School of Business and Management Master of Business Administration 1. Maybank Indonesia Company Profile To be the leading financial services provider in Indonesia, driven by passionately committed and innovative people, creating value and serving communities -Vision of Maybank Indonesia PT Bank Maybank Indonesia Tbk (Maybank Indonesia or Bank) is one of the leading private banks in Indonesia that also become part of Malayan Banking Berhad (Maybank) Group, one of the largest financial services group in ASEAN. In 2008 Maybank acquired PT Bank International Indonesia (BII) through its full owned subsidiaries, and then in 2015 based on resolution of EGMS, approval of Ministry of Law and Human Rights of Republic of Indonesia, and decree of OJK, BII became Maybank Indonesia, confirming its identity as an inseparable entity of Maybank Group and constantly strive to bring Humanizing Financial Services to all stakeholders. Maybank Indonesia is currently one of the largest banks in Indonesia that connected to regional and international network of Maybank Group. As of 31 December 2016 Maybank Indonesia had 428 branches including Shariah branches and micro functional offices spread across Indonesia, two overseas branches (Mauritius and Mumbai, India), 19 Mobile Cash Vehicles and 1,633 ATMs including CDMs (Cash Deposit Machine) which all connected to more than 20,000 ATMs in ATM PRIMA, ATM BERSAMA, ALTO, and CIRRUS networks and connected to 3,500 Maybank ATMs in Singapore and Malaysia through MEPS network. Maybank Indonesia provides a comprehensive range of products and services for individual and corporate customers through Community Financial Services (Retail Banking and Business Banking) and Global Banking as well as auto financing business through its subsidiaries namely WOM Finance for two-wheeled vehicles and Maybank Finance for four-wheeled vehicles. Maybank Indonesia also continues to promote e-banking services and capacity through Mobile Banking, Internet Banking, Maybank M2U (internet based mobile banking) and other several channels. As of 31 December 2016, Maybank Indonesia managed Rp118,9 trillion in customer deposits and Rp166,7 trillion in assets. As reflected in their vision and mission, Maybank Indonesia believes that human capital is a strategic factor in attaining their corporate vision of becoming the most renowned relationship bank in Indonesia. Developing the talents remains a priority for Maybank Indonesia to achieve the sustainability which is they believe it is dependent on the quality of its workforce. They convinced that cultivating the right culture and environment is imperative in their way of nurturing an ambitious, able and cohesive talent pool that will lead to better value creation for all their customers and stakeholders. 2. Maybank Indonesia Human Capital Management Maybank Indonesia have a mission to Humanizing Financial Services to all their stakeholders, which led to a very careful and developing system in terms of managing their talent pool. They direct the development of their talent carefully through the Maybank Human Capital Strategy Map (HCSM). The framework of human capital management at the Bank is based on a comprehensive development process: recruit right, develop right, perform right, reward right. Implementation of these four processes is closely linked to implementation of the Banks values (Teamwork, Integrity, growth, Excellence & Efficiency and Relationship Building or TIGER) and the four pillars of Employee Value Proposition (go Ahead. grow, go Ahead. Fly, go Ahead. Create, and go Ahead. Care) as part of the Banks commitment to prioritizing balance between work productivity and personal life the work-life balance. They also set standards of performance assessment, apply a career development system and offer fair remuneration packages based on performance, as well as carrying out regular employee engagement surveys as a means of getting the feedback for Human Capital enhancement. To assess the performance of the employees, they also implement the policy based on individual competence regardless of gender, cultural background or other discriminative reasons. In 2016, they carried out engagement activities focused on improving three working characteristics Perform, Comply and Accountable. In 2016 Maybank Indonesia recruited a number of employees, both fresh graduates and existing professionals, in order to support business expansion. Continuing the program from the previous year, Maybank Indonesia managed to recruit 72 participants to its Management Development Program (MDP), divided into four batches, while 215 participants joined the Community Services Internship Program (CSIP), with a number subsequently hired as Maybank Indonesia employees. The Bank also continued its global Maybank Apprentice Program (GMAP), which is integrated with Maybank group, and succeeded in recruiting two participants to GMAP from the Maybank go Ahead Challenge (MGAC). Overall the Bank is committed to ensure its human capital qualities and capabilities are continuously strengthened in the midst of increasingly aggressive business competition. This is supported by refinements within the organization and technology infrastructure as well as in standard operating procedures (SOP) to match with industrys best practices. In 2016 Maybank Indonesia won the Indonesia Human Capital Awards in 8 categories, which include Best Human Capital for Public Company, Best Human Capital of the Year 2016 and etc. it was given by Economic Review Magazine. The organization of human capital department in Maybank Indonesia is led by the Director of Human Capital, and consist of six sub department in order to developing the talent at the company. In 2016, Bank succeeded in keeping employee turnover rate at 9% by carrying out comprehensive employee turnover control efforts Human Capital Development Strategy In embodying of the vision of becoming the most renowned service provider in Indonesia and carrying out the mission of Humanizing Financial Services, Bank is committed to be an employer of choice by applying an innovative and sustainable human capital framework to create value and serve the community. Bank believes that human capital development strategy is an important stage of ensuring the best services for customers amid tight business competition. Human Capital Directorate has a critical function at Bank as a strategic business partner to ensure implementation of human capital development strategy in order to attain growth and productivity in line with Bank targets. The success of human capital management strategy depends on the active role of line managers as extensions of the Human Capital Directorate. In the third quarter of 2016, a Human Capital for Non-Human Capital training program was launched to educate and train line manager on managerial abilities related to concepts of human capital management and its application within working units. Banks HC development framework is based on a comprehensive development process, from recruitment (recruit right), employee development (develop right) and employee performance (perform right) to employee remuneration (reward right). Implementation of these four processes depends on the application of