required the management and officers in risk management certification program as follows:


Tingkat/LevelsJumlah Peserta

NumberofParticipants

Level I75 Orang75 People

Level II61 Orang61 People

Level III53 Orang53 People

Level IV25 Orang25 People

Level V0 Orang0 People

Jumlah214 Orang214 People


Workshop Gratifikasi & Krusialitas FungsiKepatuhan, Workshop Komite Audit, Pemantau Risiko, Nominasi & Remunerasi, Training Risk Governance; Learned From Recent Financial Disaster, Workshop Financial Stability & Risk Management,SeminarPerangKurs&Dampaknyapada Arus Modal di Indonesia, dll.

b. Manajemen Puncak SekolahStafdanPemimpinBank(SESPIBANK),

merupakan pendidikan profesional perbankan yaitu pendidikan yang dipersiapkan bagi pemimpin yang mempunyai pengalaman, memiliki visi dan strategi yang jelas untuk bisa membawa organisasi bagi masa depan Bank dan dipersiapkan untuk memegang posisi strategis di masa yang akan datang. Selama tahun 2010, SESPIBANK diikuti oleh 1 orang peserta, yaituPemimpin Divisi Komersial.

c. Manajerial Pendidikan dan pelatihan untuk pegawai dalam

menghadapi potensi persaingan yang semakin ketat dengan meningkatkan pengetahuan, sikap, motivasi, dan keterampilan serta kemampuan melakukan implementasi strategi yang diproyeksikan bagi pejabat selevel Pemimpin Capem/setingkat sampai dengan Pemimpin Cabang/Pemimpin Bagian Kantor Pusat. Tahun 2010 pendidikan manajerial meliputi:• KursusPemimpinCabang;• Analisiskredittingkatlanjut;• Pelatihaninternalauditor;• Leadership for supervisor; dan• Selling skill for supervisor.

d. Pendidikan dan Pelatihan Keahlian Pendidikan dan pelatihan yang ditujukan bagi

pegawai setingkat pelaksana sampai pejabat setingkat Staf/Pemimpin Seksi dengan tujuan agar lebih mengetahui, memahami serta memperdalam pengetahuan (knowledge) sesuai jenjang tugas atau jabatan dalam struktur organisasi Bank. Manajemen memberikan kesempatan yang sama kepada pegawai dalam mengikuti pendidikan

Executive, Workshop Gratuity & Krusialitas Compliance Function, Workshop on the Audit Committee, Risk Oversight, Nomination & Remuneration Committee, Risk Governance Training; Learned From Recent Financial Disaster, Workshop on Financial Stability & Risk Management Seminar Exchange War & Its Impact on Capital Flows in Indonesia, etc.

b. Top Management School Staff and Bank Leaders (SESPIBANK),

is a banking professional education namely education that prepared for the leaders who have experience, have a clear vision and strategy to bring the organization for the future of the Bank and prepared to hold strategic positions in the future. During the year 2010, SESPIBANK followed by 1 person participants, that is Head of Commercial Division.

c. Managerial Education and training for potential employees in

the face of increasing competition by improving knowledge, attitudes, motivation, and skills and the ability to implement strategies that are projected for level officer Leader of Sub Branch/level up to Branch Manager/Leader Section Head Office. Managerial education in 2010 including:

• Course of Branch Manager; • Advanced credit analysis; • Training of internal auditors; • Leadership for supervisors; and • Selling skills for supervisors.

d. Education and Training Expertise Education and training aimed at staff level to

executive-level officials of Staff / Leaders Section in order to better know, understand and deepen their knowledge according to levels of job or position in the organizational structure of the Bank. Management provides equal opportunities to employees in participating in education in their respective sectors, including : Training



sesuai dengan bidang tugasnya. Meliputi: Pelatihan Analis Kredit, pengenalan perbankan, dasar-dasar perkreditan, akuntansi bank tingkat dasar, pengetahuan produk dan jasa bank tingkat dasar, pelatihan dasar perbankan syariah dll.

