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IFRS in Indonesia

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Sheldon Goh at Wolters Kluwer Financial Services
Nico Deprez at Wolters Kluwer Financial Services

Sheldon Goh and Nico Deprez from Wolters Kluwer Financial Services take a look at the IFRS environment in Indonesia, demonstrating the complexities of the Bank Indonesia requirements and point to their experience with Bank Rakyat Indonesia.
The global financial crisis has resulted in the need for greater transparency and accountability in the financial sector, which has inevitably spurred on a plethora of new regulatory requirements, including the new International Financial Reporting Standards (IFRS). In the simplest of descriptions, IFRS has been developed so that financial statements may be produced, read and understood by both local and international market players, and ultimately forms a critical element of our global economy.

The focus of this article looks at the adoption of the IFRS in Indonesia specifically. With a GDP growth of 6.4% in 2011, a rapidly growing Finance sector and an estimated number of 120 banks, Indonesia is strong becoming one of the fastest emerging economies in Asia. The rising wealth and pro-business environment in the region encourages firms to not only enter the market, but also thrive.With a vast and varied range of firms operating in Indonesia, it is also one of the best countries for financial services solution vendors to provide their services to customers. However with that said, there is also a host of various local regulatory and compliance requirements which firms must adhere to. The local requirements for firms in Indonesia are strict due to the move from principle based accounting to a more rule based accounting procedure.

The central bank, Bank Indonesia, like many of its counterparts,has set out to strengthen the soundness and resilience of the country’s financial system following the turbulence of the financial crisis. It has since published several guidelines conforming to the global accounting and risk management framework for IFRS but also Basel II & III. Banks in Indonesia have been swept with rapid changes and increasingly stringent regulations over the last three years in areas such as accounting standards and risk management.

The new IFRS requirements demand more data to be submitted at more frequent intervals, with more complicated calculations, therefore increasing the strain on financial institutions’ time and resource. Adoption of IFRS in Indonesia – and in fact in Asia overall – is unfamiliar territory for many firms in the region who would have only previously used prudential accounting.Therefore the transition is far more complex and changes to accounting standards are far greater conceptually in comparison to European firms, for example.

Whilst IFRS adoption is applicable on an international scale, each financial authority has its own local interpretations of the standards and Indonesia with PSAK 50/55 (the local interpretation of IAS 32/39) is no different. Therefore, firms and the solution they implement must cater for the localised requirements, such as the various methods for financial instruments, valuations, and different methods of calculation for both individual and collective impairments.

There are two key aspects to the Indonesian specific implementations which differ in comparison to global standard for IFRS. The first is related to incurred loss models for collective impairment in which a Roll Rate method is used. Despite the fact that this a proven method within economics, IFRS itself does not recognise this method as the standard approach, whereas the ‘Bank Indonesia published implementation guidelines’ do, making it a clear requirement.

The second differentiator is that the law in Indonesia prohibits having large trading portfolios which include derivatives. This is a direct result from fair value calculation- based on market prices – becoming impossible due to the absence of an active market within Indonesia. Furthermore, Indonesian authorities have published their own set of regulatory requirements covering most topics of IAS 32 and parts of IFRS 7.
IFRS compliant reporting can be achieved in various different ways. If the current source systems are not able to deliver data required to comply with the IFRS requirements, such as fair values of financial instruments, effective interest rate calculation, probability of default and loss given default, or amortised cost, then a solution is required which can compute the missing information.

Case Study: Bank Rakyat Indonesia
In 2012, Bank Rakyat Indonesia (BRI), one of the largest firms in the region with over 40 million retail customers, selected Wolters Kluwer Financial Services’ IFRS solution. The bank specialises in small scale and microfinance style borrowing and lending to its customers from its 8,000 branches and as of this year, is the second largest bank in Indonesia by asset.

BRI conducted a thorough evaluation of IFRS solutions available on the market in order to adhere to IFRS and PSAK 50, 55. The bank selected Wolters Kluwer Financial Services’ solution following the system’s strong benchmarking results.