Banks values (Teamwork, Integrity, Growth, Excellence & Efficiency and Relationship Building TIGER) and the four pillars of Employee Value Proposition (EVP) Go ahead. Grow, Go ahead. Fly, Go ahead. Create, and Go ahead. Care as part of Banks commitment to promote employees work-life balance. Human Capital Information System In order to support the services for all employees, Human Capital Care Team was formed and dedicated to help employees to overcome issues related to human capital. Information on human capital processes is also available online through the MyHR2u portal, aimed not only at personnel of Human Capital Directorate, but also accessible by all employees every time they access internet networks through web page https://www.myhr2u.maybank.co.id.. MyHR2u portal is a breakthrough from Human Resource Information System (HRIS) based on employee self- service and manager self-service. It is continually developed in order to facilitate employees in human capital processes, such as benefit information, employee insurance and loans, administration employee affair, work assessment, helps e-learning, etc. The MyHR2u portal also helps in the implementation of a range of programs requiring employee involvement. In 2016 Maybank Indonesia have won the Indonesia Human Capital Awards from Economic Reviews, and they achieve the top five of the Best HR Technology company in Indonesia. Maybank Indonesia continually carries out simplification of technology based performance management processes, with monitoring and assessment of employee performance carried out online through internet networks. One of the challenges to technology-based performance management is that it is a mechanistic evaluation process that involves insufficient interaction between employees and line managers. In order to overcome this problem and maintain Banks excellent performance management, Human Capital Directorate works with related working units to ensure alignment between Bank targets and the KPIs targeted for employees and working units, with implementation of a culture of coaching in Performance Improvement Plans. Maybank Indonesias developing their talent through on the job learning, mentoring or coaching and the last is formal training which can be done through e-learning. Since 2006, the Bank has developed an e-learning portal for a range of training materials that can be accessed by all employees. The development programs begin with a Person Development Plan (PDP) for each employee through the MyPDP online system in place since 2015. Others than the internal employee, Maybank Indonesia also provide the information system for the outsourcing vendors, where the bank improved the process of outsourcing management and increasing the active role played by work units and branches through the Outsourcing Management System, with some online features accessible by outsourcing vendors. In order to improving the execution of Shariah First strategy, Maybank Indonesia Shariah Business Unit also focused on expanding the skills and knowledge of its employees through digital information system. Shariah banking education programs have been delivered to all Maybank Indonesia employees through Shariah Business School Online Training that includes an e-learning module on the Foundation of Shariah Banking launched in 2013, e-learning Comprehension of Shariah Banking that was launched in 2014, and e-learning Mastering Products of Shariah Banking launched 2015 in addition to in-class training. Collaborating with Human Capital (HC), Maybank Indonesia UUS monitors Shariah e-learning process especially for employees that are required to take Shariah training as part of on-going improvement efforts. The human capital department also collaborate with the IT department to conducting training for improving the competence of all IT personnel or IT users, in part of IT governance framework as a central feature in maintaining IT service across all networks. Therefore, the Bank has continued to conduct trainings to improve the competence of human resources of its IT personnel and users. To that end, Bank has had 68 IT training packages consist of internal and external trainings and participated by 186 employees. Digital Transformation As part of Maybank Indonesias initiatives in support of the Less Cash Society promoted by Bank Indonesia, Maybank Indonesia in 2016 actively developed e-channel services as an IT based service network for non-physical interactions with customers, as well as developing branch office networks. Physical tools used include EDC, ATM and CDM machines, while non-physical tools include internet banking and mobile banking. The primary benefit of this network is that all transactions can be carried out at any time, without depending in office operational hours, and at any time, as long as there is a connection to a telecommunications network. In line with Maybanks mission of Humanising Financial Services, Maybank Indonesia continuously develops e-channel services to offer convenience to customers in carrying out banking transactions, as well as boosting non-cash transactions in line with initiatives from the Government and Regulators. In 2016, a range of initiatives were carried out to develop e-channel services, including adding payment facilities through Maybank2u Internet Banking and SMS+ Banking, as well as upgrades to Debit/ ATM cards and ATM networks to Chip technology in order to increasing transaction security for customers in line with a program from Bank Indonesia. These developments provided a positive contribution to Maybank Indonesia in the form of boosting customers loyalty and the number of e-channel service users, as well as increasing transactions and fee-based income from e-channels in 2016. The number of users of Maybank SMS+ Banking as of December 2016 stood at 480 thousand users, an increase of 17% compared with the end of 2015. Total transactions in 2016 stood at 7.2 million transactions, a 16% increase in total transactions against total transactions in 2015. Maybank2u Internet Banking as e-channel services of Maybank Indonesia recorded rapid growth in 2016, on the back of various services and promotion development. As of December 2016, total users of Maybank2u reached 150.000, increased by 36% compared to the end of 2015. Total transaction during 2016 was 20 million transactions, grew 38% compared with the 2015 transactions. Global Human Capital As part of the Maybank Group network that spread across a number of countries, the Bank offers opportunity for all employees to take part in regional-scale projects and international assignments for period of range from six months until two years or more. This aims to increase competency and international perspective in support of the Banks position as a regional player. The Bank also carries out an international recruitment program called GMAP (Global Maybank Apprentice Program) integrated with Maybank Group and successfully recruited two GMAP participants from the Maybank Go Ahead Challenge (MGAC) competition. Since the international assignment was launched in 2011, 63 talents have been seen on international assignments at Maybank branches in Kuala Lumpur, Singapore, Myanmar, Thailand, London and Mauritius.