Disiplin Pengelolaan Usaha A Disciplined Management of Business

LAPORAN TATA KeLOLA PeRusAhAAN Laporan Tata Kelola Perusahaan Good Corporate Governance Report

Good Corporate Governance Report

Disiplin Pengelolaan Usaha A Disciplined Management of Business

Usaha yang dikelola dengan disiplin tinggi, kami yakini menjadi modal utama menjaga pertumbuhan bisnis yang terus berkembang seiring dengan kemajuan nasabah. 56

OCBC NISP Laporan Tahunan 2012

Laporan Tata Kelola Perusahaan Good Corporate Governance Report

Dolorem Magnit Pratum

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OCBC NISP Annual Report 2012

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Tata kelola perusahaan yang baik menjadi landasan yang kuat untuk menjawab perubahan lingkungan bisnis dan persaingan yang makin kompetitif. Good corporate governance serves a strong foundation to anticipate a dynamic and competitive business environment.

Bank OCBC NISP memiliki komitmen yang tinggi dalam menerapkan tata kelola perusahaan yang baik secara konsisten sejalan dengan keyakinan bahwa tata kelola perusahaan yang baik menjadi landasan yang handal untuk menjawab perubahan lingkungan bisnis dan persaingan yang makin kompetitif sekaligus mempertahankan keunggulan dan perkembangan Bank OCBC NISP secara sehat dan berkesinambungan. Dengan semangat untuk menjadi “Your Partner for Life” Bank OCBC NISP yakin akan selalu dapat meningkatkan kinerja usaha untuk pertumbuhan jangka panjang, serta meningkatkan layanan untuk memenuhi kebutuhan nasabah dengan tetap memperhatikan penerapan prinsip-prinsip utama Good Corporate Governance (GCG) mencakup transparency, accountability, responsibility, independency dan fairness yang merupakan komitmen Bank OCBC NISP kepada para stakeholder.

Bank OCBC NISP is highly committed to consistent implementation of good corporate governance in line with our belief that good corporate governance serves as a reliable foundation to address changes in the business environment and more intense market competition, while simultaneously enabling Bank to sustain excellence and positive organizational development in a sustainable manner. With the spirit to be “Your Partner for Life”, Bank OCBC NISP is confident that it can grow business performance with long-term sustainability and improve services to meet customers’ needs and demands through disciplined implementation of Good Corporate Governance (GCG) principles: transparency, accountability, responsibility, independency and fairness, as Bank OCBC NISP’s commitment to stakeholders.

Laporan Pelaksanaan GCG Laporan pelaksanaan GCG ini meliputi transparansi struktur tata kelola, kesimpulan umum hasil self-assessment pelaksanaan GCG di Bank OCBC NISP, serta pengungkapan penting lainnya yang diperlukan oleh para stakeholder, baik untuk kegiatan perbankan konvensional maupun kegiatan Unit Usaha Syariah, mengacu kepada ketentuan Bank Indonesia mengenai Pelaksanaan GCG bagi Bank Umum dan Unit Usaha Syariah.

GCG Implementation Report GCG implementation report sets forth disclosure on governance structure, results of Bank OCBC NISP’s GCG self-assessment, and other important information as required by our stakeholders, in our conventional banking activities as well as activities of our Sharia business, with reference to Bank Indonesia regulations concerning GCG implementation for Commercial Banks and Sharia business units.

Struktur Tata Kelola Bank OCBC NISP sebagai Perseroan Terbatas, Perusahaan Publik, Lembaga Keuangan, serta sekaligus sebagai Bank Umum, menerapkan kerangka operasional tata kelola yang menyeluruh sesuai dengan ketentuan peraturan dan perundang-undangan yang ada, antara lain undang-undang Pasar Modal dan Bursa, Undang-Undang Perseroan Terbatas, regulasi Bank Indonesia, regulasi Bapepam-LK, ketentuan Anggaran Dasar Perusahaan, serta praktik terbaik internasional yang relevan.

Governance Structure In its position as a limited liability company, public company, financial institution and a commercial bank, Bank OCBC NISP applies a comprehensive governance framework as required by applicable law and regulations, particularly capital market law and stock exchange regulations, Company Law, Bank Indonesia regulations, Bapepam-LK regulations, the Company’s Articles of Association as well as other relevant international best practices.

