ANNUAL REPORT GOOD CORPORATE GOVERNANCE

ANNUAL REPORT GOOD CORPORATE GOVERNANCE

STANDARD CHARTERED BANK INDONESIA 2008

Annual Report – Good Corporate Governance of Standard Chartered Bank Indonesia 2008

Table of Content DAFTAR ISI Page Halaman A. Historical Background and General Information Latar Belakang Sejarah dan Informasi Umum

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B. Group

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C. SCB

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D. Standard Chartered Bank Indonesia

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E. Organisation Structure of Standard Chartered Bank Indonesia Struktur Organisasi Standard Chartered Bank Indonesia

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F. Existence in Indonesia Eksistensi di Indonesia

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G. Financial Performance SCB Indonesia 2008 Performa Financial SCB Indonesia 2008

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H. Business Strategy for 2008 Strategi Bisnis di Tahun 2008

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I. Risk Management Manajemen Risiko

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J. Human Resources Sumber Daya Manusia

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K. Mission of SCB Indonesia Misi SCB Indonesia

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L. Financial Data Data-data Keuangan

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Appendix 1, Appendix 2

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A. HISTORICAL BACKGROUND AND GENERAL INFORMATION

A. LATAR BELAKANG SEJARAH DAN INFORMASI UMUM

Standard Chartered Plc.

Standard Chartered Plc.

Standard Chartered Plc. (hereinafter referred to as “Group”) is a holding company of Standard Chartered Bank (hereinafter referred to as “SCB”) with experience over than 150 years in banking industry and has an extensive global network of over 1,600 branches and outlets in more than 70 countries in the Asia Pacific Region, South Asia, the Middle East, Africa, Europe and the Americas.

Standard Chartered Plc. (selanjutnya disebut “Group”) merupakan holding company dari Standard Chartered Bank (selanjutnya disebut sebagai “SCB”) yang berpengalaman lebih dari 150 tahun dalam industri perbankan dan memiliki jaringan internasional dengan 1.600 cabang dan lebih dari 70 outlet di kawasan Asia Pasifik, Asia Selatan, Timur Tengah, Afrika, Eropa dan Amerika.

As one of the world’s largest company, Group employs over 70,000 people representing 125 nationalities. The diversity lies at the heart of the Group’s values and supports the growth as the world increasingly becomes one market.

Sebagai salah satu perusahaan besar bereputasi internasional, Group memiliki lebih dari 70.000 pegawai mewakili 125 kebangsaan. Keberagaman ini menjadi dasar atas nilai yang dianut oleh Group dan mendukung pertumbuhan seiring dengan perkembangan dunia sebagai pasar bebas.

Group is also committed to all its stakeholders by living in its values towards its people management as well as exceeding its customers’ expectations, making difference in communities and working together with regulators.

Group berkomitmen pada seluruh pemangku kepentingan dengan berpegang pada nilai-nilai dalam pengelolaan karyawan serta pelayanan yang baik pada nasabah, bermanfaat bagi komunitas, dan kerja sama dengan regulator.

SCB serves both Consumer and Wholesale customers in emerging markets such as Indonesia for more than 146 years and become “The Right Partner” for its customers. SCB constantly strives to combine the local knowledge of Indonesian market with its global capacity.

SCB melayani nasabah Consumer dan Wholesale pada pasar yang sedang berkembang seperti di Indonesia selama lebih dari 146 tahun, serta bertujuan menjadi “Mitra yang Tepat” bagi nasabahnya. SCB berupaya mengkombinasi penguasaan pengetahuan pasar Indonesia dengan kapasitas global.

Standard Chartered Bank Indonesia.

Standard Chartered Bank Indonesia.

In Indonesia, historically SCB has started in Batavia (former name of Jakarta) represented by Borneo Company since 1859. However, since May 1963 the SCB commenced its branch operations independently. SCB is the first British foreign exchange bank having its own business entity in Netherlands Indies.

Di Indonesia, secara historis keberadaan SCB dimulai dengan berdirinya Borneo Company sejak tahun 1859 di Batavia (sebelum berubah menjadi Jakarta). Namun demikian, sejak bulan Mei 1963 SCB mulai beroperasi secara independen. SCB adalah bank devisa Inggris pertama yang membuka badan usahanya sendiri di Hindia Belanda.

The branch office in Jakarta was closed during the coup d’etat attempt in 1965, but re-opened in 1968. Standard Chartered Bank Indonesia (hereinafter

Kantor di Jakarta ini kemudian ditutup pada masa percobaan kudeta di tahun 1965, namun dibuka kembali pada tahun 1968. Standard Chartered Bank

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referred to as “SCB Indonesia”) was established based on Finance Minister Decree no.D.15.6.1.6.15 dated 1 October 1968 and decree of the Board of Directors of BNI (Central Bank - Bank Nasional Indonesia) no. 4/22/KEP.DIR dated 2 October 1968, to conduct foreign exchange and commercial banking activities. Presently, SCB operates in Indonesia as a pure commercial bank.

Indonesia (untuk selanjutnya disebut “SCB Indonesia”) mendapat izin usaha dari Menteri Keuangan no. D.15.6.1.6.15 tanggal 1 Oktober 1968 dan SK Direksi BNI (Bank Sentral – Bank Negara Indonesia) no. 4/22/KEP.DIR tanggal 2 Oktober 1968, untuk melakukan kegiatan devisa dan aktivitas perbankan. Saat ini, SCB beroperasi di Indonesia sebagai bank umum.

During 2008, financial performance of SCB Indonesia continued to show an improvement compared to previous year. SCB Indonesia has a strong foundation to acquire maximum results from both business segments of the Bank, namely Consumer Banking and Wholesale Banking. In alignment with this, SCB Indonesia remains focused on the principles of prudence in the application of risk management, KYC (Know Your Customer) and compliance towards all prevailing banking regulations.

Selama tahun 2008, kinerja keuangan SCB Indonesia terus menunjukkan perbaikan dibandingkan dengan tahun sebelumnya. SCB Indonesia memiliki landasan yang kuat untuk memperoleh hasil maksimal dari kedua segmen bisnis yang dimiliki, yaitu Consumer Banking dan Wholesale Banking. Bersamaan dengan itu SCB Indonesia tetap fokus pada prinsip kehatihatian dalam menerapkan manajemen risiko, KYC (Know Your Customer) dan kepatuhan terhadap semua peraturan perbankan yang berlaku.

As one of international banks operating in Indonesia for over 146 years, SCB has a strong commitment to maintain its business in Indonesia. It was proven by the investment in Permata Bank and acquisition of American Express Bank.

Sebagai salah satu bank internasional yang beroperasi di Indonesia lebih dari 146 tahun, SCB memiliki komitmen yang kuat untuk terus berbisnis di Indonesia. Hal ini dibuktikan dengan investasi di Bank Permata dan akuisisi American Express Bank.

SCB believes that Good Corporate Governance (GCG) is a key pillar in supporting SCB’s business integrity all over the world including Indonesia.

SCB meyakini bahwa tata kelola perusahaan yang baik (Good Corporate Governance/GCG) merupakan salah satu pilar utama bagi integritas bisnis SCB di seluruh dunia termasuk di Indonesia. Pelaksanaan prinsip-prinsip GCG merupakan kewajiban seluruh karyawan SCB.

The implementation of GCG is the responsibility of all SCB employees. GCG is one of the important aspects for SCB to achieve its objective i.e. “Leading the way in Asia, Africa and the Middle East’ and being a competitive organization managed by qualified people who respect the values of integrity, professionalism, and leadership.

GCG merupakan salah satu unsur penting bagi SCB untuk mencapai tujuannya yakni “Leading the way in Asia, Africa and the Middle East” dan menjadi organisasi yang kompetitif yang dikelola oleh sumber daya handal yang menghargai nilai-nilai integritas, profesionalisme dan kepemimpinan.

To support GCG implementation, SCB has already had global internal policies named code of conduct. This policy sets out the standard of behaviour expected from all SCB employee i.e. comply with laws, regulations and group standards, reject bribery and corruption, avoid being compromised by gift and entertainment, conflict of interest, etc.

Untuk mendukung GCG, SCB telah memiliki kebijakan internal, yaitu code of conduct. Kebijakan ini mengatur standard perilaku bagi karyawan SCB yaitu mematuhi hukum, peraturan dan kebijakan internal, menolak penyuapan dan korupsi, meghindari kompromi dengan pemberian/penerimaan hadiah atau hiburan, speak up, conflict of interest dan lain sebagainya.

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In Indonesia, the above internal policies are combined with Bank Indonesia Regulation no. 8/4/PBI/2006 dated 30 Januari 2006 which had been revised by Bank Indonesia Regulation no. 8/14/PBI/2006 pertaining changes to Implementation of Good Corporate Governance for Commercial Bank and circular letter no. 9/12/DPNP dated 30 Mei 2007 pertaining Implementation of Good Corporate Governance for Commercial Bank and other prevailing regulation.

Di Indonesia, kebijakan internal tersebut dipadukan dengan Peraturan Bank Indonesia no. 8/4/PBI/2006 tanggal 30 Januari 2006 sebagaimana telah diubah dengan Peraturan Bank Indonesia no. 8/14/PBI/2006 tentang Pelaksanaan GCG bagi Bank Umum, dan ketentuan pelaksanaannya dalam Surat Edaran Bank Indonesia no. 9/12/DPNP tanggal 30 Mei 2007 perihal Pelaksanaan GCG bagi Bank Umum, serta peraturan yang berlaku lainnya.

B. GROUP

B. GROUP

Establishment and Organization Structure Group is a public company, listed in London and Hong Kong stock exchanges, domiciled in London and established under English law.

Pendirian dan Struktur Organisasi Group adalah perusahaan publik yang terdaftar di bursa saham London dan Hong Kong, berkedudukan di London dan didirikan berdasarkan Hukum Inggris.

Based on English law, the organization structure of a company does not recognize board of commissioners. Group’s business activities are managed and supervised by The Board of Directors (“The Board”) which consists of Acting Chairman, 4 (four) Executive Directors and 8 (eight) Non-Executive Directors.

Berdasarkan Hukum Inggris, struktur organisasi sebuah perusahaan tidak mengenal adanya dewan komisaris. Seluruh aktivitas usaha dan bisnis Group dipimpin, diarahkan serta diawasi oleh The Board of Directors (“The Board”) yang terdiri dari: Acting Chairman, 4 (empat) Executive Director dan 8 (delapan) Non-Executive Director.

In performing their duties, The Board is assisted by Board Commitees (“Committee”) and Standard Chartered Bank Court (“The Court”).

Dalam menjalankan tugasnya, The Board dibantu oleh Board Commitees (Komite) dan Standard Chartered Bank Court (The Court).

Committee The Committee consists of Risk and Audit Committee, Nomination Committee, Remuneration Committee and Sustainability and Responsibility Committee.

Komite Komite terdiri atas Komite Audit dan Risiko, Komite Nominasi, Komite Remunerasi, dan Komite Sustainability dan Responsibility.

The Court The Court is composed of Group Executive Directors and SCB Directors, responsible for the Group’s risk management. The Court is responsible for the implementation of Group Pensions Executive Committee, Group Asset and Liability Committee (GALCO) and Group Risk Committee.

The Court The Court beranggotakan Group Executive Directors dan direksi SCB, bertanggung jawab atas manajemen risiko Group. The Court bertanggung jawab atas berjalannya Group Pensions Executive Committee, Group Asset and Liability Committee (GALCO) dan Group Risk Committee.

The Group Asset and Liability Committee (GALCO) consists of several committees: - Liquidity Management Committee

Group Asset and Liability Committee (GALCO) terdiri atas beberapa komite yaitu : - Liquidity Management Committee

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- Tax Management Committee - Capital Management Committee

- Tax Management Committee - Capital Management Committee

Group Risk Committee (GRC) consists of: - Consumer Banking Risk Committee - Group Market Risk Committee - Group Operational Risk Committee - Group Model Assessment Committee - Wholesale Banking Risk Committee - Group Credit Committee - Group Reputational Risk and Responsibility Committee - Other Risk type Committee

Group Risk Committee (GRC) terdiri dari : - Consumer Banking Risk Committee - Group Market Risk Committee - Group Operational Risk Committee - Group Model Assessment Committee - Wholesale Banking Risk Committee - Group Credit Committee - Group Reputational Risk and Responsibility Committee - Other Risk type Committee

Chairman, Deputy Chairman and Group Chief Executive The separate roles and objective of the Chairman, Deputy Chairman, and the Group Chief Executive are clearly defined in written role description which have been approved by The Board and are available on the Company’s website at www.standardchartered.com.

Chairman, Deputy Chairman dan Group Chief Executive Pemisahan tugas dan wewenang Chairman, Deputy Chairman, dan Group Chief Executive tertuang dalam kebijakan tertulis yang telah disetujui oleh The Board dan dapat diakses pada website Group di www.standardchartered.com.

Independent Non-Executive Directors The Board considers all of Non-Executive Directors to be independent and free of any business relationship or other circumstance that could materially interfere with the exercise of objective, unfettered or independence. The Non-Executive Directors are appointed for initial term of three years.

Independent Non-Executive Directors The Board menimbang bahwa seluruh Non-Executive Directors bersifat independen dan tidak terkait dengan bisnis atau hal-hal lain yang dapat berpengaruh secara material pada obyektivitas, keterikatan ataupun ketergantungan. Non-Executive Directors ditunjuk dengan periode awal selama tiga tahun.

Senior Independent Director In year 2008, John Peace was the Senior Independent Director in addition to being Deputy Chairman. This appointment was due to Mervin Davies’ departure from The Board.

