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Gultom, Yogi Ruspita Netty
"The continuous supervision and observation to banks' performance and soundness arc essential actions to promote a safe, sound and stable banking system. Supervision of bank is the responsibility of the government which is conceded to the Central Bank. Bank Indonesia (BI) as the central bank in Indonesia has the authority to generate bank regulations in order to conduct and monitor all banking practices in Indonesia.
For the purpose of monitoring, BI regularly assesses the financial condition of each bank in Indonesia and specific risks faced via on-site examinations and periodic reports on a quarterly basis. BI rates banks according to the Uniform Financial Institutions Rating system, which now encompasses six general categories of performance under the label CAMELS. Each letter refers to a specific category, which denotes Capital, Asset Quality, Management, Earnings, Liquidity and Sensitivity to Market Risk. The CAMELS method has its function as an early warning system to reflect problems faced by bank. The result of the assessment will produce one of the categories of five bank ratings which cover a bank in excellent condition, in sound condition, in Fairly sound condition, in poor condition and in unsound condition.
PT. Bank BNP Paribas Indonesia is one of the joint venture banks in Indonesia and commenced its operation in Indonesia since 1989, with a shareholding of 99% by Banque Nationale de Paris (BNP) Paribas International and 1% by local company, PT. BNP Paribas Peregrine. Bank BNP Paribas Indonesia operates as a commercial bank which provides limited services and banking facilities only for medium and large domestic companies and multinational companies. As a pail of international bank, Bank BNP Paribas Indonesia holds a big name of BNP Paribas International which is based in Paris, France and operates in more than 85 countries world wide. As a joint venture bank in Indonesia, Bank BNP Paribas Indonesia has the obligation to make the periodical report to its parent company and also to Bl, which stands as the bank supervisory authority in Indonesia. Those reports are used to assess the performance and soundness of the bank periodically. Until this time, Bank BNP Paribas Indonesia still exists in Indonesia with no retained earnings recorded. Retained earning is the bank's cumulative net income retained in the business (also called undivided profits) in order to provide a larger capital base to support the future growth (Rose, 2005, 490).
Although Bank BNP Paribas Indonesia has not been able to make the positive retained earnings to support its future growth, it sustains its existence and maintains its activity in Indonesia successfully, even through the monetary crisis until now. Analyzing the earnings factor is needed to identify profoundly its financial condition and the causes of its incapability to gain the retained earnings. In spite of that, the analysis of the capital factor is also needed to describe the strength of Bank BNP Paribas Indonesia to maintain its daily operations and ensuring its long-run viability.
The capital analysis has been conducted on Bank BNP Paribas Indonesia in four periods during the year 2004. The result obtained from the capital analysis is the sound condition of capita]. It reflects its Capita] Adequacy Ratio by a range from 24.58 to 46.15 percent, which exceeds the minimum Capital Adequacy Ratio at 8 percent. The capability of Bank BNP Paribas Indonesia proved the high composition of core capital in its capital composition to absorb potential loss in the future. To support its business plan, Bank BNP Paribas Indonesia should improve its capital source gradually in the coming year. The increase of capital is conducted in accordance with the increase of risk-weighted assets and the growth of activities in the future while at the same time improving the quality of its assets continually in order to reduce the possibility of losses from the deterioration of productive assets.
The result obtained from earnings analysis is the fairly sound condition of earnings. It is reflected by its Return on Asset Ratio, Return on Equity Ratio and Net Interest Margin Ratio which has exceeded the ratio regulated by BI even though the Return On Asset Ratio and Return on Equity Ratio have the tendency to decrease. On contrary, the Efficiency Ratio and the operational profit growth of Bank BNP Paribas Indonesia were not good enough. Since Bank BNP Paribas Indonesia has not yet capable to improve the amount of the capital from its earnings because of the big loss compensation from the previous year, thus Bank BNP Paribas Indonesia has to prepare and provide the adequate capital source to anticipate the potential loss in the future. Until this time, the provision of capital is highly depends on the fund from its head office.
In the coming year, Bank BNP Paribas Indonesia has to determine its business strategy which consists of short-term and middle-term strategy. Those strategies are applied by enhancing its number of loan portfolio and become more aggressive in offering its products and optimize its fee-based income. In spite of doing that, Bank BNP Paribas Indonesia should also observe the quality of its asset continually and conducts the efficiency of running the business."
Depok: Fakultas Ekonomi dan Bisnis Universitas Indonesia, 2005
T18261
UI - Tesis Membership  Universitas Indonesia Library
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Irman D. Rumadja
"ABSTRAK
SUBJECT:
Improving The Billing System of Eau Et Force, Ondeo Services, Paris ? Ile de
France.
OBJECTIVE:
- To understand what is Eau Et Force, the enterprise of water distribution, the filial
of Ondeo Services (Lyonnaise Des Eaux), Paris ? 11e de France. The aim is to
explain: their major activities, how they do the service to their clients.
- To understand the financial project through one case study of: Prestation de
Service. How do we treat problems and some feasible solution to resolve the
financial problems.
TOOLS:
- Analysis of the existing organizational structure system.
- Interviews with the principal actors of the project.
- Application on the project.
Contents/In Brief:
Eau Et force (built 1928) is the major tor of water distribution in Ile de France.
Their competence and service to the client are as follows:
. Potable water, Production and Distribution from the source up to the water tap of
the clients.
. Collection and treatment of the Used Water.
. Surveillance of the quality of water distribution, through their Water Station and
Treatment Plant Observation of Water Quality).
PROBLEMS
Water Sales and distribution is decreasing from time to time. This is due to the
people now ? not only in France - is wiser and wiser in using water. Not only
because the price of water now expensive, some people realize the importance to
save the nature.
For example: We could see the utilization of the flushing system in everywhere of
the toilette. 2 (two) flushing buttons for different kinds of Utilization, and this
become commonly use in France.
Therefore, Eau Et Force try to anticipate this problem (decreasing sales) by
providing another service to the clients called: Prestation de Service.
Prestation the Service is the service that provided to the client to help them with
their internal installations. This work is not for free, the client will have to pay for
the work.
The process, in fact, is not so easy to implement. Financial problems appeared
because different department in charge of each Prestation de Service, with different
kind of reporting, responsibilities and using different sub-contractors.
SOLUTIONS:
After having interviews with the Major Actors of the Prestation de Service and doing
some analysis of the problem, THE WRITER realize that the problem that Eau et
Force facing could be resolved with a very simple excel table that could monitor all
the activities of Prestation de Service, financially. See Annexe 14-15.
THE WRiTER then creates the excel table, together with financial staff at Eau et
Force. The excel table that has been created can fulfilled with all information that
needed by Finance and Accounting Department of Eau et Force, so that they can bill
the customer just in time.
In fact, this simple excel table is adopted from the same kind of table that has been
used by PT. PAM LYONNAISE JAYA, Jakarta - the company where THE
WRITER work for ? the same filial of ONDEO Services like Eau et Force.
When this simple excel table -called work order- works, Eau et Force definitely has
save a lot of times of monitoring financial process of billing, and also could gather
as much as possible the data of the cash flows of each departments concerned.
With this table, Eau et Force could monitor easily the Prestation de Service activities
and bill the customer without creating any delays.
This table was implemented at Eau et Force on mid of July 2001, as soon as the
Finance Director of Eau et Force got the explanations from THE WRITER."
2001
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UI - Tesis Membership  Universitas Indonesia Library