Transform Service Image, BTN's Expansion Supported by Modern Operations
PT Bank Tabungan Negara (Persero) Tbk or BTN continues to accelerate business transformation to strengthen customer services. This includes efficient expansion through updated credit operations, branch modernisation, and digital service development.
“We will change the perception that BTN can provide comprehensive full banking services. This means that for family finances, there is financing, investment, transactions, and all other banking needs. Especially in this digital era,” said I Nyoman Sugiri Yasa, BTN’s Director of Operations, during the 2026 BTN Talk Show & Journalism and Photography Awards event at Menara 1 BTN Ballroom, Jakarta, Friday, 13 March 2026.
I Nyoman stated that this transformation is part of implementing BTN’s new vision for the 2025-2029 period, namely becoming “the primary partner in empowering Indonesian family finances”. This vision is executed through several strategies in the corporate plan, including strengthening the sustainable funding engine, increasing product propositions and cross-selling, and providing comprehensive full banking services with improved customer experience.
According to him, strengthening the sustainable funding engine is important so that business can run sustainably. Given that funding is the primary fuel for banking to conduct financing activities, without strong funding support, banks cannot optimally distribute financing to the public.
“Therefore, strengthening funding is one of the main focuses that is continually improved. These efforts are made to ensure the availability of stable and sustainable funding sources. So that BTN can continue to carry out its intermediation function and expand financing distribution,” he said.
BTN also continuously strives to present holistic banking propositions. This means the bank works to strengthen product propositions whilst increasing cross-selling strategy. In this regard, BTN does not only focus on housing financing or mortgages, but is moving towards beyond mortgage services.
Through this approach, BTN wants to offer more comprehensive banking services to customers, such as payroll, credit cards, investment, BTN Light Credit (KRING) for home renovation, multi-purpose credit, vehicle financing for cars and motorcycles, and working capital credit.
“When customers purchase a house through a mortgage, they also potentially need other financial products. Through this strategy, BTN can provide diverse financial solutions that can be utilised by Indonesian society,” said Nyoman.
BTN’s next strategic plan is to present comprehensive full banking services by prioritising customer experience. The key to these efforts is implementing improvements in service and operational aspects, as both are crucial in determining service quality for customers.
One step taken is revamping or updating the credit processing system to make it more efficient, fast, and standardised. The operational credit update is carried out through a loan factory system. This system centralises the process of consumer credit applications and processing, including mortgages.
Previously, BTN’s credit operational process was conducted through six Regional Loan Processing Centres (RLPC) spread across various regions, namely in Cawang, Bekasi, Semarang, Surabaya, Medan, and Makassar. However, this model had several limitations. Process standards between regions were not uniform, control and monitoring were not fully centralised, and capacity and productivity between regions varied.
Through the loan factory, the credit process is now centralised at the head office. The system also prioritises digital processes to minimise manual intervention. “With the loan factory, the mortgage process is processed at one central office. We prioritise digital processes so that services are faster, more accurate, transparent, and have uniform standards,” said Nyoman.
According to him, the system will be implemented gradually throughout Indonesia. The hope is that the mortgage application process becomes more efficient and increases productivity. Besides updating credit operations, BTN is also modernising its branch network. This effort is conducted through a branch rejuvenation programme. Throughout 2025, BTN has opened 20 new branch offices, relocated 29 branch offices, and reordered the layout of 10 branch offices to be more modern and comfortable.
Nyoman acknowledged that BTN’s branch office image has often been perceived as rigid and bureaucratic. Therefore, BTN strives to present a more modern branch concept that is friendly towards customers. Several branch offices that have adopted the new concept include those in Pondok Indah, Harmoni, Kuningan, and Central Park.
“We want to change the old perception that bank branch offices are outdated and bureaucratic. Going forward, BTN branches will adapt to modern times with a more modern and dynamic concept,” he said.
Simultaneously, the company is also accelerating service digitalisation through the development of BTN Digital Store. This concept brings banking services to locations closer to where the public conducts activities. BTN Digital Store is not only located in branch offices, but is now also present in shopping centres and commercial areas. In several locations, BTN partners with local coffee brands to create a more relaxed service atmosphere. Currently, 24 BTN Digital Stores are operating in Jabodetabek, Surabaya, Bandung, and Semarang.
This concept is expected to provide better customer experience. With this approach, the bank not only waits for customers to come to branch offices, but is present directly where the public conducts their activities.