Introduction Business Review Business Support Governance Review

Network and Operations

With a strong delivery network our

customers know that BCA is always
by their side

The Network and Operations group is charged with supporting the

Bank’s service delivery to customers. This covers a multitude of tasks
including managing the Bank’s network and back office functions as well
as the contact center and involves interacting with nearly every other
unit in the Bank.

By virtue of its size, BCA is able to invest heavily in system developments

allowing the Bank to leverage off of the existing network and achieve
economics of scale. In order to guarantee the security and response times
that the vast network requires to service our customers efficiently, BCA
incorporates system and communication protocols with redundancy
backup through two mirroring data centers.

BCA sees network as an important asset to nurture customer

relationships. BCA is greatly encouraged by the results of the customer
engagement survey conducted on behalf of the Bank by Gallup. In only
its second year, the Bank’s customer engagement score continues to

114 BCA 2012 Annual Report

Management Discussion and Analysis Consolidated Financial Statements
improve and challenges the Bank to further
improve the level of engagement.
Expanding Our Network
Network expansion, both in branches and
electronic delivery channels, remains one of
the ongoing programs of the Bank. BCA sees
network expansion as a strategic function to
enhance relationships with customers as well
as to fulfill growing needs for transaction
activities. In 2012, BCA opened 70 new
branches including 53 cash offices. BCA also
installed 3,448 ATMs including 763 CDMs. As
of December 2012, BCA had 1,011 branches
(127 main branches, 807 supporting branches,
Corporate Data
77 cash offices and payment point), 12,026
ATMs and hundreds of thousands EDCs.
Physical branches remain important to service
what remains a largely cash based society
across Indonesia. BCA reviews population
trends, both in commercial and residential
areas, to plan for future branch expansion.
The Bank also constantly reviews traffic levels
and the number of transactions conducted in
each of the existing branches to take necessary
steps in order to ensure customer convenience.
In addition, branches are progressively
renovated in order to optimize layout and
make the banking experience as comfortable
BCA 2012 Annual Report 115
 Introduction
as possible for customers. BCA was one of the
first banks to introduce weekend banking in 17
malls and trade centers to allow customers to
utilize branches facilities outside of working
days. Mobile Cash is a ‘branch in a vehicle’ for
those areas not yet covered by branches such
as campuses and new suburban areas.
On 12 December 2012, the Bank opened a
new consumer banking focused branch at the
emerging residential area of Alam Sutera in
the Western of Jakarta. A whole new concept in
Indonesian banking, the branch is technology
driven and has a strong focus on customer
convenience. While it will not have universal
applicability, this prototype ‘solution home’
will be used as a blue print for the branch of
the future, designed to facilitate transactions
and the efficient delivery of individual banking
services including ‘face to face’ interaction
with a consumer products specialist via video
call. The Bank follows up customer responses
and queries as well as studies customer
behavior for different activities that customers
undertake in the branch in order to improve
service levels. Through this systematic
approach, BCA aims to deliver better efficiency
and meet customer’s expectations.
In response of rising trend of electronic
banking usage in Indonesia, BCA has taken
its internet banking and mobile banking
platform to a higher level. BCA understands
customer needs to effect payment settlement
and other banking services on the latest
mobile devices. BCA is one of the pioneers
in providing convenient banking services on
various smartphones. Our established internet
banking service ‘KlikBCA’ is now available on
smartphones to complement mobile banking
services ‘m-BCA’. The two electronic platforms
are promoted under one access ‘BCA Mobile’.
BCA sees electronic banking as one integrated
network to complement extensive reach of
the Bank’s branches as well as our strategy to
further enhance network cost efficiency.
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Despite fast-growing usage of the Bank’s
internet banking and mobile banking, BCA sees
that ATMs will remain as a major electronic
delivery channel in Indonesia. BCA strives to
improve service level of its nation-wide ATMs
and allocate more ATMs adjacent to its high-
traffic ATMs. ‘ATM BCA’ remains one of the
highest used ATM networks in Indonesia.
Service Orientation
In 2012, several new innovations took place
alongside the improvement of existing
systems. A new web based application that
supports the opening of a customer account
outside of the branch was introduced. A new
loan application tracking system was also
introduced that reduces the volume of paper
and results in quicker information retrieval.
The Bank started service-oriented culture,
called the SMART program, over 10 years
ago. Applied in all branches, at the regional
and head office levels, the objective is to
improve service levels. Subsequently this was
expanded to SMART SOLUTION in line with
the Bank’s efforts to further enhance customer
quality service. This program motivates
employees to deliver comprehensive solution
in a timely manner. BCA continued to
refine a process designed to enhance team
engagement, customer engagement and the
business culture of the branch. In connection
with SMART SOLUTION program, the Bank
hosts annual awards, known as BCA Awards,
to recognize achievements of its business
units, regional offices, and branch offices
in demonstrating those customer service
values.
Contact Center
As the Bank moves progressively to greater
reliance on electronic delivery channels, this
places even greater importance on the role
of BCA’s call center HaloBCA. It is imperative
that if a customer is trying a new technology
for the first time that they be able to seek
Management Discussion and Analysis Consolidated Financial Statements
advice in the event of any problem. Trust lost
takes a disproportionate amount of time to be
regained. HaloBCA plays a partnership role
with business units and branches.
HaloBCA was internationally recognized call
center. Customers have access 24 hours a day,
seven days a week. In 2012, HaloBCA was the
runaway winner at the Contact Center World
Awards held in Las Vegas. While it was not
only the Bank rewarded, as a consequence
of the domination by BCA, Indonesia won
awards for the best country. Locally HaloBCA
is recognized as the Top Brand by Frontier,
indicating the top of mind place in Indonesian
customers. The majority of the nearly 10 million
calls to HaloBCA were seeking information
on banking products and services, while the
minority of calls was complaints. The Bank
continues to improve the service levels it
provides to customers, reducing response
times to complaints.
Process Efficiency
In 2012 there were a multitude of initiatives
taken to increase efficiency in delivering
seamless service to customers and reduce
operational workload so that the branch
can focus on delivering solutions for our
customers.
BCA continues to improve operational process
and infrastructure, leveraging on information
technology and improvement of the Bank’s
skilled workforce. BCA always looks to
streamlining systems and procedures while
maintaining principals of prudence.
Corporate Data
BCA is also acutely aware of the need for
internal control. In some cases, it is new
systems, in other cases centralization of
processes or vice versa, decentralization.
During the year, cash handling and EDC
management were centralized as well as
the support for credit services. Conversely,
renovating branches was decentralized to the
regions.
The Bank is mindful of the need to be constantly
aware of the rising cost base. Studies are
undertaken to determine the most efficient
way of running branches including simple
practices such as, reducing air conditioning
and lighting costs.
Outlook
The Bank expects to open a large number
of branches and add a significant number
of ATMs, and continues to maintain service
qualities at all of its channels.
In 2013, the Bank will continue with the
development of recent innovations such as
the web based account opening system,
adding functionality to the loan application
tracking system and simplification of business
processes. At branch level, biometric based
systems will be introduced to increase
surveillance and security for customer
transactions.
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