“As one of the largest banks in Indonesia we naturally have considerable volumes to process so finding a solution that is technically sound and could process these volumes quickly and efficiently was a key requirement for us. With the Wolters Kluwer Financial Services’ IFRS solution we can now successfully process more than seven million accounts in seven hours. We are very pleased with our decision to work with Wolters Kluwer Financial Services.”said Achmad Baiquni, Director of Bank Rakyat Indonesia.
BRI benefits from calculation and reporting functionalities to cover the amortized cost and fair value accounting, effective interest rate, impairment assessments (collective and individual), hedge accounting (cash flow, fair value and net investment in foreign currency), as well as hedge effectiveness testing models encompassing both the balance sheet and off-balance sheet positions. By combining both the economic view (IFRS standards) and the statutory view (local GAAP)the IFRS solution enables the bank to review and report the same balance sheet positions captured from its data.

A solution with a modular architecture allows a firm whom may already have addressed aspects of the IFRS requirements, but not entirely, to select add-ons in order to achieve a complete and comprehensive solution. Indonesian firms require an IFRS solution which is user-friendly, complete in coverage of financial instruments and optimized performance for processing huge data volume in an efficient and timely manner.

BRI saw true value in a complete range of services and not just a software platform, but also the provision of local expertise of the Indonesian market. The knowledge of Wolters Kluwer Financial Services’ experts proves invaluable to firms, who require simple and clear understanding of regulatory requirements in Indonesia, no matter whether they are new to the market, or an established player. Firms in Indonesia require a solution which is flexible enough to acclimate to the local adaptions through combining technology flexibility with sound local expertise.This is one key aspect of why firms in Indonesia have chosen the Wolters Kluwer Financial Services’ IFRS solution and consequently why it is recognised as the industry leader.

To find out more of Wolters Kluwer Financial Services’ leading IFRS solution, please visit our website

 

Banking

How new trends are creating the perfect recipe for rapid digital transformation throughout the world’s oldest institutions

How new trends are creating the perfect recipe for rapid digital transformation throughout the world's oldest institutions 1

By Wayne Johnson, CEO, Encompass

Digital banking has drastically changed the landscape of financial transactions over the last few years. Technologies used to be limited when it came to banking, however, now they cover every step of banking or investment services, from behind the scenes due diligence checks to customer facing channels. Embracing this change through emerging technologies is the future for the financial industry.

In recent years, financial technology (FinTech) has developed to facilitate online payments, instant banking, trading, lending, and more.

This new era of digital transformation has been driven by technologies such as artificial intelligence (AI), APIs, blockchain, process automation, and internet of things (IoT) technologies, which have provided vital upgrades to the outdated legacy IT systems institutions historically relied on. The aforementioned technologies streamline and enhance processes, consequently generating a much more reliable and pleasant customer experience. These technological advancements have transformed modern banking operations, changing how the banking industry operates today.

Every new advancement in technology in the finance sector, like expanding a financial service offering to business customers, brings with it new risks and compliance obligations, but the latest trends are creating the perfect recipe for rapid digital transformation throughout the world’s oldest institutions.

The acceptance of new-age technologies

Technology is already driving massive changes in the banking landscape as we know it, and it will be an influential contributor to shaping the industry of the future.

Focus on improving customer experience

One of the areas that banks are increasingly trying to improve through digital banking is customer

experience. Customer expectations for online services are constantly being influenced by the experience provided by big tech companies like Google, Amazon, Apple, and Facebook. With their influence, everyone is looking for a similar experience from their own providers. While digitally savvy Millennials are mainly responsible for the rise in expectations across the board, the wide-spread use of digital technologies in most industries has meant that it is more important than ever for banks to be on top of their delivery at all times.

Wayne Johnson

Wayne Johnson

Interactive banking channels

There has been a huge decline in branch visits in recent years, with some re-evaluating their very role, and an increasing shift from just providing transactional services to allowing for a practical banking experience. This was initially done by moving banks to key locations in town centres, investing in video chat services and offering self-service points – all of which has only been possible through the use of digital technologies. Financial institutions have realised that customers, with their busy and demanding lifestyles, like to have a choice and rely on a full range of channels, online access and 24/7 availability.

The rise of open banking

The increased popularity of open banking and rise in API usage is set to drastically change the industry with the flexibility offered by APIs allowing financial institutions and FinTech’s to put innovation at the heart of their service, resulting in improved customer service and enhanced convenience.