e. PendidikandanPelatihanEksternalLuarNegeri Secara berkala Bank Riau Kepri mengikutsertakan

pegawai pada public course, seminar, workshop ditingkat regional dan internasional. Ini merupakan langkah Bank Riau Kepri dalam meng-update kualitas dan kompetisi sumber daya manusia agar memiliki standar terbaik, meliputi :

Rekapitulasi Diklat Per Desember 2010

Rekapitulasi Diklat Berdasarkan 9 Bidang Master Course Program Per Desember 2010

Training Recapitulation Based On 9 Field Master Course Program As of December 2010

Credit Analyst, banking introduction, the basics of credit, bank accounting basic level, knowledge of bank products and services elementary level, basic training, Sharia banking etc.

e. External Education and Training Overseas Bank Riau Kepri regularly engage employees

in the public courses, seminars, workshops at regional and international level. This is a step in the Bank Riau Kepri in updating the quality of human resources and competition for having the best standards, including:

As of December 2010 Recapitulation Training


JENISDIKLATTRAININGSPECIFICATION

JUMLAH 2009TOTAL 2009

JUMLAH 2010TOTAL 2010

Inhouse TrainingInhouse Training

78 89

PelatihanEksternDalamNegeriDomestic External Training

221 240

PelatihanEksternLuarNegeriOverseas External Training

0 1

Total 299 339

2009 2010

BIDANGDIKLAT FREKUENSIFREQUENCY

PESERTAPARTICIPANT

FREKUENSIFREQUENcy

PESERTAPARTICIPANT

FIELDTRAINING

Pelatihan Pegawai Baru 1 173 0 0 NewEmployeeTraining

Pelatihan Perbankan Umum 5 20 4 6 Commercial Banking Training

Kepemimpinan&PengelolaanSDM

64 928 41 406 Leadership&HRManagement

Perkreditan 29 510 27 479 Lending

Treasury&International 16 98 18 89 Treasury&International

SistemBisnis&Pemasaran 44 760 66 2093 BusinessSystems&Marketing

Keterampilan Profesional 65 781 91 720 Professional Skills

ManajemenRisiko&Kepatuhan 60 561 69 425 RiskManagement&Compliance

Pelatihan Syariah 15 127 23 77 Sharia Training

Total 299 3958 339 4295 Total

Rata-rata Pelatihan per Pegawai 2.4 2.5 Average per Employee Training


Biaya PendidikanBiaya pendidikan dan pelatihan yang telah dikeluarkan selama tahun 2010 adalah sebesar Rp 14.964 juta atau sebesar 4.05% dari total biaya gaji dan kesejahteraan karyawan sebesar Rp 369.435 juta Sedangkan biaya pendidikan dan latihan yang telah dikeluarkan selama tahun 2009 adalah sebesar Rp 8.938 juta atau sebesar 2,04% dari total biaya gaji dan kesejahteraan karyawan sebesar Rp 437.463 juta. Pendidikan dan pelatihan merupakan program yang berkesinambungan serta komitmen manajemen terhadap visi untuk memiliki manajemen dan SDM yang profesional. Dengan peningkatan kualitas dan kompetensi pegawai, Bank dapat meningkatkan kualitas pelayanan kepada stakeholders guna terwujudnya misi Bank.

Statistik SDM Sampai dengan akhir tahun 2010 jumlah pegawai tetap maupun kontrak/pegawai tidak tetap berjumlah 1.744 orang.

Komposisi Pegawai1. Komposisi Pegawai Tetap dan Calon Pegawai Tetap

berdasarkan tingkat usia pada tahun 2010

Tuition FeeEducation and training costs incurred during the year 2010 amounted to Rp14,964 million or by 4.05% of the total cost of salaries and employee benefits amounting to Rp369,435 juta While education and training costs incurred during the year 2009 amounted to Rp8,938 million or 2.04% of the total cost of salaries and employee benefits amounted to Rp437,463 million. Education and training is an ongoing program as well as management’s commitment to a vision to have the management and human resources professionals. By improving the quality and competence of the employees, the Bank can improve the quality of service to stakeholders in order to realize its mission.