Senior Independent Director Pada tahun 2008, John Peace ditunjuk sebagai Senior Independent Director, sebagai tambahan atas jabatannya sebagai Deputy Chairman. Penunjukan ini disebabkan karena pejabat sebelumnya (Lord Davies) mengundurkan diri dari The Board.

Activity The Group is the parent company of Standard Chartered Bank with its business in banking and other financial services.

Aktivitas Group merupakan perusahaan induk dari SCB yang memiliki bisnis di sektor perbankan dan jasa keuangan lainnya.

Share Capital In year 2008, the Group has issued 5,410,537 ordinary shares for “Employee Share Plan” at various prices between nil up to 1243.0 pence. Approximately of

Modal Saham Selama tahun 2008, Group menerbitkan 5.410.537 lembar saham biasa untuk program “Employee Share Plans” dengan harga bervariasi antara nil sampai

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11,082,539 ordinary shares were issued under the Company’s share dividend and 470,014,830 ordinary shares were issued under the right issue which was announced on 24 November 2008.

dengan 1243.0 pence. Sebanyak 11.082.539 lembar saham diterbitkan sebagai deviden saham, 470.014.830 lembar saham diantaranya diterbitkan melalui right issue yang diumumkan pada tanggal 24 November 2008.

Major Shareholders and the Voting Rights In Group annual report 2008, Temasek Holding (Private) Limited (“Temasek”) was stated as the only shareholder that had an interest of more than 10 percent in the Company’s issued ordinary share capital carrying the right to vote at any general meeting conducted by Group.

Pemegang Saham Terbesar dan Hak untuk Memberikan Suara Seperti yang telah tercantum dalam laporan tahunan Group tahun 2008, Temasek Holding (Private) Limited (‘Temasek’) tercatat sebagai pemegang saham yang dengan kepemilikan modal saham di atas 10 persen sehingga memiliki hak untuk memberikan suara pada setiap pertemuan umum yang diadakan oleh Group.

Based on notification, the voting right held by Temasek is held indirectly through Fullerton Management Pte Ltd, Dover Investment Pte Ltd and other subidiaries of Fullerton Management Pte. Ltd. (Temasek has 356,613,884 shares or 18.81% ownership).

Berdasarkan notifikasi, hak suara Temasek merupakan penyertaan tak langsung melalui Fullerton Management Pte Ltd, Dover Investments Pte Ltd dan subsidiari lain Fullerton Management Pte Ltd. (Temasek memiliki 356,613,884 saham atau 18.81% kepemilikan).

Management The Board is responsible for the overall running of the company and ensures that Group Corporate Governance is well implemented.

Kepengurusan The Board bertanggung jawab terhadap keseluruhan jalannya perusahaan dan memastikan bahwa perusahaan menjalankan prinsip tata kelola perusahaan dengan baik dan seharusnya.

Following is the management structure of the Board:

Berikut adalah susunan kepengurusan The Board :

Executive Director : Peter Sands, Group Chief Executive (46 years).

Executive Director : Peter Sands, Group Chief Executive (46 tahun).

Gareth Bullock (54 years), Group Executive Director with responsibility for growth and governance in Africa, Middle East, Europe and the Americas and for Risk and Special Asset Management.

Gareth Bullock (54 tahun), Group Executive Director bertanggung-jawab untuk pengembangan dan tatakelola di Afrika, Timur Tengah, Eropa dan Amerika, serta untuk Risk and Special Asset Management.

Richard Meddings (49 years), Group Finance Director.

Richard Meddings (49 tahun), Group Finance Director.

Steve Bertamini (44 years), Group Executive Director

Steve Bertamini (44 tahun), Group Executive Director.

Non- Executive Director: John Peace (60 years), Deputy Chairman and Senior Independent Director.

Non-Executive Director: John Peace (60 tahun), Deputy Chairman dan Senior Independent Director.

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Jamie Dundas (58 years), Chairman of Jupiter Investment Management Holdings Limited and a NonExecutive Director of Drax Group Plc.

Jamie Dundas (58 tahun), Chairman of Jupiter Investment Management Holdings Limited, dan NonExecutive Director of Drax Group Plc.

Val Gooding CBE (58 Years), Chief Executive Officer of BUPA and a Non-Executive Director of J. Sainsbury Plc and Lawn Tennis Association and member of BBC’s Executive Board.

Val Gooding CBE (58 tahun), Chief Executive Officer of BUPA dan merupakan Non-Executive Director of J Sainsbury Plc and Lawn Tennis Association dan anggota dari BBC’s Executive Board.

Rudy Markham (62 tahun), Non-Executive Director of Legal and General Group Plc and of United Parcel Service, Inc.

Rudy Markham (62 tahun), Non-Executive Director of Legal and General Group Plc dan United Parcel Service, Inc.

Ruth Markland (56 tahun), Chairman of the Board of Trustees of the WRVS and a Non Executive Director of The Sage Group Plc.

Ruth Markland (56 tahun), Chairman of the Board of Trustees of the WRVS dan merupakan Non-Executive Director dari The Sage Group Plc.

Sunil Mittal (51 tahun), Chairman and Group CEO of Bharti Enterprises and President of the Confederation of Indian Industry.

Sunil Mittal (51 tahun), Chairman dan Group CEO Bharti Enterprises dan President of the Confederation of Indian Industry.

Paul Skinner (64 tahun), Chairman of Rio Tinto Plc and a Non-Executive Director of the Tetra Laval Group and L’Air Liquide SA.

Paul Skinner (64 tahun), Chairman of Rio Tinto Plc dan merupakan Non-Executive Director of the Tetra Laval Group dan L’Air Liquide SA.

Oliver Stocken (67 tahun), Chairman of Home Retail Group plc, Deputy Chairman of 3i Plc and Chairman of Oval Limited and Stanhope Group Holdings Limited.

Oliver Stocken (67 tahun), Chairman of Home Retail Group Plc, Deputy Chairman of 3i Plc dan Chairman of Oval Limited dan Stanhope Group Holdings Limited.

John Paynter (54 tahun), was previously Vice Chairmain of JPMorgan Cazenove and presently as a Non-Executive Director for Jardine Lloyd Thompson Group Plc.

John Paynter (54 tahun), sebelumnya berkarir di JP Morgan Cazenove dan sekarang menjadi NonExecutive Director untuk Jardine Lloyd Thompson Group Plc.

Annemarie Durbin, as Group Company Secretary.

Annemarie Secretary.

Following are Performance:

Group

Berikut adalah komite-komite yang membantu kinerja Group:

Audit and Risk Committee Audit and Risk Committee chaired by Rudy Markham (Chairman). John Peace, Jamie Dundas, Ruth Markland dan John Paynter are member of committee.

Komite Audit dan Risiko Komite Audit dan Risiko diketuai oleh Rudy Markham (Chairman). Sebagai anggota komite adalah John Peace, Jamie Dundas, Ruth Markland, dan John Paynter.

Committees

to

support

Durbin,

sebagai

Group

Company

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Nomination Committee The Nomination Committee chaired by John Peace (Chairman). Jamie Dundas, Rudy Markham and Ruth Markland are member of committee.

Komite Nominasi Komite Nominasi diketuai oleh John Peace (Chairman). Sebagai anggota komite adalah, Jamie Dundas, Rudy Markham, dan Ruth Markland.

Remuneration Committee The Remuneration Committee chaired by Ruth Markland (Chairman). Val Gooding, John Peace, Paul Skinner and Oliver Stocken are member of the committee.

Komite Remunerasi Komite Remunerasi diketuai oleh Ruth Markland (Chairman). Sebagai anggota komite adalah Val Gooding, John Peace, Paul Skinner, dan Oliver Stocken.

Sustainability and Responsibility Committee Sustainability and Responsibility Committee was led by Jamie Dundas (Chairman). Val Gooding, Peter Sands, and Oliver Stocken were appointed as committee member.

Komite Sustainability and Responsibility Komite Sustainability and Responsibility diketuai oleh Jamie Dundas (Chairman). Sebagai anggota komite telah ditunjuk Val Gooding, Peter Sands, dan Oliver Stocken.

C. SCB

C. SCB

Establishment and Organization Structure SCB is a bank domiciled and established under the English law, and wholly owned by Group (100% ownership).

Pendirian dan Struktur Organisasi SCB adalah bank yang berkedudukan dan didirikan berdasarkan Hukum Inggris, yang sahamnya dimiliki seluruhnya oleh Group (100% kepemilikan).

All banking activities of SCB are performed and supervised by SCB directors which consist of Group Executive Director and Senior Executive.

Seluruh aktivitas perbankan SCB dilaksanakan dan diawasi oleh Direksi SCB yang terdiri dari Executive Directors of Group dan Senior Executive.

Executive Directors of Group is part of The Board, following are the Senior Executives :

Executive Directors of Group merupakan bagian dari The Board, sedangkan Senior Executive adalah sebagai berikut :

Jaspal Bindra (48 years), Director of SCB and Chief Executive Officer Asia.

Jaspal Bindra (48 tahun), Director of SCB dan Chief Executive Officer Asia.

Mike Rees (53 years), Director of SCB and Chief Executive Officer Wholesale Bank.

Mike Rees (53 tahun), Director of SCB dan Chief Executive Officer Wholesale Bank.

Dr. Tim Miller (51 years), Director, People, Property and Assurance and responsible for Human Resources, Corporate Real Estate, Compliance and Regulatory, Risk, Legal, Global Research and Operational Excellence.

Dr. Tim Miller (51 tahun), Director, People, Property and Assurance dan bertanggung-jawab untuk Human Resources, Corporate Real Estate, Compliance and Regulatory, Risk, Legal, Global Research dan Operational Excellence.

Tracy Clarke (42 years), Group Head of Human Resources.

Tracy Clarke (42 tahun), Group Head of Human Resources.

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Richard Goulding (49 years), Group Risk Chief Risk Operating Officer.

Richard Goulding (49 tahun), Group Risk Chief Risk Operating Officer.

Vis Shankar (51 years), Group Head Origination & Client Coverage and Executive Chairman of Principal Finance and Chairman of the Private Bank.

Vis Shankar (51 years), Group Head Origination & Client Coverage dan Executive Chairman of Principal Finance dan Chairman of the Private Bank.

David Edwards (55 years), President and CEO of SC First Bank Korea Ltd.

David Edwards (55 tahun), President and CEO of SC First Bank Korea Ltd.

Jan Verplancke (45 years), Chief Information Officer and Group Head of Technology and Operations.

Jan Verplancke (45 tahun), Chief Information Officer dan Group Head of Technology and Operations.

D. SCB Indonesia

D. SCB Indonesia

Ownership SCB Indonesia is a branch of SCB domiciled in London and 100% shares owned by Group.

Kepemilikan SCB Indonesia adalah cabang SCB yang berkedudukan di London dan sahamnya 100% dimiliki Group.

Management Committee SCB Indonesia In Indonesia, all activities are led, directed and supervised by Management Committee SCB Indonesia (Manco) which consisted of the following:

Management Committee SCB Indonesia Di Indonesia, seluruh aktivitas perusahaan dipimpin, diarahkan dan diawasi oleh Management Committee SCB Indonesia (Manco). Berikut ini adalah namanama pejabat tersebut :

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Simon Morris, as Chief Executive Officer (CEO) Simon Morris possessed an extensive experience in Banking sector for over than 20 years in SCB Europe, Africa, Brunei, and Philippines. He joined SCB in 1985 (Chartered Trust plc) where he worked at head office (London) in several positions before he moved to Africa in July 1997 as Regional Head of Consumer Banking. He was appointed as Chief Executive Officer in Brunei on August 2000 and worked at SCB Philippines during December 2002 until June 2005 as the CEO. Since November 2005, he was appointed as Chief Executive Officer for SCB Indonesia (Based on approval from Bank Indonesia no. 7/96/GBI/DPIP/Rahasia dated 17 November 2005).

Simon Morris, sebagai Chief Executive Officer (CEO) Simon Morris memiliki karir di sektor perbankan selama lebih dari 20 tahun di SCB Eropa, Afrika, Brunei dan Filipina. Beliau bergabung dengan SCB tahun 1985 (Chartered Trust Plc) di kantor pusat London dan menjabat beberapa posisi penting sebelum pindah ke Afrika bulan Juli 1997 sebagai Regional Head of Consumer Banking. Beliau ditugaskan sebagai Chief Executive Officer di Brunei bulan Agustus 2000 dan menempati posisi baru di Filipina sejak bulan Desember 2002 - Juni 2005 sebagai CEO. Sejak November 2005, beliau ditunjuk sebagai CEO SCB Indonesia (Surat Persetujuan Bank Indonesia no. 7/96/GBI/DPIP/Rahasia tanggal 17 November 2005).

Simon Morris graduated from Finance Houses Association as Diploma with Merit and

Simon Morris menyelesaikan pendidikannya di Finance Houses Association dan lulus dengan

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successfully completed his education in Henley Management College (majoring in Management) as MBA (Master of Business Administration).

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Ramesh Sundara Rajan, as Chief Information Officer Ramesh Sundara Rajan joined Standard Chartered Bank Bombay/Madras in 1988 – 1993 as Manager – IT System.

titel Diploma with Merit serta lulus dari Henley Management College (jurusan Manajemen) sebagai MBA (Master of Business Administration). -

Ramesh Sundara Rajan, sebagai Chief Information Officer Ramesh Sundara Rajan bergabung dengan Standard Chartered Bank Bombay/Madras tahun 1988 – 1993 sebagai Manager – IT System.

He was assigned to several important positions in SCB Singapore during 1997 – 2003 as Business Process Re-engineering Manager – Emerging Markets, Project Manager for Y2K, Project Manager for E-Commerce and Senior Manager Group Consumer Banking Operations.

