On March 29, 2026, in Lukmen Hall of the Governor’s Office, Jayapura City, the meeting room did not feel ceremonial, even though it technically was.
There were suits, formal seating arrangements, and the usual structure of a corporate gathering. Papers were stacked neatly. Microphones were adjusted. Names were called. Decisions were recorded.
But beneath that routine, there was something else moving through the room.
Expectation.
Not the loud kind. Not the kind that creates tension or urgency in obvious ways. It was quieter than that. It was more like a shared understanding that the discussions taking place in this room held significance beyond the building’s walls.
This meeting was not just any ordinary gathering.
It was the Extraordinary General Meeting of Shareholders of Bank Papua.
And in a place like Papua, that means something different, as it reflects the unique cultural and economic challenges faced by the region’s banking sector.
The meeting felt grounded in reality.
At some point during the session, Mathius Fakhiri spoke.
He did not begin with figures or technical terms. He did not speak like someone trying to impress an audience with financial language.
Instead, he spoke in a way that felt grounded.
Direct.
Almost conversational.
He talked about what Bank Papua should be doing.
More importantly, he highlighted what Bank Papua had not been doing sufficiently.
The Appointment That Set the Stage
Formally, the meeting included the appointment of Alibaham Temongmere as a non-independent commissioner of PT Bank Pembangunan Daerah Papua, the result of the election at the Extraordinary General Meeting of Shareholders (RUPS-LB), which lasted for two days.
It was a decisive moment, but it did not dominate the conversation.
Because what followed carried more weight.
Fakhiri used the moment to speak about direction.
About responsibility.
About what it means for a regional bank to exist in a place like Papua.
“Don’t Just Be a Bank”
At one point, his message became obvious.
He did not phrase it in complicated terms.
He essentially said that Bank Papua should not limit itself to being just a financial institution.
It should become part of the region’s economic engine.
That distinction may sound subtle.
But it is not.
Because being a bank means handling transactions.
Being part of an economic engine means shaping outcomes, such as influencing investment decisions and driving economic growth through the allocation of resources.
The Question of Productive Credit
One of the issues Fakhiri raised was something that does not usually attract attention outside financial circles.
Productive credit.
He spoke about how lending should not be dominated by consumption-based loans.
Instead, it should support sectors that actually produce something.
Agriculture.
Small businesses.
Fisheries.
Activities that create value and generate income.
It is not a new idea.
But in practice, it is not always straightforward to implement.
A Story From a Small Business Owner
A young man who runs a small food business in Jayapura explained the challenge in his own way.
“I wanted to expand,” he said.
“Maybe open another place.”
He paused.
But I needed capital.”
He had approached a bank before.
The process was not impossible.
But it was not simple either.
“There are requirements,” he said, shrugging slightly.
“And sometimes we don’t meet them.”
His story is not unusual.
It reflects a gap.
There exists a disparity between the requirements of businesses and the capabilities or willingness of banks to meet those needs.
Why This Matters More in Papua
In larger cities, access to financing often comes with options.
Multiple banks.
Alternative lenders.
Different financial products.
In Papua, those options are more limited.
That makes institutions like Bank Papua more important.
This is not because they are the only players in the market.
But because they are closer to the communities they serve.
Keeping Money Close to Home
Another point Fakhiri raised was about where money flows.
He urged that government transactions should go through Bank Papua.
Not through external institutions.
The idea is simple.
If money circulates within the region, it supports local economic activity.
If it flows outward, the impact diminishes.
It is not only about efficiency.
It is about retaining value within Papua.
The Digital Gap That Still Exists
Then the conversation shifted.
From credit.
To technology.
Fakhiri spoke about digitalization.
Not as a trend.
But as a necessity.
Papua’s geography makes traditional banking difficult.
Distances are long.
Infrastructure is uneven.
Some areas are still challenging to reach.
Digital systems can help bridge that gap.
But only if they work consistently.
When Systems Fail
A shop owner in Jayapura recalled a recent experience.
“There was a time when payments were delayed,” she said.
“It did not last long.”
But even a short disruption created problems.
Customers waited.
Transactions slowed.
“It affects trust,” she added.
Her concern was not about technology itself.
It was about reliability.
Because in daily life, people need systems they can depend on, especially in critical environments like banking where reliability is essential for maintaining customer trust and operational efficiency.
The Reality Inside the Bank
A bank employee, speaking informally after the meeting, described the internal challenge.
“We are trying to improve,” he said.
“But there are many things to fix.”
Systems need upgrading.
Staff need training.
Processes need to adapt.
Transformation is not just about installing new technology.
It is about changing how an institution operates.
The Weight of Expectations
For Bank Papua, expectations are not abstract.
They come from different directions.
From government.
From businesses.
From communities.
Each group sees the bank differently.
But they all expect it to perform.
To support.
To deliver.
Balancing those expectations is not simple.
A Region in Transition
Papua itself is changing.
Infrastructure is expanding.
Urban areas are growing.
New businesses are emerging.
But development is uneven.
Some areas move faster than others.
Some communities benefit more than others.
In this context, financial institutions play a critical role.
They can either accelerate change or
Or struggle to keep up with it.
Leadership and Responsibility
The appointment of Alibaham Temongmere comes at a time when these challenges are becoming more visible, particularly in terms of adapting to changing market conditions and improving customer service.
Leadership in a bank like Bank Papua is not only about oversight.
It is about direction.
Setting priorities.
The focus is on making sure that strategies are implemented effectively.
That is where many institutions face their greatest test.
Between Plans and Reality
There is always a gap between what is planned and what actually happens.
Strategies are written.
Targets are set.
But implementation takes time.
And occasionally, it takes longer than expected.
This is where consistency becomes important.
Not just making changes.
But sustaining them.
A Quiet Moment After the Meeting
When the meeting ended, there was no dramatic conclusion.
People stood up.
Some shook hands.
Others checked their phones.
A few stayed behind, continuing conversations in smaller groups.
Outside, the city moved as it always does.
Traffic.
Street vendors.
Everyday life.
Nothing seemed different.
But Something Had Shifted
Inside that room, something had been said clearly.
That bank, Papua, needs to do more.
Not just function.
But contribute.
Not just operate.
But evolve.
Conclusion
The conversation that took place during that meeting will not change Papua overnight.
There will be no immediate transformation.
There’s no sudden shift that everyone can see.
But it marks a moment.
It serves as a reminder of the significance of institutions.
That direction matters.
The way a bank chooses to operate can influence more than just balance sheets.
It can shape opportunities.
Support livelihoods.
And in some cases, they determine how a region grows.
For now, the expectations remain.
Quiet.
Steady.
Waiting to see what happens next.