HR StatisticsUntil the end of 2010 the number of permanent and contract staff / Non permanent employees numbered 1,744 people.

Employee’s Composition1. Composition of Permanent Employees and Prospective

Permanent Employee based on age level in 2010

2. Komposisi Pegawai Tetap dan Calon Pegawai Tetap berdasarkan jabatan pada tahun 2010

2. Permanent Employee and Prospective Permanent Employee Composition based on the position in 2010

Usia PegawaiEmployee Age

JumlahTotal

50 – 55 71

40 - 49 152

30 - 39 406

23 - 29 470

Total 1.099

Jabatan PegawaiEmployee Occupation

JumlahTotal

Pemimpin DivisiDivision Head

14

Pemimpin Bagian Kantor PusatDepartment Head of Head Office

39



3. Komposisi Pegawai Tetap berdasarkan pendidikan pada tahun 2010

3. Composition of Permanent Employees based on education in 2010

Komposisi Pegawai PT Bank Riau Kepri Berdasarkan Tingkat Pendidikan Per Desember 2010

Employee Composition PT Bank Riau Kepri by Education Level As of December 2010

Pemimpin CabangBranch Manager

21

WakilPemimpinCabangDeputy Branch Manager

1

Pemimpin Cabang pembantuSub Branch Manager

33

Pemimpin Bagian Cabang Utama/SetingkatDepartment Head of Main Branch

3

Pemimpin Seksi SetingkatSection Head

244

Pegawai MPP Kantor PusatMPP Employee Head Office

2

PelaksanaOfficer

680

SopirDriver

21

SatpamSecurity Guard

41

Total 1.099


PendidikanJumlahTotal

Education

Pasca Sarjana 24 Post Graduate

Sarjana 579 Graduate

Sarjana Muda 196 Bachelor

SLTA 177 Senior High School

SLTP 7 Junior High School

SD 7 Elementary School

Total 930 Total

KETERANGAN

PEGAWAITETAP

Permanent Employee

CALONPEGTETAPprospective

permanent employee

PEGAWAITIDAK TETAPNonPermanent

Employee

JUMLAHTotal

KOMPOSISICompotition

Description

PASCASARJANA 24 3 0 27 2% POST GRADUATE

SARJANA 579 144 215 938 54% GRADUATE

SARJANAMUDA 196 22 78 296 17% BACHELOR

SLTA 117 - 324 441 25% SENIORHIGHSCHOOL

SLTP 7 - 25 32 2% JUNIORHIGHSCHOOL

SD 7 - 3 10 1% ELEMENTARYSCHOOL

JUMLAH 930 169 645 1.744 100% TOTAL


Peningkatan Kesejahteraan PegawaiDalam tahun 2010 Bank menyempurnakan kebijakan di bidang kesejahteraan pegawai yang meliputi:• Memberikan tambahan penghasilan kepada

pegawai disesuaikan dengan kemampuan Bank dan disesuaikan dengan pencapaian target laba;

• Memberikanbantuanuntukbiayapakaian,berobat,dan uang makan harian.

• Mengikutsertakan pegawai Bank dalam programpeningkatan asuransi tunjangan hari tua.

Kebijakan kesejahteraan pegawai setiap tahun terus dilakukan penyempurnaan dengan harapan dapat memacu semangat kerja seluruh pegawai sehingga dapat meningkatkan kinerja perusahaan

Reward and PunishmentDengan memberikan penghargaan kepada karyawan/ti, Bank berusaha memberikan apresiasi dan perhatian kepada karyawan/tinya untuk terus berprestasi dan mempunyai yang masa kerja tertentu. Hal ini adalah salah satu upaya Bank untuk memotivasi dan meningkatkan kualitas SDM guna membangun hubungan dan menumbuhkan rasa memiliki (sense of belonging) karyawan/ti nya terhadap perusahaan.

