As someone who is credited for being responsible for strong growth, give us your personal view on the most important developments of BJB

Bank BJB has managed to constantly achieve a high level of performance, but also delivering  strong organic growth within the national banking industry. However, we are not easily satisfied; firstly, we want to increase the volume of transactional banking, we are currently developing the system and service that will support this direction. We are looking into acquiring a company within the area of financial services, such as an insurance or securities. Through these two measures we expect to accelerate growth considerably.

The multi finance company you mentioned, how will this be complementing your business?

One example is our new product emphasizing on car loans. If we acquire a multi finance company, we would seek to integrate these car loan products and others into this new multifinance company. In the long run, this will another enabler of growth for the company.

BJB is also engaging in the infrastructure development of Indonesia. Which project would you describe as bankable for you? What are your requirements for investment?

In terms of syndication, we prefer to partner with the big banks. Last year we joined with Bank Mandiri to develop the Cipali Toll Road. It’s the longest toll road in Indonesia, connecting Jakarta to Central Java. It’s a strategic project linking Bekasi, Majalengka, Cirebon and Brebes in Central Java. We’re strategic in choosing development projects; one of the main factors is that we are located in West Java and Banten, a very vibrant region, close to manufacturing hubs in Tangerang, and in Banten.

As a state bank, how would you describe the synergy of this relationship?

The governments of West Java and Banten are our shareholders. I always say to them, business comes from us, to us, and will be coming back to us. We deliver solid dividends to the shareholders, in 2016 for instance it was 55% which was used to finance the regional government income to further develop infrastructure projects. All in all, the banks’ profits flow back to the government.

With BJB Bank’s capital adequacy ratio at 18.4 percent, how are you planning further expansion of your institution?

We will continue investing in infrastructure projects. The next project is BIJB, the international airport in West Java. The plans are that it will be completed with airport, hotel, and other supporting developments too. We are also planning to invest in the construction of the Sukabumi – Bandung toll road which will provide access to Ciletu in Sukabumi: Currently the trip to Ciletu takes 9 hours.

Digitalization of everyday life in Indonesia, the rise of fin-tech: What product developments do you see as being able to further enhance the connectivity and reach of BJB beyond its extensive branch network, how is the bank embracing digitalization?

We have no choice but to embrace fintech. We see this as a positive development which will motivate the banking industry to prepare and increase its capacity and allow us to improve our position in a competitive market. We have developed a banking service named “BJB Bisa“, for areas that are not covered by conventional banking, but with potential; especially with regard to agriculture, livestock, and trade. This allows us to work with farmers, pensioners, and micro enterprises in rural areas. They can still make use of, savings, withdrawals, transfers and other similar payments. This will provide additional revenue for the bank, but also be of benefit for the community.

How do you rate the macroeconomic climate in Indonesia, which developments do you personally see as particularly interesting?

The Indonesian banking sector is very solid from a global perspective. We have a clear vision of becoming one of the top 10 large and high performing banks In Indonesia. Our hope in that the bank continues to make its positive contribution the economic development in Indonesia and that it remains a profitable bank that will continue adding value to its stakeholders. Overall I would say that the Indonesian banking business is quite promising compared to other Asian countries.

What changes in perception have you seen in your time in the organisation?

The previous perception of a regional bank in Indonesia was a 2nd class bank with a lot of government intervention. This changed when we became a national bank, especially after we were listed on the stock exchange in 2010. We want to prove, that yes, Bank BJB is a regional bank, but at the same time we can compete with national banks.

“We offer products and services of national quality and our human capital can compete with any other bank in Indonesia.”

We have specialists from Bank Mandiri, BRI, and Commonwealth Bank, because our vision is clear and our employees are proud to work here.