Beliau pernah ditugaskan pada beberapa posisi penting di SCB Singapore selama tahun 1997 – 2003 sebagai Business Process Re-engineering Manager – Emerging Markets, Project Manager for Y2K, Project Manager for E-Commerce dan Senior Manager Group Consumer Banking Operations.

On July 2003, Ramesh joined SCB in Philippines as Chief Operating Officer until September 2005 and started his career in Indonesia on October 2005 as Head of Technology and Operations. (Based on approval from Bank Indonesia no. 8/118/GBI/DPIP/Rahasia dated 26 September 2006).

Pada bulan Juli 2003, Ramesh bergabung dengan SCB Filipina sebagai Chief Operating Officer hingga bulan September 2005 dan memulai karirnya di Indonesia pada bulan Oktober 2005 sebagai Head of Technology and Operations (sesuai Surat Persetujuan Bank Indonesia no. 8/118/GBI/DPIP/Rahasia tanggal 26 September 2006).

Bharat Padmanabhan, as Head of Origination Client Coverage Bharat Padmanabhan joined the SCB in 1997 as Manager Investment Institutions at SCB India. Furthermore, he held several important positions as Senior Manager, Institutional Banking, Head of Institutional Banking, Global Head Development Organization, and Head of Financial Institutions UK/Europe in various countries such as India and UK.

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Bharat Padmanabhan, sebagai Head of Origination Client Coverage Bharat Padmanabhan bergabung dengan SCB India tahun 1997 sebagai Manager Investment Institutions. Selanjutnya beliau menjabat beberapa posisi penting seperti Senior Manager Institutional Banking, Head of Institutional Banking, Global Head Development Organisations, dan Head of Financial Institutions UK/Europe di beberapa negara seperti India dan Inggris.

Since October 2005, he joined SCB Indonesia as Head of Origination Client Coverage (Based on approval from Bank Indonesia no. 7/81/GBI/DPIP/Rahasia dated 17 October 2005).

Sejak Oktober 2005, beliau bergabung dengan SCB Indonesia sebagai Head of Origination Client Coverage (sesuai surat Persetujuan Bank Indonesia no. 7/81/GBI/DPIP/Rahasia tanggal 17 Oktober 2005).

Bharat Padmanabhan possessed Master degree

Bharat Padmanabhan meraih gelar Master dari

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from University of Birmingham, UK (1996) and Ecole Nationale des Ponts et Chaussees, Paris (1990). -

Lani Darmawan, as Head of Consumer Banking (CB) Lani Darmawan is Head of Consumer Banking, SCB Indonesia since August 2008 (Based on approval from Bank Indonesia no. 10/112/GBI/DPIP/Rahasia dated 11 August 2008).

University of Birmingham, UK (1996) and Ecole Nationale des Ponts et Chaussees, Paris (1990).

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Lani Darmawan obtained her degree in Dentistry at University of Trisakti at 1985 with more than 23 years experience in Consumer Banking.

Lani Darmawan mendapatkan gelar sarjana kedokteran gigi dari Universitas Trisakti pada tahun 1985 dengan pengalaman selama lebih dari 23 tahun di bidang Consumer Banking. Sebelum bergabung dengan SCB Indonesia tahun 2004 sebagai General Manager Lending Consumer Banking, beliau pernah menduduki beberapa jabatan penting di Danamon, Citibank, BCA, dan LippoBank.

Prior to joining SCB Indonesia in 2004 as General Manager Lending – Consumer Banking, she held several key positions at Danamon, Citibank, BCA and Lippobank.

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Vijay Maheshwari, as Chief Financial Officer (CFO) Vijay Kumar Maheshwari appointed as Chief Financial Officer, SCB Indonesia since September 2007 (Based on approval from Bank Indonesia no. 9/142/GBI/DPIP/Rahasia dated 26 September 2007).

Lani Darmawan, sebagai Head of Consumer Banking (CB) Lani Darmawan adalah Head of Consumer Banking, SCB Indonesia sejak bulan Agustus 2008 (sesuai Surat Persetujuan Bank Indonesia no. 10/112/GBI/DPIP/Rahasia tanggal 11 Agustus 2008).

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Vijay Maheshwari sebagai Chief Financial Officer (CFO) Vijay Kumar Maheshwari adalah Chief Financial Officer SCB Indonesia sejak September 2007 (sesuai Surat Persetujuan Bank Indonesia no. 9/142/GBI/DPIP/Rahasia tanggal 26 September 2007).

Prior to joining the SCB Indonesia, he worked in Bank Permata and responsible as Head, Finance Business Performance (2005-2006) and possessed 16 years experience in Standard Chartered Bank India and Singapore. The latest position was in Standard Chartered Singapore as Sr. Manager Planning & Project for Regional Office Consumer Banking.

Sebelum bergabung dengan SCB Indonesia, beliau adalah Head, Finance Business Performance di Bank Permata (2005-2006) dan sebelumnya selama kurang lebih 16 tahun bekerja di Standard Chartered Bank India dan Singapura dengan jabatan terakhir sebagai Sr. Manager Planning & Projects untuk Regional Office Consumer Banking.

Vijay Kumar Maheshwari graduated from University of Calcutta as Bachelor of Commerce in 1987 and graduated from Institute of Chartered Accountants of India on 1989.

Vijay Kumar Maheshwari lulus dengan gelar Bachelor of Commerce dari University of Calcutta tahun 1987, dan lulus ujian profesi di Institute of Chartered Accountants of India pada tahun 1989.

Rahil Taneja, as Head of Financial Markets (FM) Indonesia. Rahil Taneja joined SCB since 1996 as Treasury

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Rahil Taneja sebagai Head of Financial Markets (FM) Indonesia. Rahil Taneja bergabung dengan SCB sejak

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Sales Manager in India. He has over 11 years experiences in various positions in Sales & Trading for various products in Financial Markets in India, United States, Botswana and Nigeria prior to joining SCB Indonesia in December 2007 as Head of Financial Markets.

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(Based on approval from Bank Indonesia no. 9/191/GBI/DPIP/Rahasia dated 27 December 2007).

tahun 1996 sebagai Treasury Sales Manager di India. Beliau berpengalaman selama 11 tahun di berbagai posisi di bidang Sales & Trading untuk berbagai produk Financial Markets di India, Amerika Serikat, Botswana dan Nigeria sebelum bergabung dengan SCB Indonesia pada bulan Desember 2007 sebagai Head of Financial Markets (sesuai Surat Persetujuan Bank Indonesia no. 9/191/GBI/DPIP/Rahasia tanggal 27 Desember 2007).

Rahil Taneja graduated from Institute of Management Technology Ghaziabad in India and hold Master degree in Business Management and Administration.

Rahil Taneja lulus dari Institute of Management Technology Ghaziabad di India dengan gelar Master dibidang Business Management and Administration.

Irene Wuisan, as Head of Human Resources

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Irene Wuisan sebagai Head of Human Resources Irene Wuisan bergabung dengan SCB Indonesia pada tahun 2006 sebagai Head of Organisation Learning yang bertanggung jawab atas penyelenggaraan pelatihan dan ditugaskan sebagai Head of Human Resources sejak akhir tahun 2006 (sesuai Surat Persetujuan Bank Indonesia no. 8/150/GBI/DPIP/Rahasia tanggal 20 Desember 2006).

Irene Wuisan joined SCB Indonesia in 2006 as Head of Organization Learning who was responsible on training activities and she was assigned to a new role as Head of Human Resources starting end of 2006. (Based on approval from Bank Indonesia no. 8/150/GBI/DPIP/Rahasia dated 20 December 2006). She started her career at PT. Conoco Indonesia Inc. as Executive Company Secretary and assigned to various position in Human Resources of PT Conoco Inc. Indonesia and America branch since 1987 - 2006. -

Chisca Mirawati, as Head of Legal and Compliance Chisca Mirawati joined SCB Indonesia in May 2006 as Assistant Vice President Legal & Compliance and assigned as Compliance Director in September 2006. (Based on approval from Bank Indonesia no. 9/10/GBI/DPIP/Rahasia dated 25 Januari 2007). She had an extensive experience in Legal and Compliance area during her tenure in PT Bank

Beliau memulai karirnya di PT. Conoco Indonesia Inc. sebagai Executive Company Secretary dan menjabat berbagai jabatan di PT. Conoco Inc. untuk cabangnya di Indonesia maupun Amerika Serikat sejak tahun 1987 2006. -

Chisca Mirawati, sebagai Head of Legal and Compliance Chisca Mirawati bergabung dengan SCB Indonesia bulan Mei 2006 sebagai Assistant Vice President Legal & Compliance dan ditugaskan sebagai Direktur Kepatuhan pada bulan September 2006 (sesuai dengan Surat Persetujuan Bank Indonesia no. 9/10/GBI/DPIP/Rahasia tanggal 25 Januari 2007). Beliau memiliki banyak pengalaman dalam bidang Legal and Compliance selama karirnya

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Negara Indonesia (Persero) Tbk starting from 1994 until 2006.

di PT Bank Negara Indonesia (Persero) Tbk (BNI) sejak tahun 1994 sampai dengan 2006.

She graduated from Padjadjaran University, Bandung as bachelor of law and obtained Master of Business Administration in Banking and finance from Maastricht School of Management Netherlands.

Beliau lulus dari Universitas Padjadjaran, Bandung dengan gelar Sarjana Hukum dan memperoleh gelar Master of Business Administration dari Maastricht School of Management Netherlands.

Fauzi Ichsan, as Senior Economist and Head of Government Relations Fauzi Ichsan joined SCB Indonesia in 2001 as Financial Market economist. Previously, he was the Senior Economic Adviser to the British Ambassador Sir Robin Christopher in Jakarta, his main responsibility was evaluating the effectiveness of IMF (International Monetary Funds) program in Indonesia during 1998-2000, during economic crisis in Indonesia.

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Fauzi Ichsan, sebagai Senior Economist and Head of Government Relations Fauzi Ichsan bergabung dengan SCB Indonesia tahun 2001 sebagai pengamat ekonomi untuk divisi Financial Market. Sebelumnya beliau adalah Penasehat Ekonomi Senior Duta Besar Inggris Sir Robin Christopher di Jakarta yang bertanggung jawab mengevaluasi efektivitas program IMF (International Monetary Funds) di Indonesia selama krisis ekonomi 1998 – 2000.

Fauzi Ichsan possesed Master Degree from Massachusetts Institute of Technology (MIT) in 1995 and a Bachelor Degree from London School of Economics (LSE) in 1991.

Fauzi Ichsan memiliki gelar master dari Massachusetts Institute of Technology (MIT) tahun 1995 dan gelar kesarjanaan dari London School of Economics (LSE) tahun 1991.

He started his carreer in Ministry of Finance Office as analyst in 1991 and continued with several positions in Citibank Jakarta during 19951997.

Beliau mengawali karirnya di Departemen Keuangan tahun 1991 sebagai analis dan menjabat berbagai posisi di Citibank selama kurun waktu 1995 – 1997.

Fauzi Ichsan appointed as Senior Economist and Head of Government Relations SCB Indonesia based on BI approval no. 10/65/GBI/DPIP/ Rahasia dated 5 Mei 2008.

Fauzi Ichsan ditunjuk sebagai Senior Economist and Head of Government Relations SCB Indonesia berdasarkan Surat Keputusan BI no. 10/65/GBI/DPIP/Rahasia tanggal 5 Mei 2008.

Balasingam Kanapathy Pillai, as Chief Risk Officer (CRO) Balasingam graduated from The Chartered Institute of Bankers and Universtiy of Hull in England and holds Master degree in Business Management and Administration. Balasingam Kanapathy Pillai joined SCB Indonesia since 1976. He started his career as General Clerk in Banking Operations division and Trade Finance at SCB Malaysia. He had a 32 years experience in various posisitions in Sales,

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Balasingam Kanapathy Pillai, sebagai Chief Risk Officer (CRO) Balasingam lulus dari The Chartered Institute of Bankers dan Universtiy of Hull di Inggris serta mendapat gelar Master di bidang Business Management and Administration Balasingam Kanapathy Pillai bergabung dengan SCB sejak 1976 dan memulai karirnya sebagai General Clerk di Divisi Banking Operations and Trade Finance di SCB Malaysia. Beliau berpengalaman selama 32 tahun di berbagai

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Banking Operation and Credit Risk. His last position in SCB Malaysia was Head of Credit, Phillipines and Malaysia. He joined SCB Indonesia on March 2008 and assigned as CRO (Based on BI approval no. 10/35/GBI/ DPIP/Rahasia dated 17 March 2008).

posisi di bidang Sales, Banking Operation dan Credit Risk. Jabatan terakhirnya di SCB Malaysia adalah Head of Credit, SCB Phillipines and Malaysia dan bergabung dengan SCB Indonesia bulan Maret 2008 sebagai CRO (sesuai Surat Persetujuan Bank Indonesia no. 10/38/GBI/DPIP/Rahasia tanggal 17 Maret 2008).

Supervision and indepency of Manco

Fungsi Pengawasan dan Independensi Manco

Roles and Responsibility of Manco Manco’s position is similar to board of director level in local limitted liability company and fully responsible to support Chief Executive Officer in expanding businesses, managing the risk in a professional manner and be guided by prudential banking policy to increase shareholders value and always comply with prevailing rules and regulation.

Tugas dan Tanggung Jawab Manco Kedudukan Manco mirip dengan dewan direksi pada perseroan terbatas dan bertanggung jawab penuh membantu Chief Executive Officer mengembangkan bisnis, mengelola risiko secara profesional dan mengedepankan prinsip kehati-hatian (prudential banking) untuk meningkatkan shareholders value serta senantiasa mematuhi peraturan dan ketentuan yang berlaku.