Selama tahun 2010, reward and punishment yang diberikan adalah:• Pemberian penghargaan Karyawan Terbaik yang

berasal dari unsur Pemimpin Cabang, Pemimpin Cabang Pembantu, Toke Kedai, Petugas Keamanan, Customer Service dan Teller kepada 6 orang karyawan/ti

• PemberianPenghargaanMasaBakti30tahunsebagaikaryawan Bank Riau Kepri diberikan kepada 2 orang karyawan/ti

• Pemberian Penghargaan Masa Bakti 25 tahunsebagai karyawan Bank Riau Kepri kepada 9 orang karyawan/ti

• Memberikansanksipemberhentiankepada2pegawaiyang melanggar peraturan.

Strategi Pengembangan Sumber Daya Manusia 2011Pengembangan Sumber Daya Manusia merupakan

Employee Welfare Improvement In the year 2010 the Bank to improve policies on employee welfare, including: • Provide additional income to employees adjusted to

the ability of the Bank adapted to the achievement of profit targets;

• Provide assistance for the cost of clothing, medication, and daily meal allowance.

• Involve employees in the Bank’s program to improve old-age insurance benefits.

Employee welfare policy continues to be improving every year with the hope to spur the morale of all employees so that they can improve corporate performance

Reward and Punishment By giving awards to employees, the Bank strives to provide appreciation and attention to the employee continue to excel and have a certain working period. This is one of the Bank’s efforts to motivate and improve the quality of human resources in order to build relationships and foster a sense of belonging employees against the company.

During the year 2010, rewards and punishments given are: • Best Employee award consist of elements of Branch

Manager, Sub Branch Manager, Kedai, Security Officer, Customer Service and Teller to 6 employees

• Giving Award 30 years term of office as an employee of Bank Riau Kepri have been given to 2 employees

• Giving Award 25 years term of office as an employee of Bank Riau Kepri have been given to 9 employees

• Provide the dismissal sanction to the 2 employees who violate the rules.

Human Resources Development Strategy 2011 Human Resources Development is an important



komponen penting dalam membangun pondasi perusahaan untuk terus tumbuh. Dengan dilandasi nilai-nilai budaya perusahaan dan nilai-nilai adat istiadat melayu yang mengedepankan nilai kejujuran, profesionalisme, integritas, dan bekerja dengan hati menjadi program utama pengembangan sumber daya Manusia di Bank Riau Kepri yang terus berkelanjutan, Guna meningkatkan kapabilitas Sumber Daya Manusia Bank Riau Kepri, beberapa komponen dasar menjadi fokus pengembangan fungsi Human Capital di tahun 2011, seperti:1. Job Grading2. Salary Scale3. Competency Based Human Resouce Management

(CBHRM)4. Performance Management System berbasis Balanced

Scorecard (BSC)Dan juga segera akan diikuti dengan pengembangan eLearning, Assessment Center, Talent Management.

Skema Strategi Pengembangan Sumber Daya Manusia

component in building the foundations of the company to continue to grow. With values based on corporate culture and values that promote Malay customs value of honesty, professionalism, integrity, and work with the heart becomes the main program of Human resource development in the Bank Riau Kepri which continues to be sustainable, To improve the capabilities of Human Resource Bank Riau Kepri, a few basic components to focus the development of human capital functions in 2011, such as:

1. Job Grading. 2. Salary Scale.3. Competency Based Human resource management

(CBHRM).4. Performance Management System based on the

Balanced Scorecard (BSC) And also it will followed by development of eLearning, Assessment Center, Talent Management.

Scheme of Human Resources Development Strategy


PerformanceManagement

Business StrategyCulture

Core ProcessesOrganization Alignment

CompetencyManagement

LearningManagement

CareerDevelopment

KnowledgeManagement

EmployeeRelations

WorkforcePlanning

Recriting& Hiring


Dengan peningkatan kualitas human capital melalui penerapan Job Grading, peningkatan karir dan promosi berbasis kompetensi, pelatihan karyawan yang intensif, serta pemberian bonus dan penghargaan berbasis kinerja akan lebih memotivasi karyawan.Disamping itu, reorganisasi perusahaan dibutuhkan guna mengembangkan aktifitas usaha yang lebih proaktif dan responsif terhadap tuntutan pasar. Bank Riau Kepri kini memiliki 5 (lima) unit bisnis strategis (Strategic Business Unit /SBU) yang berfungsi sebagai mesin pertumbuhan, dan didukung oleh 10 (sepuluh) Strategic Supporting Unit (SSU).Untuk tahun 2011 Bank Riau Kepri mengalokasikan dana biaya pendidikan dan pelatihan sebesar Rp 15.013 juta atau sebesar 5% dari total biaya gaji dan kesejahteraan

