The year 2025 will present ongoing challenges for the banking industry, amid global uncertainty, economic policy adjustments, and increasingly dynamic competition. In this situation, the Bank is striving to focus its strategy on strengthening business fundamentals, applying the principle of prudence, and maintaining disciplined risk management.
In general, the strategy outlined in the Bank’s 2025 Business Plan can be summarized as follows:

LENDING

In line with the strategy to strengthen business fundamentals and ensure performance stability in 2025, the Bank continues its efforts to increase lending selectively and sustainably through the following measures:

Local Customers

Continuing new strategic initiatives by focusing on developing “local” corporate customers that have business relationships with Japan;
Maintaining sustainable growth with existing customers who have sound business conditions and prospects;
Exploring corporate groups associated with existing borrowers;
Acquiring new customers through referrals from existing customers with good reputations and business relationships;
Optimizing the utilization of clients’ loan facilities;
Streamline the credit process, including document administration in operational activities, and increase the number of banking transactions from existing clients;
Monitor and inform customers about facilities nearing maturity and interest charges due to maintain collection rates.

FUNDING

As part of sustainable liquidity and funding management in 2025, the Bank optimized the mobilization of Third-Party Funds through the following measures:

Increasing daily banking transactions from debtor customers, such as receiving payments for customer sales receivables through customers’ checking accounts at the Bank;
Reaching out to “local” corporations with business ties to Japan—which act as suppliers or buyers for customers—as well as to Japanese corporations newly established in Indonesia;
Offering competitive interest rates on time deposits from institutional investors;
Improving the quality of business services in operational transactions.

CAPITAL

Throughout 2025, the Bank will optimize its operational activities to strengthen business readiness and competitiveness through the following measures:

Strengthening information technology infrastructure and service digitization, including upgrading the core banking platform, implementing the Perdania Connect Internet Banking service, integrating the SWIFT MX ISO 20022 standard, migrating to the Microsoft 365 platform, and enhancing information security and cyber risk management;
Human resource development, through enhancing employee competencies via technical and leadership training programs, certification programs, strengthening employee engagement, and developing the HR management system through the implementation of a Human Resource Information System (HRIS);
Strengthening credit portfolio management, including improving the quality of credit analysis, conducting regular monitoring of the credit portfolio, managing non-performing loans, and optimizing recovery efforts for non-performing loans as well as loans that have been written off;
Optimizing the Bank’s revenue by increasing net interest income, developing fee-based income from banking transaction services, and increasing revenue from foreign exchange transactions;
Strengthening the implementation of risk management and improving the quality of earning assets by reinforcing the risk management framework, conducting stress tests—including those related to climate risk—enhancing monitoring of liquidity and operational risks, and strengthening coordination among the risk management, compliance, and internal audit functions; and
Improving the implementation of good corporate governance and a culture of compliance, including the implementation of Anti-Money Laundering and Counter-Terrorism Financing (AML-CTF) programs, strengthening risk-based internal oversight functions, and coordinating oversight of the subsidiary PT Resona Indonesia Finance.

OPERATIONS

In 2024, the Bank will also optimize its operational activities by:

Continuing and launching the development of technology and information system initiatives, which, among other things, focused on: replacing the Internet Banking system, as well as developing and enhancing cybersecurity;
Strengthening the Bank’s human resources through: organizational reinforcement, staff reinforcement, and employee development reinforcement;
Controlling and managing non-performing loans and optimizing recovery rates from non-performing loans and written-off loans;
Increasing revenue from foreign exchange transactions and fees and commissions;
Improving the quality of productive assets by consistently implementing a risk-aware culture, including measures related to internal credit risk controls, achieved by enhancing credit analysis capabilities, refining credit ceiling mechanisms, and conducting ongoing training on credit risk awareness for all employees—particularly those in the Business Development Division, the Credit Reviewer Division, and the Credit Control Division; and
Consistently implementing a culture of compliance, including the implementation of the Anti-Money Laundering and Counter-Terrorism Financing (AML-CTF) program.

Business Strategy & Future Plans

Business Strategy