Manco member is also responsible to follow up audit finding and recommendation proposed by internal audit, external audit, general audit conducted by Bank Indonesia or any other investigation/supervision conducted by other local authority.

Anggota Manco juga bertanggung jawab menindaklanjuti hasil temuan audit dan rekomendasi dari SKAI (Satuan Kerja Audit Internal), auditor eksternal, Bank Indonesia dan pengawasan yang dilakukan oleh regulator lain yang berwenang.

Manco meeting is conducted on a monthly basis discussing business development especially on business performance, risk monitoring and determining strategic decision where necessary. The meeting was documented in Minutes of Meeting to ensure continuity of monitoring of any issues raised and to record business decision taken during the meeting. During 2008, from 9 from 12 meeting conducted was presented by the quorum (2/3 of Manco member). Manco member who did not attend the meeting mostly represented by their acting head of department.

Manco mengadakan pertemuan setiap bulan guna mendiskusikan perkembangan bisnis dari sisi kinerja bisnis, pemantauan risiko maupun penentuan langkahlangkah strategis yang diperlukan. Setiap pertemuan Manco didokumentasikan dengan pembuatan risalah pertemuan agar setiap permasalahan dapat dipantau dan keputusan yang diambil terdokumentasi. Selama tahun 2008, dari 12 pertemuan yang diadakan, tercatat 9 diantaranya dihadiri oleh quórum (2/3 anggota Manco). Anggota Manco yang tidak hadir sebagian besar telah diwakili oleh pemangku jabatan sementara.

Manco also conduct a weekly meeting (Mini Manco Meeting) to ensure that all current issues as well as strategic policies are monitored effectively.

Manco juga mengadakan pertemuan mingguan (Mini Manco meeting) untuk memastikan agar seluruh permasalahan maupun kebijakan strategis tetap terpantau dengan efektif.

Independency of Manco SCB uses a matrix organisation structure which is

Independensi Manco SCB menganut struktur organisasi matrix yang

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applied to each unit of SCB globally. This is applied as one of control mechanism for SCB Group to monitor all decision taken by SCB Indonesia.

berlaku di setiap unit SCB secara global. Ini merupakan salah satu mekanisme fungsi pengawasan Group atas segala keputusan yang diambil oleh SCB Indonesia.

In performing their day to day duties, Manco member is responsible to Chief Executive Officer. However, since each Manco is the representative of the same function in Regional Office, they are also responsible to each Regional Head in accordance to the division.

Dalam melaksanakan tugasnya, anggota Manco bertanggung jawab kepada Chief Executive Officer. Namun demikian, karena bidang tugas yang diemban masing-masing Manco merupakan perwakilan Regional Office, anggota Manco tersebut juga bertanggung jawab kepada Regional Head masingmasing sesuai dengan bidangnya.

The reporting line to Regional Office is also applicable for several officers at certain level in accordance to its function even if they are not Manco member. This is to ensure that all decision taken is reported/consulted to related Regional Office.

Reporting line ke Regional Office juga berlaku pada beberapa pejabat tertentu sesuai dengan fungsinya meskipun bukan anggota Manco. Hal ini untuk memastikan bahwa keputusan diambil dilaporkan /dikonsultasikan kepada Regional Office terkait.

The Regional Head will conduct regular visit to related unit in Indonesia to ensure the function of check and balance had been implemented in accordance to the reporting line in the matrix and all issues have been escalated to related party.

Regional Head mengadakan kunjungan secara berkala pada unit terkait di Indonesia untuk memastikan fungsi check and balance dilaksanakan sesuai reporting line dalam matrix dan permasalahan telah diekskalasi kepada pihak terkait .

Remuneration Committee and the strategy to develop human resources

Komite Remunerasi dan strategi dalam pengembangan Sumber Daya Manusia

Remuneration Committee As explained above, Remuneration Committee is one of key committee in the Group assisting The Board to determine and review remuneration for The Board and senior executive.

Komite Remunerasi Seperti yang telah dijelaskan di atas, Komite Remunerasi merupakan salah satu komite utama di Group, membantu The Board untuk menetapkan dan mengevaluasi remunerasi bagi The Board dan Senior Executive.

This committee is responsible to ensure remuneration benefit standard is sufficient and commensurate with the job requirement.

Komite ini bertanggung jawab juga untuk memastikan tingkat remunerasi yang diberikan telah memadai dan sesuai dengan bobot pekerjaannya.

The responsibility to evaluate and determine remuneration benefit for staff who is assigned in other country is performed by Remuneration Committee through IMT (International Mobility Team). This team is responsible to determine remuneration package for expatriate staff.

Tanggung jawab untuk mengevaluasi dan menentukan remunerasi bagi karyawan yang ditempatkan di luar negara domisilinya dilaksanakan oleh Komite Remunerasi melalui IMT (International Mobility Team). Tim ini bertanggung jawab penuh untuk menetapkan paket remunerasi untuk karyawan tersebut.

For local staff, the remuneration package will follow

Sedangkan karyawan yang memiliki kewarganegaraan

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local standard remuneration and other benefit applied in respective country. Human Resources Departement is responsible to establish standard policy on remuneration and benefit in accordance to local market.

lokal, remunerasinya disesuaikan dengan standard penggajian maupun benefit yang berlaku di negara tersebut. Kebijakan penetapan standard penggajian maupun benefit merupakan tanggung jawab Human Resources Departement sesuai dengan kondisi pasar.

We use in-depth philosophy to determine the remuneration value by using the median rate of total compensation or total payment applicable within the market for certain positions.

SCB memiliki pemikiran yang mendalam untuk menentukan nilai penggajian mereka dengan menggunakan median rate dari seluruh kompensasi atau total pembayaran yang berlaku di pasar untuk posisi tertentu. Data pasar dari sumber yang profesional juga digunakan untuk menentukan jumlah pembayaran gaji tahunan yang kompetitif dibandingkan dengan rata-rata dari industri pembanding utama dan kami percaya akan pentingnya kompensasi berdasarkan kinerja, oleh karena itu pemberian bonus menjadi dasar dalam memacu kinerja budaya bank.

SCB also uses data from professional sources. To provide a competitive annual salary payment compared to the average main industries and we believe the importance of performance based compensation, therefore the bonus provision constitutes as the basis in encouraging banking culture performance. Remuneration for Manco Type of Remuneration

Remunerasi untuk Manco Total IDR mio

1. Remuneration

Jenis Remunerasi

Total IDR juta

1. Remunerasi

(Salary, Bonus, Facilities,

(Gaji, Bonus, Fasilitas, 25.953

Allowance and other facilities in cash) 2. Other in kind facilities in the form of

25.953

Allowance dan fasilitas tunai lainnya) 2. Fasilitas non tunai lain dalam bentuk

housing, transport, medical insurance

perumahan, transport, asuransi

and other benefits :

kesehatan dan fasilitas lainnya :

- With possibility of ownership*

1.978

- Ada kemungkinan dimiliki*

1.978

- Without possibility of ownership

5.908

- Tidak ada kemungkinan dimiliki

5.908

Total remuneration Over than IDR 2 bio IDR 1 miliar – IDR 2 bio IDR 500 mio - IDR 1 miliar Less than IDR 500 mio

Total Manco 7 3 ---

Total remunerasi per tahun Di atas Rp. 2 miliar Rp 1 miliar s.d. Rp 2 miliar Rp 500 jt s.d. Rp 1 miliar 500 juta ke bawah

Jumlah Direksi 7 3 ---

* Including Restricted Share Scheme Benefit for Manco

* Termasuk Restricted Share Scheme Benefit untuk Manco

People Forum

People Forum

Once every three months SCB Indonesia conducts “People Forum” meeting, both in each departement and top management. This forum is held to discuss the succession plan for expatriate, analyse staffs who possess good performance and setting up career path

Setiap tiga bulan sekali SCB Indonesia mengadakan pertemuan People Forum, baik di setiap department maupun jajaran top management. Forum ini diadakan untuk membahas rencana suksesi untuk tenaga asing, karyawan yang memiliki kinerja baik serta rencana pengembangan karier. Forum ini sangat penting untuk

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plan. This forum is importat to ensure we can retain staffs with good performance and determine succession planning for every critical position in SCB.

memastikan karyawan yang berkinerja baik dapat dipertahankan dan menentukan succession planning untuk setiap posisi yang penting di SCB.

Through this forum, employees who are identified as HIPO (High Performance and Potential) and have a good performance will be monitored through talent tracker program, individual development program and talent profile. SCB Indonesia also assigned Indonesian employee working overseas in a short term or long term period.

Melalui forum ini, karyawan berkriteria HIPO (High Performance and Potential) dan berkinerja baik akan dipantau melalui program Talent Tracker, rencana pengembangan individual dan Talent Profile. SCB Indonesia menugaskan karyawan lokal untuk bekerja di luar negeri dalam jangka waktu singkat maupun panjang.

Learning & Talent Development Employee’s personal development is one of the priorities in Human Resources Department’s. SCB develops employees through training, job rotation and opportunities to work overseas. SCB always recruits the best resources from market and believes that we can get the right person to fill the suitable job offered.

Learning & Talent Development Pengembangan karyawan adalah salah satu prioritas divisi Sumber Daya Manusia. SCB mengembangkan sumber daya manusia melalui pelatihan, rotasi pekerjaan, dan kesempatan bekerja di luar negeri. SCB senantiasa merekrut karyawan terbaik yang ada di pasar dan yakin akan mendapatkan orang yang tepat untuk jenis pekerjaan yang sesuai.

SCB Indonesia has developed internal training unit called as Learning and Talent Development which is responsible to provide training program required by all staff to improve their career.

SCB Indonesia memiliki unit pelatihan yaitu Learning & Talent Development yang bertugas untuk memberikan program pelatihan yang diperlukan oleh karyawan dalam mengembangkan karir.

Committees in SCB Indonesia

Komite-komite yang ada di SCB Indonesia

ALCO (Asset & Management Committee) Asset & Liability Management (ALM) is part of risk management and responsible to manage and control balance sheet and profit/loss. ALM will focus in managing risk related to interest risk, liquidity risk, capital management and foreign exchange exposure.

Komite ALCO (Asset & Management Committee) Asset & Liability Management (ALM) merupakan bagian dari aktivitas manajemen risiko dan bertanggung jawab untuk mengelola dan memantau neraca serta laba /rugi. ALM berkonsentrasi pada pengelolaan risiko terkait suku bunga, risiko likuiditas, pengelolaan modal, dan eksposur valuta asing.

ALCO conducts monthly meeting to evaluate the management of balance sheet, ALM strategy and implementation. During 2008, ALCO conducted 12 meeting. This committee establishes standard procedure on internal transfer pricing, set interest rate applied in productive asset and liability, set the funding and lending strategy and managing our investment portfolio. ALCO will also responsible to monitor interest risk, loans period, currency exposure, funding and embedded risk.

ALCO mengadakan pertemuan setiap bulan untuk mengevaluasi pengelolaan neraca, strategi, dan pelaksanaan. Selama tahun 2008 ALCO telah melakukan 12 kali pertemuan. Komite ini menetapkan kebijakan internal transfer pricing, menetapkan suku bunga aktiva produktif dan pasiva, menetapkan strategi pendanaan dan penyaluran dana, serta mengelola portofolio investasi. ALCO juga bertanggung jawab untuk memantau suku bunga, jangka waktu kredit, currency exposure,

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The outcome of this meeting should be reported to GALCO.

pendanaan dan risiko yang melekat. Hasil dari pertemuan ini akan dilaporkan kepada GALCO (Group ALCO).

This committee is attended by Chief Executive Officer and several manco members related to ALM such as Wholesale Bank, Consumer Banking, Finance and other senior management. Minutes of meeting is documented and emergency meeting will be conducted if necessary.

Komite ini dihadiri oleh Chief Executive Officer dan Manco terkait dengan ALM seperti Wholesale Bank, bagian Consumer Banking, bagian Finance dan manajemen senior lainnya. Notulen rapat didokumentasikan dan pertemuan luar biasa akan diselenggarakan jika diperlukan.

Information Technology Steering Committee

IT (Information and Technologi) Steering Committee Komite ini beranggotakan Chief Information Officer dan divisi lain yang terkait. Komite ini berkewajiban untuk memantau pengembangan IT serta memastikan rencana strategis SCB Indonesia dapat dicapai dengan dukungan IT yang memadai. Pembentukan IT Steering Committee merupakan pelaksanaan dari PBI no. 9/15/2007 mengenai Penerapan Manajemen Risiko dalam Penggunaan Teknologi Informasi oleh Bank Umum.

The member of this committee is Chief Information Officer and other related business unit. The committee is responsible to review the development of Information Technology and to ensure that SCB Indonesia’s overall strategy objective can be achieved with sufficient IT support. The establishment of IT Steering Committee is based on BI regulation no. 9/15/2007 pertaining to IT Risk Management for Bank. Other Functions in SCB Indonesia

Fungsi-fungsi lain yang ada di SCB Indonesia

Compliance Function SCB Indonesia’s compliance function is led by Chisca Mirawati, Head of Legal and Compliance division.

Fungsi Kepatuhan Fungsi kepatuhan dipimpin oleh Chisca Mirawati, Head of Legal and Compliance .

She is responsible to ensure that SCB Indonesia fully complies with all Bank Indonesia regulation or other prevailing local regulation issued by government bodies such as Ministry of Finance, Capital Market Regulator (Badan Pengawas Pasar Modal), Tax (with assistance of tax division) and any other matters related Indonesian law. This division is also responsible to ensure the relationship of SCB Indonesia with all local government bodies are well maintained and implemented in prudential banking policy by socializing all new regulation/revised regulation internally.