The importance of organisational structure transformation

In order to achieve true digital transformation, financial services institutions need to change their organisation functions from the inside out. To reap the greatest rewards, they must promote a “digital first” strategy internally. Only then will they see a positive change and truly release the benefits of digital transformation and the solutions available today.

The  market is constantly evolving , and adapting, and whilst the survival of traditional institutions is not under immediate threat, key players are going to have to modernise their processes and ways of working to keep up with developing requirements and customer needs.

Financial institutions are now starting to recognise the importance of digitalisation, which many other businesses realised was a priority years ago. This is demonstrated by the emerging trends mentioned, which indicate a rapid altering of the operating environment, from increased customer expectations and improved processes, back-end technology and newer operating models to organisational priorities shifting with the times. Digital transformation can no longer be ignored, and financial services organisations will have to embrace it if they want to remain competitive

 

This is a Sponsored Feature.

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Banking

Standard Chartered Bank partners with Microsoft to become a cloud-first bank

Standard Chartered Bank partners with Microsoft to become a cloud-first bank 2

Standard Chartered Bank and Microsoft Corp. on Tuesday announced a three-year strategic partnership to accelerate the bank’s digital transformation through a cloud-first strategy. This partnership marks a significant milestone for Standard Chartered in making its vision for virtual banking, next-generation payments, open banking and banking-as-a-service a reality. Leveraging Azure as a preferred cloud platform, the companies will also co-innovate in open banking and real-time payments to help the bank unlock new banking experiences for clients.

Standard Chartered Bank partners with Microsoft to become a cloud-first bank 3

Embarking on a cloud-first strategy

As part of its digital transformation, Standard Chartered will adopt a multicloud approach, where significant applications, including its core banking and trading systems and new digital ventures such as virtual banking and banking as-a-service, will be cloud-based by 2025, subject to regulatory approvals. The bank will also adopt a cloud-first principle for all new software developments and major enhancements.

As technology reshapes the banking industry, Standard Chartered recognizes that a cloud-first strategy is critical to the bank’s ambition to make banking simpler, faster and more convenient. By being digital-first, the bank will be able to meet the demand for seamless banking virtually anytime, anywhere, and make banking more accessible to people across its network.

Michael Gorriz, Group Chief Information Officer of Standard Chartered, said, “Cloud is a cornerstone of Standard Chartered’s strategy to meet the present and future banking needs of our clients. Cloud providers have invested massively in the reliability and automation of infrastructure and platforms. Using cloud services improves our ability to be agile and innovative, while increasing our operational efficiency and resilience. As disruption in the financial industry continues, we can focus on client benefits by deploying our solutions quicker and allowing for faster integration of new business models and partners. To realize our digital ambitions, Standard Chartered has chosen Microsoft as a strategic partner and this partnership marks a major milestone for the bank in adopting a cloud-first approach.”

Bhupendra Warathe, Chief Technology Officer, Cloud Transformation at Standard Chartered, added that “The pandemic has shone a spotlight on the need for businesses and banks to be resilient from a risk mitigation, cost and security perspective. With the increasing trend of an always-on digital economy, commercial and consumer clients are looking for applications and services that empower them to do online banking from anywhere, flexibly and efficiently. The speed and scale of continuous innovation offered by Azure allows us to innovate with the latest AI services to meet evolving client needs. We can pilot new apps in one market and scale them rapidly across others. This is especially important for a bank with a footprint as broad and diverse as ours.”

Standard Chartered will adopt Microsoft Azure as a preferred cloud platform to meet the bank’s need for resilient data centers and cloud services and addressing customers’ security, privacy and compliance requirements across the bank’s global footprint.

The first set of capabilities to move to Microsoft Azure will be Standard Chartered’s trade finance systems, allowing for seamless cross-border trade for the bank’s corporate and institutional clients.

The partnership will also advance the bank’s digital workplace transformation with Microsoft 365 and Microsoft Teams providing modern productivity and collaboration tools to Standard Chartered’s 84,000 employees across its 60 markets.

Co-innovating the future of banking

Standard Chartered will also use Microsoft Azure artificial intelligence (AI) and data analytics capabilities to enhance and automate banking processes as well as deliver hyper personalization of its client products and experiences. Co-innovation in open banking application programming interface (API) and Internet-of-Things-based, real-time payments will also help the bank unlock new banking experiences for clients.