RAPAT UMUM PEMEGANG SAHAM (RUPS)

GENERAL MEETING OF SHAREHOLDERS (GMS)

Rapat Umum Pemegang Saham (RUPS) merupakan organ tertinggi di Bank OCBC NISP yang memegang seluruh otoritas yang tidak dilimpahkan kepada Dewan Komisaris ataupun Direksi. Pelaksanaan RUPS dilakukan melalui Rapat Umum Pemegang Saham Tahunan (RUPST) dan Rapat Umum Pemegang Saham Luar Biasa (RUPSLB). Pada tahun 2012, Bank OCBC NISP telah menyelenggarakan 1 (satu) kali RUPST dan 1 (satu) kali RUPSLB, sebagai berikut:

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The General Meeting of Shareholders (GMS) is Bank OCBC NISP’s highest authority, which has the authority not granted upon the Board of Commissioners or Directors. The GMS exercises its authority through the Annual General Meeting of Shareholders (AGMS) and the Extraordinary General Meeting of Shareholders (EGMS). In 2012, Bank OCBC NISP convened 1 (one) AGMS and 1 (one) EGMS, as follows:


Rapat Umum Pemegang Saham Tahunan (RUPST) RUPST telah dilaksanakan pada tanggal 22 Mei 2012 di Jakarta, yang dihadiri oleh para pemegang saham atau sejumlah 6.791.612.109 (enam miliar tujuh ratus sembilan puluh satu juta enam ratus dua belas ribu seratus sembilan) saham atau lebih kurang sebesar 96,45% (sembilan puluh enam koma empat puluh lima persen) dari seluruh saham yang telah dikeluarkan Bank. RUPST tersebut menghasilkan keputusan-keputusan sebagai berikut: 1.

Menerima baik dan menyetujui Laporan Tahunan Bank OCBC NISP untuk tahun buku yang berakhir pada tanggal 31 Desember 2011, termasuk mengesahkan laporan keuangan tahun 2011, laporan Direksi dan laporan tugas pengawasan Dewan Komisaris serta laporan posisi keuangan dan Perhitungan Laba Rugi Bank OCBC NISP untuk tahun buku 2011 yang telah diaudit oleh Kantor Akuntan Publik Tanudiredja, Wibisana & Rekan (a member firm of PricewaterhouseCoopers Global Network) sebagaimana tercantum dalam laporannya tertanggal 30 Januari 2012 dengan pendapat “wajar tanpa pengecualian”. Dengan demikian membebaskan anggota Direksi dan Dewan Komisaris Bank OCBC NISP dari tanggung jawab dan segala tanggungan (acquit et de charge) atas kepengurusan dan pengawasan yang telah mereka jalankan dalam tahun 2011, sejauh tindakan tersebut tercermin dalam laporan tahunan dan laporan keuangan kecuali perbuatan penggelapan, penipuan dan tindak pidana lainnya. 2. Menyetujui penetapan penggunaan keuntungan bersih Bank OCBC NISP tahun buku 2011 sebesar Rp. 752.653.604.618,- (tujuh ratus lima puluh dua miliar enam ratus lima puluh tiga juta enam ratus empat ribu enam ratus delapan belas Rupiah) dimana diputuskan tidak dibagikan sebagai dividen kepada pemegang saham dan dipergunakan untuk cadangan umum sebesar Rp. 100.000.000,- (seratus juta Rupiah) sesuai UU No. 40 Tahun 2007 tentang Perseroan Terbatas dan sisanya sepenuhnya digunakan untuk memperkuat posisi permodalan Bank OCBC NISP. 3. Menyetujui pemberian wewenang kepada Direksi Bank OCBC NISP berdasarkan persetujuan dari Dewan Komisaris Bank OCBC NISP atau sekurang-kurangnya 3 (tiga) anggota Dewan Komisaris Bank OCBC NISP yang ditunjuk oleh Dewan Komisaris Bank OCBC NISP, setelah mendapatkan rekomendasi dari Komite Audit untuk mengangkat Akuntan Publik untuk tahun buku 2012 dan menetapkan jumlah honorarium serta persyaratan lainnya, bagi akuntan publik yang ditunjuk tersebut. 4. Menyetujui pengunduran diri David Philbrick Conner sebagai Komisaris Bank OCBC NISP dan Alan Jenviphakul sebagai Direktur Bank OCBC NISP. Pengunduran diri David Philbrick Conner efektif setelah pengangkatan Samuel Nag Tsien disetujui Bank Indonesia. Pengunduran diri Alan Jenviphakul sebagai Direktur tersebut telah menjadi efektif secara hukum pada tanggal 25 Nopember 2011. Menyetujui mengangkat kembali Jusuf Halim sebagai Komisaris Independen, Hardi Juganda sebagai Komisaris, Na Wu Beng sebagai Wakil Presiden Direktur, Yogadharma Ratnapalasari sebagai Direktur

Annual General Meeting of Shareholders (AGMS) AGMS was held on 22 May 2012 in Jakarta, and attended by shareholders or their proxies representing 6,791,612,109 (six billion seven hundred ninety one million six hundred twelve thousand one hundred nine) shares or approximately 96.45% (ninety six point forty five percent) of the Bank’s issued shares. The AGMS resolved the following: 1.