Beliau bertanggung jawab untuk memastikan agar SCB Indonesia mematuhi semua peraturan Bank Indonesia maupun peraturan lokal lainnya yang berlaku dan diterbitkan oleh lembaga-lembaga pemerintah seperti Departemen Keuangan, Bapepam LK, Kantor Pajak (dibantu oleh divisi perpajakan), maupun hukum di Indonesia. Divisi ini juga bertanggung jawab untuk memastikan agar hubungan SCB Indonesia dengan lembaga pemerintah dapat terjalin dengan baik dan menerapkan prinsip kehatihatian, dengan cara mensosialisasikan semua peraturan baru maupun yang telah direvisi kepada divisi/divisi yang ada di internal.

Audit Function As explained above, Audit Committee is available in Group and performing all audit committee function. In SCB Indonesia, Audit Function is performed jointly by

Fungsi Audit Seperti sudah diuraikan di atas, Komite Audit merupakan salah satu komite yang berada di Group dan menjalankan seluruh fungsi komite audit. Di SCB

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Manco Member who is responsible for Finance (CFO/Chief Financial Officer) together with other Officer who is responsible for reporting i.e. Head of Finance in coordination with Legal & Compliance division (for any issues related to legal and compliance).

Indonesia, Fungsi Audit dilaksanakan oleh anggota Manco yang membawahi bagian keuangan (Chief Financial Officer) bersama-sama dengan pejabat yang membawahi bagian pelaporan yaitu Head of Finance. Koordinasi dengan divisi Legal & Compliance diperlukan jika ada permasalahan yang terkait dengan hukum dan kepatuhan.

In general, this function is responsible to help Manco to monitor effectiveness of the bank financial reporting system and implementation of external audit (public accountant), determine the scope of audit, analyse and coordinate with respective department to follow up audit result, risk management and compliance with internal or external regulation.

Secara umum, fungsi ini bertanggung jawab untuk membantu Manco memantau efektivitas sistem pelaporan keuangan dan pelaksanaan auditor eksternal (kantor akuntan), menentukan ruang lingkup pemeriksaan, melakukan koordinasi dengan divisi terkait untuk menindaklanjuti hasil pemeriksaan, manajemen risiko, serta kepatuhan atas peraturan internal maupun eksternal yang berlaku.

External Audit SCB Indonesia has appointed Siddharta Siddharta & Widjaja (a member firm of KPMG International) an independent external auditor to review year financial report and the bank’s operational process which may impact financial report in 2008.

Audit Eksternal SCB Indonesia telah menunjuk Kantor Akuntan Publik (KAP) Siddharta Siddharta & Widjaja (a member firm of KPMG International) yang bertindak sebagai auditor independen untuk memeriksa laporan keuangan maupun proses-proses yang mempengaruhi laporan keuangan tahun 2008.

This decision is in line with appointment of KPMG as external auditor for Group.

Keputusan ini sejalan dengan penunjukan KPMG Group di London dalam melaksanakan audit laporan keuangan Group.

Internal Audit During 2008, internal audit function (SKAI) was performed by Country Operational Risk and Audit (CORAA) and Group Internal Audit (GIA). SKAI has perfomed audit to all branches in SCB Indonesia periodically. The audit will be performed on a surprise audit basis. The audittee will be informed within 3 working days prior to the audit process to ensure objectivity and validity of the audit result.

Audit Internal Selama tahun 2008, Fungsi Satuan Kerja Audit Intern (SKAI) dilaksanakan oleh Country Operational Risk Assurance and Audit (CORAA) dan Group Internal Audit (GIA). SKAI telah melaksanakan review berkala kepada seluruh unit di SCB Indonesia. Pelaksanaan review dilakukan secara mendadak. Divisi yang akan direview baru diinformasikan 3 hari sebelumnya untuk memastikan objektivitas dan validitas hasil pemeriksaannya.

SKAI team supports SCB Indonesia to achieve its target by providing a systematic and discipline approach to evaluate and improve the effectiveness of risk management, internal control and Good Corporate Governance in accordance to the prevailing policy. The scope of activities included operations, credit, technology and information systems, as well as other

SKAI akan membantu SCB Indonesia dalam mencapai tujuan bisnis dengan pendekatan yang sistematik dan disiplin dalam mengevaluasi dan meningkatkan efektivitas manajemen risiko, pengendalian intern, dan Good Corporate Governance sesuai dengan kebijakan yang berlaku dengan cakupan bidang operasional, kredit, teknologi, dan sistem informasi, serta fungsi-

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support functions at head office.

fungsi pendukung di Kantor Pusat.

In performing its functions, SKAI has full authority to access all functions, records, properties and all personnel without any restriction.

Dalam menjalankan tugasnya, SKAI berwenang mengakses semua fungsi, catatan, dan properti sesuai penugasan audit tanpa dibatasi oleh pihak manapun.

During 2008, SKAI had conducted review on more than 60 business units in SCB Indonesia.

Sepanjang tahun 2008, SKAI telah melakukan penugasan ke lebih dari 60 unit bisnis di SCB Indonesia.

Corporate Affairs Responsibilitiy to maintain fair, consistent, and transparent communications regarding matters related to corporate governance, material transactions, and corporate actions is managed by Corporate Affairs Division.

Corporate Affairs Tanggung jawab untuk memelihara kewajaran, konsistensi dan transparansi komunikasi mengenai hal-hal yang terkait dengan tata kelola perusahaan, transaksi yang material dan tindakan korporasi diemban oleh Divisi Corporate Affairs.

This division is also responsible to represent SCB Indonesia to communicate with public media or other external parties, conduct social activity or any other activities related to corporate social responsibility, building company image with positive external events and involved in promotion events or internal activities.

Divisi ini juga bertanggung jawab mewakili perusahaan terkait dengan komunikasi dengan media massa dan pihak eksternal lainnya, termasuk kegiatan sosial maupun corporate social responsibility, membangun citra perusahaan dengan kegiatan-kegiatan eksternal yang positif dan terlibat dalam kegiatan promosi maupun kegiatan komunikasi internal.

Risk monitoring system and risk management implementation The Group already had internal tools to ensure compliance with regulation, risk management function or risk monitoring through Group Risk Committee (GRC) who is responsible to monitor and to manage risk for Group including SCB Indonesia.

Sistem Pemantauan Risiko dan Pelaksanaan Manajemen Risiko Sebagai salah satu sarana untuk memastikan fungsi kepatuhan, fungsi manajemen risiko dan pemantauan risiko, Group membentuk sebuah komite risiko bernama Group Risk Committee (GRC) yang bertugas memantau dan mengelola risiko untuk Group termasuk SCB Indonesia.

One of the approaches used to monitor and manage the risk was ORMAF (Operational Risk and Management Assessment Framework).

Salah satu pendekatan yang dipakai untuk memantau dan mengelola risiko tersebut dinamakan ORMAF (Operational Risk and Management Assessment Framework).

ORMAF is SCB’s risk management framework to identify, manage, monitor, report and prove (on a daily basis) compliance level with prevailing law and regulation.

ORMAF adalah kerangka manajemen risiko untuk mengidentifikasi, mengelola, memantau, melaporkan dan membuktikan (secara harian) tingkat kepatuhan bank terhadap peraturan dan hukum yang berlaku.

Each business unit is required to compile and manage internal control to ensure compliance of each business unit.

Setiap unit bisnis wajib menyusun dan mengelola kontrol internal untuk memastikan kepatuhan setiap unit bisnis.

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The following are some tools to be used to monitor risk and to ensure compliance with local regulation:

Berikut adalah media / forum yang berfungsi memantau risiko serta memastikan kepatuhan atas peraturan yang berlaku yaitu:

Optial – Optial is a system to distribute regulations, policies and key control which should be implemented by related business unit.

Optial – sistem ini merupakan media yang berfungsi untuk mendistribusikan peraturan-peraturan, kebijakan maupun kontrol utama yang wajib dilaksanakan oleh oleh unit-unit kerja.

KCS, KCSA dan KRI - all policies is presented in the following report: KRI (Key Risk Indicator), KCS (Key Control Standard) dan KCSA (Key Control Standard Assessment). These reports will be used by each business unit to conduct self assessment to identify risk and weakness of the respective business unit.

KCS, KCSA dan KRI - Seluruh kebijakan dituangkan dalam laporan KRI (Key Risk Indicator), KCS (Key Control Standard) dan KCSA (Key Control Standard Assessment). Laporan-laporan tersebut adalah media bagi setiap unit kerja untuk melakukan self assessment dan mengetahui kelemahan di unit-unit tersebut.

Phoenix – Phoenix is a system to record risk/loss occurred on each business unit such as :

Phoenix – Phoenix merupakan media yang dipergunakan untuk mencatat risiko / kerugian yang timbul pada unit bisnis terkait:  Hasil temuan atas pemeriksaan yang dilakukan oleh pemeriksa internal maupun eksternal (kantor akuntan, Bank Indonesia, Direktorat Pajak dan lain-lain).  Hasil temuan atas self assessment yang dilakukan oleh setiap unit kerja.  Permasalahan yang dapat menimbulkan risiko operasional namun belum tercakup dalam proses self asessment.  Denda.



Audit finding resulted from investigation conducted by internal audit, eksternal audit (public accountant, Bank Indonesia, Tax Directorate, etc).



Any other findings related to self assessment conducted by each business unit. Problem/issues which potentially resulted to operational risk but had not been covered in self assessment process. Financial Penalty.





BORG (Business Operational Risk Group) – BORG is a monthly meeting forum which should be conducted by business units (Wholesale Banking, Finance, Consumer Banking, Information Technology dan Support Function) to discuss any risk/issue arising from self assessment activity. Output report from Phoenix, KCSA or KRI will be used as a basis to determine top 5 risks on each business unit. This forum should be attended by Manco member of the respective business unit and risk manager involved in ORMA process.

BORG (Business Operational Risk Group) – BORG merupakan forum pertemuan bulanan yang wajib diadakan oleh unit bisnis (Wholesale Banking, Finance, Consumer Banking, Information Technology dan Support Function) untuk mendiskusikan risiko/ permasalahan yang timbul sebagai hasil dari self asessment. Laporan Phoenix, KCSA maupun KRI akan dipergunakan sebagai dasar dalam menentukan 5 risiko utama (top five risk) yang dihadapi oleh setiap unit bisnis. Forum ini wajib dihadiri oleh anggota Manco terkait dan manajer risiko yang terlibat dalam proses ORMA.

CORG (Country Operational Risk Group) – CORG is a monthly meeting forum which should be conducted by SCB Indonesia. This forum is led by CORAM

CORG (Country Operational Risk Group) – CORG merupakan forum pertemuan bulanan yang wajib diadakan oleh SCB Indonesia. Forum in dipimpin oleh

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(Country Operational Risk Asessment and Audit Manager) and attended by Chief Executive Officer (CEO), Manco, and Risk Manager. All issues arising from business (including top 5 risks) will be discussed during the meeting to decide top five risks for SCB Indonesia. The result and minutes of meeting should be reported to Group afterwards. The result will be used by Group to determine top five risks for group perspective.

CORAM (Country Operational Risk Asessment and Audit Manager) dan dihadiri oleh Chief Executive Officer (CEO), Manco bersama Manajer Risiko. Dalam pertemuan ini akan dibahas seluruh permasalahan, termasuk top five risk dari masingmasing unit bisnis guna menentukan top five risk untuk SCB Indonesia. Hasil dan risalah pertemuan tersebut wajib dilaporkan kepada Group karena data tersebut dipergunakan untuk menentukan profil risiko Group SCB.

Early Alert Committee Early Alert Committe is a monthly forum to discuss credit risk especially for customer whose condition is worsened and potentially to be downgraded to lower level.

Komite Early Alert Komite Early Alert adalah forum pertemuan sebagai bagian dari pemantauan risiko kredit, terutama untuk nasabah yang kondisinya memburuk dan berpotensi mengalami penurunan kualitas kredit.

Other disclosure

Pengungkapan lainnya

Share Option SCB has an incentive program staff named as RSS (Restricted Share Scheme). RSS is an option which provides the right to convert option become SCB shares with period 3 - 5 years.

Share Option Bank memiliki program pemberian insentif bagi karyawan yaitu RSS (Restricted Share Scheme). RSS merupakan pemberian opsi yang memberikan hak bagi karyawan untuk mengkonversi opsi yang dimiliki menjadi saham SCB dengan jangka waktu 3-5 tahun ke depan.

Highest and Lowest Salary Ratio Ratio between the highest and the lowest salary during 2008 is as follow :

Rasio Gaji Tertinggi dan Terendah Rasio gaji tertinggi dan terendah di Bank pada tahun 2008 adalah sebagai berikut:

Ratio Type Highest and lowest staff salary ratio Highest and lowest directors ratio Highest directors and highest staff salary ratio

Jenis Rasio Rasio gaji pegawai yang tertinggi dan terendah Rasio gaji Direksi yang tertinggi dan terendah Rasio gaji Direksi yang tertinggi dan pegawai tertinggi

63 X 3.7 X 1.4 X

Internal Fraud Internal fraud is any violation/misconduct committed by members of the management and permanent and nonpermanent employees (contract and outsourced) related to processes and operations which significantly affects its financial conditions, which resulted to liability or loss valued at more than one hundred million rupiah (Rp 100,000,000).

63 X 3.7 X 1.4 X

Internal Fraud Internal Fraud adalah penyimpangan/kecurangan yang dilakukan oleh pengurus, pegawai tetap dan tidak tetap (honorer dan outsourced) terkait dengan proses kerja dan kegiatan operasional yang dapat mempengaruhi kondisi keuangan Bank secara signifikan, dengan dampak penyimpangan atau kerugian lebih dari Rp. 100.000.000 (seratus juta rupiah).