Bill Borden, Corporate Vice President of Worldwide Financial Services at Microsoft said, “Cloud computing is an enabler for financial institutions to modernize their infrastructure and systems, to gain the agility they need to respond to competitive pressures, regulatory environments and customer demand. We are committed to helping Standard Chartered Bank in its ongoing digital transformation journey as it strives to address evolving customer needs and build the next generation of banking experiences.”

Addressing the social needs of communities in the emerging markets

Standard Chartered strives to understand the evolving needs of its communities and be an enabler for change. As a part of the strategic partnership, the bank and Microsoft will explore sustainable finance and business initiatives to expand sustainability across the industry.

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Banking

What does the future hold for accessing earnings? Introducing the world’s first Earnings on Demand payment and debit card

What does the future hold for accessing earnings? Introducing the world’s first Earnings on Demand payment and debit card 4

By James Herbert, CEO & founder, Hastee

Let’s begin by looking at how our brains are wired. Think about the hunter-gatherer mindset: when we expend effort, we expect an immediate reward.

It’s therefore no surprise that over time, different areas in society have adapted to our nature as humans. Almost everything we want, we can get on-demand. Whether it’s instantly streaming movies on Netflix, online shopping from Amazon, or fast-food delivery from the likes of Just Eat. And, because of such technological innovations our expectations have accelerated when it comes to the pace of delivery. This isn’t individual to us as consumers in our day-to-day lives, it’s also reflected in the workplace. We ultimately want work to work for us.

Part of this of course comes down to accessing wages. Workers should be able to access a portion of their earned wages whenever they need it, in advance of the monthly pay cycle – whether to help during challenging times or in day-to-day life. We solved this solutionBut, to take this up a level, ready for the future, we introduced the world’s first Earnings on Demand contactless debit card, powered by Visa – giving users access to their accrued earnings in real-time, with the card’s balance dynamically increasing every day they work.

So what is the card, and how will it change how we access earnings in the future?

The basis is very much the concept of Earnings on Demand. At university I set up a company called Brightsparks to connect students with work opportunities so they could earn money. Yet I noticed a common trend. With students often having to wait for the monthly pay cycle to get their earnings, many were having to turn down work simply because they couldn’t afford the travel day-by-day. It became very apparent that not having £20 today could stop them earning £200 tomorrow.

It struck me that payday itself doesn’t have to be a rigid construct that people have to wait for. But this isn’t specific to students. Liquidity is a widespread issue faced by people in all industries and of all ages, and according to our most recent Workplace Wellbeing Study, 82 per cent of people turn to high-cost methods of financing to tide them over when needed.

The Hastee Card effectively makes wages directly accessible: it simply lets people spend a portion of  what they’ve already earned.

Some people might wonder why they’d want to step away from the standard monthly pay cycle. But consider this: the monthly payroll (via a cheque) only came about in the 1960s as an Act of Parliament. Before this, most people were paid weekly in cash. The first major firm that shifted to monthly payments did it for cost-cutting. It worked for the employer more than the employee. In fact, that firm’s employees had rejected their employer’s change of payment type when it was first trialled a decade before (look up ‘Pye Radio’). So the way that workers and organisations interact around pay is not set in stone – it changes as technology and society shifts.

The way we perceive and use money keeps evolving. Apple Pay, Monzo, and PayPal have completely changed the way payments can happen, yet payroll still remains largely unchanged. It’s only a matter of time before disruption becomes more widespread.

Looking at it from the employer side, it has its benefits too. Before the climate changed, businesses were accommodating enhanced workplace benefits such as no-desk policies, flexible or remote working. In all cases by businesses offering more, they tend to see a more engaged, happier and less financially stressed workforce – leading to increased productivity.

Earnings on Demand is ultimately a perk that presents an ethical alternative to high-cost credit options such as payday loans, credit cards and overdrafts. And existing solutions offer zero impact on payroll processes, zero impact on the cashflow of the business and are designed for quick, simple integration.

The Hastee Card is an evolution of this all – preparing for the future. It builds upon and enhances the user experience by reducing friction and offering immediate spending power as well as a path to greater benefits such as cashback and rewards in the not-to-distant future.

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