By improving the quality of human capital through the implementation of Job Grading, career advancement and promotions based on competence, intensive employee training, as well as bonuses and performance-based awards will further motivate employees. In addition, the company reorganized its business activities needed to develop a more proactive and responsive to market demands. Bank Riau Kepri now has 5 (five) Strategic Business Units / SBUs that serves as an engine of growth, and supported by 10 (ten) Supporting Strategic Unit (SSU).

For 2011, Bank Riau Kepri allocate the cost of education and training amounted to Rp15,013 million or equal to 5% of the total cost of salaries and employee benefits


Pelatihan Balance Score Card / Balance Score Card Training


karyawan sebesar Rp 427.790 juta, dengan rencana pelatihan dan pendidikan diantaranya:

amounted to Rp427,790 million, with training and education plan are:


JENISDIKLAT FieldTraining

BSMR Level 1 SMR Level 1

Comunication Skill Communication Skill

Officer Development Program (ODP) Officer Development Program (ODP)

Planning&Organizing Planning&Organizing

Pelatihan PCP 2011 PCP Training 2011

Sosialisasi dan Penggunaan EDC Mobile Dissemination and Use of EDC Mobile

Sosialisasi Auto Debet SocializationAutoDebit

Penanggulangan dari Bahaya Kebakaran ReductionofFireHazard

Pelatihan&PertemuanInternSKAISmtI&II Training&ConferencesInternInternalAuditorsemesterI&II

Collection Skill Collection Skill

Coaching Coaching

Executive Development Program (EDP) Executive Development Program (EDP)

Managerial Development Program (MDP) Managerial Development Program (MDP)

Talent Development Talent Development

Handling Komplain Handling Complaints

Kearsipan,pengadaanbarang&sistempencatatan Filing,theprocurementofgoods&recordingsystem

Corporate Plan Corporate Plan

AspekLegal&HukumKeperdataan AspectsofLegal&CivilLaw

Merancang&MenyusunSOPTrainingBagiPegawaiBankRiauKepri

Designing&DevelopingSOPsTrainingForEmployeesBankRiau Kepri

WorkshopKajianSpinOffBankRiauKepriSyariah WorkshoponSpinOffReviewShariaBankRiauKepri

ProdukDPK&JasaValas(SinarValas) Products&ServicesForeignCurrencyDeposits(SinarValas)

Analis Kredit Pegawai Kedai Kedai Employee Credit Analyst

Supervisi Kredit Supervision of Credit

Project Appraisal Project Appraisal

ProblemSolving&DecisionMaking ProblemSolving&DecisionMaking

Pembinaan Debitur Development of Debtors

Product Knowledge Syariah Sharia Product Knowledge

Merancang&MenyusunKurikulumProgramDiklatBagiSME Designing&DevelopingTrainingCoursesForSMECurriculum

Administrasi Kredit (Komersial) Credit Administration (Commercial)

AdministrasiKredit(Konsumer&Mikro) CreditAdministration(Consumer&Micro)

Menjaga Kebersihan Alat-alat Kantor Maintain Hygiene of Office Equipment

Operasional ATM ATM Operational

Teknik Montir Mechanical Engineering

Aspek Legal Perjanjian Kerjasama Legal Aspects of Cooperation Agreement

KontesFrontliner2011 FrontlinerContest2011

Kredit Komersial Lanjutan Advanced Commercial Credit

Manajemen Lini Line Management

pengembangan teknologi informasi dan operasional

Documents