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Total Fraud Internal fraud settled Internal settlement in progress Settlement not yet in place In follow-up legal process

Nil Nil Nil Nil Nil

Total Fraud Telah diselesaikan Dalam proses penyelesaian di internal bank Belum diupayakan penyelesaiannya Telah ditindaklanjuti melalui proses hukum

Nil Nil Nil Nil Nil

Legal cases The following cases being legally processed in 2008:

Permasalahan hukum Berikut ini adalah kasus-kasus yang diproses secara hukum selama periode tahun 2008 :

Settled In progress Total

Telah selesai Dalam proses penyelesaian Total

1 1 2

1 1 2

Shares and bonds Buy Back transactions There was no shares and bonds buy back transaction during 2008. SCB Indonesia did not issue shares or bonds during this period.

Buy Back Saham dan Buy Back Obligasi Bank Tidak terdapat transaksi buy back saham maupun obligasi pada tahun 2008. SCB Indonesia tidak pernah menerbitkan saham maupun obligasi.

Strategic Plan SCB Indonesia already had long term strategic plan (three years period) which is presented in annual business plan. Business plan will be updated on a regular basis to represent the latest condition and will be monitored by related forum.

Rencana Strategis SCB Indonesia telah memiliki Rencana Strategis jangka panjang (periode 3 tahun) yang dijabarkan dalam rencana bisnis tahunan. Rencana bisnis tersebut akan diperbarui untuk mencerminkan kondisi yang sebenarnya. Pencapaian Rencana Strategis tersebut akan dipantau dalam forum-forum yang ada.

Transparency of Financial and Non-Financial Conditions The preparation and presentation of financial and nonfinancial reports were in compliance with the procedures, types and scope prescribed by applicable Bank Indonesia regulations. SCB Indonesia had also published information relating to financial statements on website (www.standardchartered.co.id) which can be accessed by public.

Transparansi Kondisi Keuangan dan NonKeuangan Penyusunan dan penyajian laporan keuangan dan non-keuangan telah dilakukan dengan tata cara, jenis dan cakupan yang sesuai dengan ketentuan Bank Indonesia yang berlaku. SCB Indonesia juga telah menyajikan informasi mengenai laporan keuangan pada website (www.standardchartered.co.id) yang dapat diakses oleh publik.

Fund provision to related party dan Core debtor

Penyediaan Dana Kepada Pihak Terkait dan Debitur Inti Penyediaan dana kepada pihak terkait dan debitur/grup inti per posisi Desember 2008 adalah sebagai berikut:

Fund provision to related party and core debtor as of Desember 2008 is as follow: Fund provision to related party : Fund provision to core debtor : a. Individual b. Group

IDR IDR IDR

849,533 mio 3,721,572 (21.5%) 4,021,318 (23.3%)

Penyediaan Dana Kepada Pihak Terkait : Penyediaan Dana Kepada Debitur Inti : a. Individu b. Grup

IDR

849.533 juta

IDR 3.721.572 (21.5%) IDR 4.021.318 (23.3%)

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Transaction which contains conflict of interest

There’s no transaction which contained conflict of interest during 2008.

Transaksi yang Mengandung Benturan Kepentingan (conflict of interest) SCB telah memiliki peraturan internal yang khusus mengatur mengenai conflict of interest. Kebijakan ini wajib dipatuhi oleh segenap karyawan SCB. Tidak terdapat laporan mengenai terjadinya transaksi yang mengandung benturan kepentingan selama tahun 2008.

Fund donation for Social activities and Politic

Pemberian Dana untuk Kegiatan Sosial dan Politik

In addition to conduct business in Indonesia, SCB also involved in social events or donation to other party who needs help due to natural disaster. The donation can be provided in cash or training or any other events related to Corporate Social Responsibility (CSR). SCB Indonesia does not provide donation for political purpose. Below are several events conducted by SCB Indonesia during 2008:

Selain menjalankan usaha bisnis di Indonesia, SCB Indonesia juga bertanggung jawab untuk ikut serta melakukan kegiatan sosial berupa pemberian bantuan kepada pihak yang membutuhkan bantuan akibat bencana alam. Bantuan berupa pemberian pelatihan kepada pihak yang membutuhkan atau hal lain yang terkait dengan CSR. SCB Indonesia tidak pernah memberikan dana untuk kepentingan politik. Berikut ini adalah kegiatan-kegiatan yang dilakukan oleh SCB Indonesia selama tahun 2008:



Consumer Banking conducted several events which was called as “Wealth Session” to give our customers sufficient information on the volatility of current market and condition including alternatives of investment to help customer making the right decision on the investment and assisted by our Relationship Managers. This activity is a manifestation of our strategic intents for Being the Right Partner for our customers.



Divisi Consumer Banking mengadakan beberapa acara bernama “Wealth Session” yang bertujuan memberikan informasi terkait kepada nasabah mengenai gejolak pasar dan kondisi pasar terkini serta alternatif investasi agar nasabah dapat membuat keputusan investasi yang tepat dan dibantu oleh Relationship Managers kami. Kegiatan ini merupakan manifestasi tujuan strategis SCB yaitu Being the Right Partner for our customers.



In celebrating 145 years of its presence in this country, SCB Indonesia celebrated the inauguraton of the new Head Office at Jl. Prof. Dr. Satrio in early June. This brand new modern building represents both SCB Indonesia Head Office and main branch. Our Group CEO, Peter Sands, officially opened this building together with the Governor of Bank Indonesia, Dr. Budiono. In this occasion, Peter Sands also conduct a courtesy visit to Vice President of the Republic of Indonesia, Jusuf Kalla, to express SCB commitment in Indonesia market. During his vist, Peter Sands also handed over IDR 1 billion for community development, officially received by Dr.



Dalam rangka merayakan 145 tahun keberadaan SCB di Indonesia, diadakan peresmian kantor pusat yang baru di Jl. Prof. Dr Satrio pada awal Juni 2008. Gedung yang baru ini merupakan kantor pusat SCB sekaligus kantor cabang utama kami. CEO group kami, Peter Sands berkenan meresmikan gedung yang baru ini bersama dengan gubernur bank Indonesia, Dr. Budiono. Dalam kesempatan ini, Peter Sands juga berkesempatan mengadakan kunjungan kepada wakil presiden Republik Indonesia yaitu bapak Yusuf Kalla sebagai manifestasi komitmen SCB di Indonesia. Selama kunjungannya, Peter Sands mendonasikan dana sejumlah Rp 1 milyar untuk

SCB already had internal policy which specifically governed on conflict of interest. These policies should be adhered by all SCB staffs.

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Boedijono on behalf of the Indonesian people.

pengembangan komunitas yang secara resmi diterima oleh Dr. Budiono mewakili masyarakat Indonesia.

In early 2008 a series of volunteering activity was held in Aceh, utilizing the newly built medical training facilities. After being well managed by the IOM (International Organization on Migration) the facilities were then formally handed over by SCB Indonesia to the government of Aceh. 500 scholarships for the students in the earthquake struck areas of Yogyakarta territory. The scholarships cover tuition and fees for 3 years study of selected Primary and Secondary (Junior and Senior) school students, and study at Universitas Gajah Mada. The scholarship distribution was coordinated by Sampoerna Foundation and the hand over was witnessed by Sri Sultan Hamengkubuwono X himself as the Governor of Yogyakarta.



Pada awal tahun 2008 telah diadakan beberapa aktivitas di Aceh yaitu penggunaan fasilitas pelatihan pengobatan. Setelah disiapkan secara baik oleh IOM (International Organization on Migration) fasilitas-fasilitas ini kemudian diserahkan oleh SCB Indonesia kepada pemerintah daerah di Aceh. 500 beasiswa untuk pelajar yang terkena gempa bumi di Jogjakarta. Beasiswa tersebut mencakup program biaya sekolah selama 3 tahun di beberapa SMA dan SMP yang telah ditunjuk dan kuliah di Universitas Gajah Mada. Pendistribusian beasiswa tersebut dikelola oleh yayasan Sampoerna dan disaksikan oleh Sri Sultan Hamengkubuwono X sebagai gubernur Jogjakarta.



SCB Indonesia also provides the rehabilitiation of Five primary schools in the remote areas of Bantul and Gunung Kidul regencies. The construction was completed in late June and the hand over to the government of Jogjakarta.



SCB Indonesia juga memperbaiki 5 gedung sekolah di daerah Bantul dan Gunung Kidul. Pembangunan fisiknya telah diselesaikan pada akhir bulan Juni dan diserahkan kepada pemerintahan daerah di Jogjakarta



In late June 2008, in the spirit of Blue and Green as the SCB’s corporate color and commitment towards the clear and green environment, the employees of SCB Indonesia raised fund to be donated for rebuilding a kampong in Kapuk area, North Jakarta. The village is always flooded with water and mud all year long due to the rise of sea level and development of factories and warehouses in the surrounding areas. More than 60 volunteers worked together with the local community planting trees in the mud and furnishings a floating study house with electricity connection, reading materials, computer and musical instruments for the kids of Kapuk.



Pada akhir Juni 2008, sesuai dengan semangat warna Biru dan Hijau (corporate color SCB) dan komitmen menciptakan lingkungan yang bersih dan hijau, karyawan SCB Indonesia secara sukarela mengumpulkan dana yang didonasikan untuk membangun kampung di daerah Kapuk (Jakarta Utara). Daerah terkena banjir karena oleh air pasang dan pembangunan pabrik dan gudang di sekitar daerah tersebut. Lebih dari 60 karyawan dengan sukarela melakukan penanaman pohon dan menyelesaikan rumah terapung yang dilengkapi dengan aliran listrik, bacaan, komputer dan musik untuk anak-anak di daerah tersebut.



SCB Indonesia sponsored Indonesian marathon athletes under PASI (Indonesian Athletic Federation) coordination to compete in the Greatest Run on Earth (GROE). Indonesia is represented by two teams, each consists of four



SCB Indonesia mensponsori pelari Indonesia untuk mengikuti lomba maraton GROE (Greatest Race on Earth) berkoordinasi dengan PASI (Indonesian Athletic Federation). Indonesia diwakili oleh 2 team yang masing-masing terdiri

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men and women competed against world international runners in four separate locations: Nairobi, Singapore, Mumbai and Hong Kong, in the second half of 2007 and first half of 2008. Indonesian men and women national teams won third and second place respectively in the Southeast Asia category and awarded a cash prize.

dari 4 pria dan wanita dan berkompetisi dengan pelari-pelari dunia lainnya di 4 tempat yang berbeda yaitu Nairobi, Singapore, Mumbai dan Hong Kong pada semester kedua tahun 2007 dan semester pertama tahun 2008. Pelari pria dan wanita dari Indonesia meraih posisi ke dua dan ketiga untuk wilayah Asia Tenggara dan mendapatkan hadiah uang tunai



For environmental preservation, SCB Indonesia participated in a global environmental campaign globally by working together with World Wide Fund (WWF) Indonesia and other organizations save energy campaign and protect the environment. This campaign is in line with GROE program.



Dalam rangka konservasi lingkungan, SCB Indonesia berpartisipasi dalam kampanye lingkungan hidup global bekerja sama dengan World Wide Fund (WWF) Indonesia dan beberapa organisasi lain mengkampanyekan penghematan energi dan lingkungan hidup. Kampanye ini sejalan dengan program GROE.



In the spirit of Diversity and Inclusion, SCB Indonesia recruited the first ever blind employee in the banking industry in Indonesia. A number of equipment and facilities were invested to enable this new employee conducted her daily work activities at the Help Desk of Banking Services department. To give further understanding and empathy towards our fellow being with visual impairment, a special workshop in collaboration with the Mitra Netra foundation was conducted in July 2008. This event is to provide SCB Indonesia’s employees on how to live and work with people with visual impairment.



Dengan semangat Diversity and Inclusion, SCB Indonesia merekrut karyawan tuna grahita yang pertama di industri perbankan Indonesia. Kami telah melakukan investasi perlengkapan dan fasilitas agar karyawan tersebut dapat melaksanakan tugasnya sehari-hari sebagai help desk di departemen banking services. Agar tercipta saling pengertian dan empati karyawan pada teman yang memiliki kekurangan penglihatan, diadakan workshop kerjasama dengan yayasan Mitra Netra bulan Juli 2008. Acara ini diadakan agar karyawan SCB Indonesia memahami bagaimana cara hidup dan bekerja dengan orang yang memiliki kekurangan penglihatan.



In the second half of 2008, during the financial turbulence, the SCB Indonesia is still committed to its commitment to conduct sustainability programme by providing social support across sectors specifically related to “Seeing is Believing” programme to avoid blindness, HIV/AIDS education programme, environment education programme, and community development programme for areas affected by natural disaster. Cataract surgeory is started since August 2008 as part of 2000 surgeory target until 3rd quarter in 2009. Rehabilitation for 5 elementary school buildings in Yogyakarta had been accomplished and will be



Selama paruh kedua tahun 2008, di tengahtengah keterpurukan pasar finansial global, Bank bersyukur tetap dapat menjalankan komitmennya kepada masyarakat luas melalui pelaksanaan sejumlah program sustainability khususnya yang terkait dengan program ‘Seeing is Believing’ untuk menghindari kebutaan, edukasi HIV/AIDS, pembinaan Lingkungan Hidup, serta pengembangan komunitas untuk daerah-daerah terkena bencana alam. Operasi katarak mulai dijalankan pada bulan Agustus yang lalu sebagai bagian dari target 2.000 operasi sampai kuartal 3 tahun 2009. Rehabilitasi lima gedung SD di Yogyakarta telah dituntaskan dan dilanjutkan

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followed with training for 150 teachers of elementary schools in Yogyakarta to enhance their teaching method.

dengan pelatihan bagi 150 guru SD di Yogyakarta untuk meningkatkan kualitas metode pengajaran mereka.

E. ORGANISATION STRUCTURE OF STANDARD CHARTERED INDONESIA (Please see Appendix 1)

F. EXISTENCE IN INDONESIA

F. EKSISTENSI DI INDONESIA

At the end of 2008, the Bank has its head office in Jakarta and six other branches in other cities such as Surabaya, Bandung, Medan, Semarang, Bali, and Solo. Other than that, the Bank also has several cash offices and Wealth Management Centers in the above mentioned cities.

Pada akhir tahun 2008, Bank memiliki kantor pusat di Jakarta dan enam cabang lainnya di kota lain seperti Surabaya, Bandung, Medan, Semarang, Bali, dan Solo. Selain itu, Bank juga memiliki beberapa kantor kas dan Wealth Management Centres di kota-kota yang disebutkan di atas.

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G. FINANCIAL PERFORMANCE SCB 2008 Financial Ratio* CAPITAL  Capital Adequacy Ratio  Fixed Assets against Capital

Rasio Keuangan* 2008

2007

PERMODALAN

13.32% 5.40%

13.34% 6.33%

Rasio Kecukupan Modal  Aktiva Tetap terhadap Modal 

PRODUCTIVE ASSETS    

Non Performing Productive Assets Net Non Performing Loans Provision against Productive Assets Provision fulfillment

AKTIVA PRODUKTIF 3.90% 1.96% 2.34% 110.09%

2.31% 2.39% 2.42% 104.52%

PROFITABLITY    

Return on Asset Return on Equity Net Interest Margin Operating Expense to Operating Income

2.52% 19.56% 5.04% 77.61%

3.60% 23.09% 3.71% 72.85%

Return on Asset Return on Equity Net Interest Margin Beban Opera sonal thd Pend. Operasional

   

LIKUIDITAS 84.69%

60.96%

COMPLIANCE  Breach on Legal Lending Lim it Regulation  Reserve Requirement  Net Open Position

   

RENTABILITAS

LIQUIDITY  Loan to Deposit Ratio

Aktiva Produktif Bermasalah Net Non Performing Loans PPAP terhadap Aktiva Produktif Kecukupan PPAP

Loan to Deposit Ratio  KEPATUHAN

Nil 5.04% 17.64%

Nil 8.17% 13.87%

Pelanggaran / Pelampauan BMPK  Giro Wajib Minimum  Posisi Devisa Neto 

* Rasio keuangan di atas berdasarkan laporan keuangan publikasi SCB di harian Bisnis Indonesia tanggal 24 April 2009 sesuai dengan Peraturan Bank Indonesia no 7/50/PBI/2005 tanggal 29 November 2005 tentang perubahan atas Peraturan Bank Indonesia no 3/22/PBI/2001 tentang Transparansi Kondisi Keuangan Bank dan Surat Edaran Bank Indonesia No 7/10/DPNP tanggal 31 Maret 2005 tentang perubahan Surat Edaran Bank Indonesia No 3/30/DPNP tanggal 14 Desember 2001 perihal Laporan Keuangan Publikasi Triwulan dan Bulanan Bank Umum serta Laporan tertentu yang disampaikan kepada Bank Indonesia

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Financial Highlights  Net profit before tax increased by 3,81% to IDR 959,634 million. The increase was mainly due to the increase in interest revenue (inline with increase in Bank’s productive assets which generate interest revenue, such as loans and advances, placement to other banks), and also increase in gain from foreign currency transactions.

Kinerja keuangan  Laba bersih setelah pajak naik sebesar 3.81% menjadi Rp 959.634 juta. Kenaikan ini terutama disebabkan oleh peningkatan dari pendapatan bunga (sejalan dengan kenaikan pada aktiva produktif yang dimiliki Bank yang menghasilkan pendapatan bunga, seperti kredit yang diberikan, penempatan pada bank lain), dan juga peningkatan dari laba transaksi valuta asing

 The effort to improve SCB Indonesia’s non performing loans proved by decrease in net NPL ratio from 2,39% in 2007 to 1,96% in 2008. However, this improvement is not significant because stumbled by the effect of lower earning assets quality given by other bank to one of corporate customer.



 Increase of total asset by IDR 19,717,121 million is mainly due to increase in loans and advances by IDR 6,187,911 million followed by increase in mark to market value of derivative transaction by IDR 5,599,480 and also increase in inter-bank placement and government bonds.

 Total Aktiva meningkat sebesar Rp. 19.717.121 juta yang disebabkan terutama oleh peningkatan kredit yang diberikan sebesar Rp. 6.187.911 juta diikuti oleh kenaikan nilai mark to market dari transaksi derivatif sebesar Rp 5.599.480 juta serta kenaikan penempatan pada bank lain dan obligasi pemerintah.

 Capital Adequacy Ratio of 13,32% was stable compare to 13,34% last year. In 2008, SCB Indonesia had capital injection by USD 25 million from Group to support business growth in Indonesia.



Productive Asset Quality In accordance to Bank Indonesia regulation on productive assets, , all banks are required to provide provision for their productive assets.

Kualitas Aktiva Produktif Sesuai dengan peraturan Bank Indonesia mengenai aktiva produktif, semua bank wajib membentuk cadangan atas aktiva produktif.

As of 31 December 2008 the SCB Indonesia’s allowance for possible losses on productive assets of the Bank was IDR 1,343,767 million, higher than provision required by Bank Indonesia of IDR 1,220,568 million.

Usaha-usaha perbaikan yang dilakukan SCB Indonesia untuk menurunkan rasio non performing loans terbukti dengan penurunan rasio net NPL dari 2.39% di 2007 menjadi 1.96% di 2008. Namun, penurunan ini tidaklah signifikan karena terbentur pengaruh dari tingkat kualitas aktiva produktif yang lebih rendah yang diberikan bank lain terhadap salah satu nasabah korporasi.

Rasio Kecukupan Modal mencapai 13.32% stabil dibandingkan dengan tahun lalu yakni 13.34%. Pada tahun 2008, SCB Indonesia mendapat suntikan modal dari Group sebesar USD 25 juta guna menyokong pertumbuhan bisnis di Indonesia.

Pada tanggal 31 Desember 2008 penyisihan penghapusan aktiva produktif yang dibentuk oleh SCB Indonesia adalah sebesar Rp 1.343.767 juta lebih tinggi dari yang diwajibkan Bank Indonesia sebesar Rp 1.220.568 juta.

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As of 31 December 2008, Bank’s third party fund amount is as follows :

Dana Pihak Ketiga Pada tanggal 31 Desember 2008, dana pihak ketiga bank terdiri dari :

Current Account Saving Account Time Deposit Deposit from Other Bank

Giro Tabungan Simpanan Berjangka Simpanan dari Bank lain

Third Party Fund

IDR IDR IDR IDR

7,361,498 million 1,708,820 million 11,444,934 million 3,359,308 million

Rp 7.361.498 juta Rp 1.708.820 juta Rp 11.444.934 juta Rp 3.359.308 juta

H. BUSINESS STRATEGY FOR 2008

H. STRATEGI BISNIS DI TAHUN 2008

As mentioned in Financial performance, In year 2008 Improvement in financial performance represents at several financial indicators. This performance shows the maximum potential of employee’s competence and the management team as well as the SCB’s commitment to conduct business in Indonesia.

Sebagaimana telah diuraikan pada kinerja keuangan, tahun 2008 ini peningkatan kinerja finansial pada beberapa indikator keuangan. Kinerja ini menunjukkan potensi maksimum dari karyawan yang kompeten dan tim manajemen yang handal serta komitmen SCB untuk berbisnis di Indonesia.

The above mentioned financial performance can be achieved through our two main divisions namely Consumer Banking, and Wholesale Banking (Corporate and Treasury), in up and down conditions throughout 2008. However, SCB is constantly committed to increase the existence and the development of business in Indonesia. With better economy situation, we expect to achieve better improvement in the future.

Kinerja keuangan tersebut dapat dicapai karena kontribusi dua divisi utama kami, yaitu Consumer Banking dan Wholesale Banking (Corporate dan Global Markets), dalam berbagai kondisi pasang surut sepanjang tahun 2008. Namun demikian, SCB selalu berkomitmen untuk meningkatkan eksistensi dan mengembangkan usaha di Indonesia. Dengan semakin membaiknya kondisi perekonomian di Indonesia, kami berharap untuk dapat lebih berkembang di masa yang akan datang.

Presently the SCB Indonesia’s business performance is in line with SCB mission to become the World’s Leading International Bank focusing in Asia, Africa and the Middle East. In Indonesia, SCB also have a specific mission namely to become the Leading International Bank, with performance in various sectors as reflected by our stakeholders.

Saat ini kinerja SCB Indonesia sejalan dengan misi SCB untuk menjadi bank internasional terdepan (the Leading International Bank) di dunia, dan unggul di kawasan Asia, Afrika, dan Timur Tengah. Di Indonesia, SCB juga memiliki misi spesifik yaitu menjadi Bank Internasional Terdepan, yang berprestasi pada berbagai bidang, sebagaimana direfleksikan oleh para stakeholders kami.

Consumer Banking Consumer Banking Division has 3 units which respectively focuses on various products and services as follows:

Consumer Banking Divisi Consumer Banking memiliki 3 unit usaha, yang masing-masing memiliki fokus pada berbagai produk dan jasa berikut:

Wealth Management: offers products and services to individual customers such as products in the form of

Wealth Management: menawarkan produk dan jasa bagi nasabah perorangan, seperti produk deposito

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deposits (current accounts, savings and deposits), treasury (premium currency deposit, principal plus, etc), investment services (mutual funds) in which the Bank acts as selling agent for investment management agencies, insurance products (Bancassurance) in which the Bank has strategic alliances with insurance companies, and other services (transfers, ATM, forex and others).

(rekening koran, tabungan dan deposito), treasuri (premium currency deposit, principal plus, dll), jasa investasi (reksadana) di mana bank bertindak sebagai agen penjual bagi manajer investasi, produk Asuransi (Bancassurance) di mana terdapat aliansi strategis dengan perusahaan asuransi, dan jasa-jasa lainnya (transfer, ATM, forex, dan lain-lain).

Credit cards and Personal Loans (CCPL): offers individual non-collateral loan products (KTA – Kredit Tanpa Agunan) and credit cards for individual customers.

Credit Cards and Personal Loan (CCPL): menawarkan produk kartu kredit dan pinjaman pribadi KTA (Kredit Tanpa Agunan) bagi nasabah perorangan.

Small and Medium Enterprises (SME): provides services to individual customers and small/medium enterprises through working capital loans – including business KTA – investment loans and trade services.

Small and Medium Enterprise (SME): memberikan layanan kepada nasabah individual dan usaha kecil / menengah melalui pinjaman modal kerja – termasuk KTA Bisnis, pinjaman investasi dan trade services.

In the year 2008, Consumer Banking succeeded in achieving a quite aggressive target, which mainly was contributed from the Wealth Management and CCPL units.

Pada tahun 2008 Consumer Banking berhasil mencapai target yang cukup agresif, yang terutama merupakan kontribusi dari unit Wealth Management dan CCPL.

The growth of business shall continue to focus on Wealth Management Account, KTA, credit cards and electronic channel. Other products expected to develop are SME (Small Medium Enterprises), including unsecured loan for business / corporation.

Pertumbuhan bisnis tetap difokuskan pada Wealth Management Account, KTA, Kartu Kredit dan pengembangan media elektronik. Produk lain yang diharapkan untuk berkembang adalah produk UKM/SME (Small Medium Enterprise), termasuk juga KTA untuk bisnis/korporasi.

Wholesale Banking Our Wholesale Banking (WB) Division consists of three working unit: Origination Client Coverage (ie. Global Corporates, Commodity Corporates, Local Corporates and Financial Institutions), Transaction Banking and Financial Market (Treasury). WB shall still consistently endeavor to provide One Roof Banking Services (products and services) and focus on certain corporate markets, such as banking and non-banking financial institutions, domestic multinational corporations and state enterprises (BUMN).

Wholesale Banking Divisi Wholesale Banking (WB) terdiri atas tiga unit kerja yaitu Origination Client Coverage (terdiri dari Global Corporates, Commodity Corporates, Local Corporates and Financial Institutions), Transaction Banking serta Financial Market (Treasury). WB tetap berusaha secara konsisten untuk memberikan Jasa Perbankan Satu Atap (produk dan jasa) dan memfokuskan pada segmen pasar korporasi tertentu, seperti lembaga keuangan bank maupun non-bank, perusahaan korporasi dalam negeri, korporasi multinasional, dan badan usaha milik negara (BUMN).

The range of products consists of conventional banking products such as loans, trade, cash management, Securities Services up to specific solutions for

Rentang produk terdiri dari produk perbankan konvensional seperti pemberian pinjaman, trade, cash management, Securities Services hingga solusi yang

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Customer needs such as Interest Rate Derivatives and FX exposure through derivative transactions.

lebih spesifik untuk kebutuhan Nasabah seperti Interest Rate Derivatives dan eksposur FX melalui transaksi derivatif.



To continue quality management of our traditional products on offer and the capacity of operations that we have in order to maintain our present sources of income, as well as to increase market segment.



Terus mempertahankan kualitas dari produkproduk tradisional yang ditawarkan dan kapasitas operasional yang dimiliki untuk mempertahankan sumber pendapatan yang ada pada saat ini serta untuk meningkatkan pangsa pasar.



Continuous product development to keep up with the ever changing client requirements.



Pengembangan produk yang dilakukan secara terus menerus supaya sesuai dengan keperluan nasabah.

I. Risk Management

I. Manajemen Risiko

SCB Indonesia has a Risk Management Unit and a Risk Sub-Unit in several Business Units which have significant exposure to risks, among others in the Financial Market Operations Unit with concentration on Market and Liquidity Risks, Client Risk Unit (WB) and Consumer Banking Credit Unit (CB) which focus on Credit Risks, Operational Risk in every business unit, in Corporate Affairs with concentration on reputation risk and in Legal & Compliance Unit with special concentration on Compliance & Legal Risks.

SCB Indonesia telah memiliki Unit Manajemen Risiko dan Sub Unit Risiko di beberapa Unit Bisnis yang memiliki eksposur signifikan terhadap risiko, antara lain pada unit Financial Market dengan konsentrasi khusus pada Risiko Pasar dan Likuiditas, pada Unit Credit Risk Unit (WB) dan Unit Consumer Banking Credit (CB) dengan konsentrasi khusus pada Risiko Kredit, Risiko Operasional pada setiap unit kerja, pada Unit Corporate Affairs dengan konsentrasi pada Risiko Reputasi dan pada Divisi Legal & Compliance dengan konsentrasi khusus pada Risiko Kepatuhan dan Hukum.

The risk committees such as: ALCO (Asset Liability Committee), CORG (Country Operational Risk Group), Operational Risks, etc. conduct “reviews” and determine risk management policies simultaneously and in a controlled manner in accordance to standard parameters and requirements/limits. Each bank product must have clear guidance known as “Product Program” (PP). PP shall be prepared at Head Office level and if necessary, by the respective countries wherein the Bank operates and shall apply regulatory adjustments known as “Country Addendum”, the intended manual guideline must be approved by the related units including the Risk and Compliance/Legal Units, thereby all potential risks can then be mitigated from the beginning such products are applied.

Komite-komite risiko seperti: ALCO (Asset Liability Committee), CORG (Country Operational Risk Group) untuk Risiko Operasional, dll melakukan penelaahan dan menetapkan kebijakan-kebijakan pengelolaan risiko secara simultan dan terkontrol sesuai dengan parameter dan persyaratan/limit yang baku. Setiap produk Bank harus memiliki panduan yang jelas yang dikenal dengan Product Program (PP). PP secara umum dibuat pada tingkat Kantor Pusat dan jika diperlukan, di masing-masing negara di mana Bank beroperasi dan membuat penyesuaian ketentuan yang dikenal dengan Country Addendum. Panduan dimaksud harus disetujui oleh unit-unit terkait termasuk Unit Risiko dan Kepatuhan dan Hukum, dengan demikian semua potensi risiko yang ada sudah dapat dimitigasi sejak dari awal produk tersebut diimplementasikan.

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The Group Risk Management prepares and implements the “Framework” of Risk Management which is adjusted to the interests of business activities and the scale of the businesses being undertaken. Such Framework consists of three vital elements namely (1) Risk Principles (2) Risk Principals and (3) Risk Categories/Scopes.

Manajemen Risiko di tingkat Group menetapkan dan menjalankan kerangka Manajemen Risiko yang disesuaikan dengan kepentingan kegiatan usaha/bisnis dan skala bisnis yang dijalankan. Kerangka dimaksud terdiri atas 3 elemen penting yaitu (1) Prinsip-Prinsip Risiko (2) Pokok-Pokok Risiko dan (3) Kategori/Cakupan Risiko.

General and important activities undertaken among others (a) determination of scope of risks that may occur in business units (b) preparation of a general outline of risk management requirements in the applicable “Standard Operating Procedures” (c) supervision and coordination of quality and effectiveness of the implementation of risk management and (d) ensurance that the existing “framework” is conducted adequately and efficiently.

Aktivitas umum dan penting yang dijalankan antara lain (a) menentukan cakupan risiko yang mungkin terjadi pada unit bisnis (b) menetapkan garis besar persyaratan manajemen risiko pada Standard Operating Procedure yang berlaku (c) mengawasi dan mengkoordinasikan kualitas dan keefektifan dari pelaksanaan manajemen risiko dan (d) memastikan bahwa kerangka yang telah ada dijalankan secara baik dan efisien.

J. Human Resources

J. Sumber Daya Manusia

Human Resources Department carried on with efforts to continuously improve employee productivity through enhancement skill and competence program for all employees.

Divisi Sumber Daya Manusia melanjutkan upaya untuk terus menerus meningkatkan produktivitas karyawan melalui program-program peningkatkan keahlian dan kecakapan bagi seluruh karyawan.

Based on our record, throughout the year the Bank has implemented trainings for employee development with the following details:

Sesuai dengan catatan, sepanjang tahun telah dilaksanakan pelatihan untuk pengembangan karyawan dengan perincian sebagai berikut:

1. Total training modules throughout the year are 250 types of programs. 2. Total participants for all programs 13,728 participants

1. Jumlah pelatihan sepanjang tahun mencakup 250 jenis program. 2. Jumlah total peserta untuk seluruh program adalah sebanyak 13.728 partisipan

Commitment to enhance staff competence can be observed in the allocation of 5% of total manpower costs for training programs. In 2008, the actual training ratio for the bank was 6.1%.

Komitmen pada peningkatan kecakapan staff ini terlihat dari alokasi sebesar 5% dari total biaya tenaga kerja untuk program pelatihan. Tahun 2008, realisasi rasio pelatihan tercatat sebesar 6.1%.

In addition to training to improve employees’ competence, the following are key areas for development throughout 2008:

Di samping pelatihan untuk meningkatkan kecakapan karyawan, area-area yang menjadi perhatian utama SCB Indonesia sepanjang tahun 2008 adalah sebagai berikut :



Training and job rotation, opportunities to potential employees to increase their knowledge.



Pelatihan dan rotasi kerja, membuka kesempatan bagi karyawan yang potensial untuk meningkatkan kemampuan mereka.

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

To use the instrument known as “strength finders” in order to understand the strength of staff and consequently provide development training programmes related to staff’s capability and type of work.



Mempergunakan instrumen yang dikenal dengan nama ”strength finders” untuk mengetahui keunggulan pribadi karyawan dan pada saat yang bersamaan memberikan program pelatihan yang berkaitan dengan kapasitas dan jenis pekerjaan mereka.



Preserve the bank’s specific appropriate place to work by employee to develop and capabilities by implementing Learning Development Plan.

culture as an supporting each improve their the Individual



Mempertahankan kultur budaya khas bank sebagai tempat yang baik untuk bekerja dengan mendukung pengembangan karyawan dan memperbaiki kapabilitas kemampuan mereka dengan melaksanakan program Individual Learning Development Plan.



Create balance between hard work and self actualization in the society, religious or other matters of personal in nature, known as the work life balance programme.



Menciptakan keseimbangan antara ‘pekerjaan’ dengan aktualisasi diri dalam bidang sosial, keagamaan ataupun hal-hal lain yang bersifat personal (work life balance program).



Improve effectiveness and efficiency process.



Meningkatkan efektifitas dan efisiensi proses.



Trust the management to directly manage their human resources through peoplewise system. The employees are obliged to up date their own personal details themselves by the same system.



Memberi kepercayaan kepada manajemen untuk mengelola SDM secara Iangsung melalui Peoplewise system. Karyawan wajib melakukan pengkinian data secara langsung melalui sistem.



19 employees were worked overseas in 2008 for attachment programmes as part of learning development. Presently, there are over 120 Indonesian working in SCB network.



Selama tahun 2008, ada 19 karyawan SCB Indonesia bekerja di luar negeri sebagai bagian dari program pengembangan karyawan. Saat ini ada lebih dari 120 warga Indonesia bekerja di jaringan SCB di dunia.



Mandatory e-learning for new joiners including Money Laundering Prevention, Reputation Risk, Operational Risk, Code of Conduct, Health & Safety, SAFE-R, Living with HIV, Basel II and risk management certification held by BSMR.



Kewajiban training melalui media elektronik untuk karyawan baru, meliputi Money Laundering Prevention, Reputation Risk, Operational Risk, Code of Conduct, Health & Safety, SAFE-R, Living with HIV & Basel II serta sertifikasi manajemen resiko yang diadakan oleh BSMR.

In addition, SCB through its human resources division had also improved quality relationship with Labour Union and already strived for improvement in facilities for employees who are members of the Labour Union

Selain hal-hal di atas, Divisi SDM juga telah meningkatkan kualitas hubungan dengan Serikat Pekerja dan bersama-sama telah mengupayakan perbaikan fasilitas terhadap karyawan yang merupakan anggota Serikat Pekerja.

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K. MISSION OF SCB INDONESIA

K. MISI SCB INDONESIA

Other than the financial performance and positioning ourselves to grow, our focus is Corporate Governance and Corporate Responsibility. SCB has a strong believes that Good Corporate Governance is essential on good performance. In the past several years, the Bank has focused on regulations in the banking industry and has established close relations with the regulators.

Selain kinerja keuangan dan memposisikan untuk terus bertumbuh, fokus SCB Indonesia adalah Corporate Governance dan Corporate Responsibility. SCB memiliki keyakinan yang kuat bahwa Corporate Governance yang baik berhubungan sangat erat dengan kinerja yang baik. Dalam beberapa tahun terakhir ini, Bank memiliki fokus pada peraturanperaturan di industri perbankan serta menjalin hubungan erat dengan regulator.

Mission and ambition of SCB is the Leading International Bank in Indonesia by 2008 and considered as:

Misi dan cita-cita SCB Indonesia masih tetap untuk menjadi Bank Internasional Terkemuka di Indonesia pada tahun 2008, dan dipandang sebagai:



Selected Bank for all customers and employees;





Bank that offers products with added value, foremost banking services and its existence will provide nation-wide benefits;





The Bank that is praised for having social responsibility and making actual differences; The Bank with International Corporate Governance standards; The Bank that possesses and carries on in accordance to principal values.



 

 

Bank pilihan bagi segenap nasabah dan segenap karyawan; Bank yang menawarkan produk dengan nilai tambah, jasa perbankan terkemuka dan keberadaannya secara nasional telah membawa manfaat; Bank yang dihormati dalam tanggung jawab sosial dan mampu membuat perbedaan nyata; Bank dengan standar Corporate Governance Internasional; Bank yang memiliki dan menjalankan operasinya sesuai dengan nilai-nilai utama.

Our aspirations cover the following:

Aspirasi kami adalah sebagai berikut:

Strategic Intent SCB has set its strategic intent to be the world’s best international bank by leading the way in Asia, Africa, and the Middle East.

Tujuan Strategis SCB membangun tujuan startegisnya untuk menjadi bank internasional terbaik di dunia dengan menjadi yang terdepan di kawasan Asia, Afrika, dan Timur Tengah.

Brand Promise To lead by example and at the same time be the Right Partner for Stakeholders.

Janji dari Brand Menjadi yang terdepan dengan memberikan panutan dan pada saat yang bersamaan, menjadi Mitra yang Tepat bagi para Stakeholders (Pemangku Kepentingan).

Values To instill the Values that we possess: Courageous, Responsive, International, Creative,and Trustworthy in the course of our daily lives; while strengthening the

Nilai-nilai Menanamkan Nilai-Nilai yang dimiliki: Courageous, Responsive, International, Creative, dan Trustworthy dalam aktivitas bisnis sehari-hari; sambil memperkuat

35


relationship between the Values and the Management Performance.

jalinan antara Nilai-Nilai tersebut dengan Kinerja Manajemen.

APPROACH:

PENDEKATAN:

Participation Focusing on attractive, growing markets where we can leverage our relationships and expertise.

Partisipasi Fokus pada pasar yang atraktif dan berkembang untuk meningkatkan jaringan dan keahlian.

Competitive Positioning Combining global capability, deep local knowledge and creativity to outperform our competitors.

Pemosisian Kompetitif Memadukan kemampuan global dengan pengetahuan lokal yang mendalam serta kreatifitas untuk mengungguli pesaing.

Management Discipline Continuously improving the way we work, balancing the pursuit of growth with firm control of costs and risk.

Disiplin Pengelolaan Senantiasa meningkatkan cara kerja secara berkesinambungan, tetap bertumbuh dengan pengendalian risiko dan pengeluaran yang baik.

COMMITMENT TO STAKEHOLDERS:

KOMITMEN KEPADA PARA PEMANGKU KEPENTINGAN:

Customers Passionate about our customers’ success, delighting them with the quality of our service.

Nasabah Menaruh perhatian pada keberhasilan nasabah, memuaskan mereka dengan pelayanan yang berkualitas.

People Helping our people to grow, enabling individuals to make a difference and teams to win.

Karyawan Membantu karyawan untuk berkembang, mengembangkan kemampuan individu serta tim untuk mencapai keberhasilan bersama.

Communities Trusted and caring, dedicated to making a difference for communities in which SCB operate.

Komunitas Dapat dipercaya dan peduli untuk melakukan hal yang luar biasa bagi komunitas sekitar dimana SCB beroperasi.

Investors A distinctive investment delivering performance and superior returns.

Investor Melakukan investasi yang sungguh-sungguh berbeda untuk memberikan pengembalian yang tinggi dan kinerja yang luar biasa.

outstanding

Regulator Exemplary governance and ethics wherever we are.

Regulator Memberikan panutan dalam menjalankan tata kelola dan senantiasa bertindak dengan etika dimanapun berada.

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L. FINANCIAL DATA

L. DATA-DATA KEUANGAN

(As required by Bank Indonesia, we will attach SCB’s Audited Financial Statement as of 31 December 2008)

Sesuai dengan peraturan Bank Indonesia, kami lampirkan Laporan Keuangan posisi 31 Desember 2008 yang telah diaudit.

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Appendix 1 – Organisation structure of SCB Indonesia

Appendix 2 – Worldwide network

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ANNUAL REPORT GOOD CORPORATE GOVERNANCE

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