Accepted and approved Bank OCBC NISP’s Annual Report for financial year ended December 31, 2011, including endorsement of the financial statements of 2011, Board of Directors’ report and Board of Commissioners’ supervisory; as well as Balance Sheets and Statements of Income of Bank OCBC NISP for financial year 2011 as audited by Public Accountant Firm of Tanudiredja, Wibisana & Rekan (a member firm of PricewaterhouseCoopers Global Network) as stated in their report dated January 30, 2012 with Unqualified Opinion. Thereby releasing and discharging members of the Board of Directors and Board of Commissioners of Bank OCBC NISP from responsibilities and all liabilities (acquit et de charge) for management and supervision carried out during 2011, for as long as their actions are reflected in the annual report and financial statements, except actions for embezzlement, fraud and other criminal offence. 2. Approved the appropriation of Bank OCBC NISP’s net income for financial year 2011 amounting Rp. 752,653,604,618.- (seven hundred fifty two billion six hundred fifty three million six hundred four thousand six hundred eighteen Rupiah), which was resolved not to be distributed as dividends to shareholders and appropriated for general reserves in the amount of Rp. 100,000,000.- in accordance with Law No. 40 of 2007 on Limited Liability Company and the remaining amount entirely for strengthening Bank OCBC NISP’s capital structure. 3. Approved to grant authority upon the Board of Directors of Bank OCBC NISP subject to approval from the Board of Commissioners of Bank OCBC NISP or a minimum of 3 (three) Commissioners appointed by the Board of Commissioners of Bank OCBC NISP, after obtaining recommendation from the Audit Committee to appoint Public Accountant for the financial year 2012 and to determine amount of honorarium and other applicable conditions for Public Accountant to be appointed. 4. Approved the resignation of David Philbrick Conner as Commissioner of Bank OCBC NISP and Alan Jenviphakul as Director of Bank OCBC NISP. The resignation of David Philbrick Conner becomes effective subsequent to the appointment of Samuel Nag Tsien being approved by Bank Indonesia. The resignation of Alan Jenviphakul as Director was legally in effect since November 25, 2011. Approved to reappoint Jusuf Halim as Independent Commissioner, Hardi Juganda as Commissioner, Na Wu Beng as Deputy President Director, Yogadharma Ratnapalasari as Director and Rama Pranata Kusumaputra as Director, for term of office starting from the closing of AGMS until the closing of AGMS for the year 2015. Approved to appoint Samuel Nag Tsien as Commissioner and Martin Widjaja as Director. The appointment shall apply for term of office until the closing of AGMS for the year 2015. Approved to


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dan Rama Pranata Kusumaputra sebagai Direktur, untuk masa jabatan sejak ditutupnya RUPST sampai dengan ditutupnya RUPST tahun 2015. Menyetujui mengangkat Samuel Nag Tsien sebagai Komisaris dan Martin Widjaja sebagai Direktur. Pengangkatan tersebut berlaku untuk masa jabatan sampai dengan ditutupnya RUPST tahun 2015. Menyetujui mengangkat kembali Dewan Pengawas Syariah: Dr. Muhammad Anwar Ibrahim sebagai Ketua dan Mohammad Bagus Teguh Perwira, Lc, MA sebagai Anggota. Pengangkatan tersebut berlaku sejak ditutupnya RUPST sampai dengan ditutupnya RUPST tahun 2013.

reappoint the Sharia Supervisory Board: Dr. Muhammad Anwar Ibrahim as Chairman and Mohammad Bagus Teguh Perwira, Lc, MA as Member. The appointment shall apply starting from the closing of AGMS until the closing of AGMS for the year 2013.

Dengan demikian susunan Dewan Komisaris, Direksi dan Dewan Pengawas Syariah adalah sebagai berikut:

As a result, the composition of the Board of Commissioners, the Board of Directors and the Sharia Supervisory Board are as follows:

Dewan Komisaris Presiden Komisaris

Nama / Name Pramukti Surjaudaja

Chairman

Wakil Presiden Komisaris (Komisaris Independen)

Peter Eko Sutioso

Komisaris (Komisaris Independen)

Roy Athanas Karaoglan

Deputy Chairman (Independent Commissioner) Commissioner (Independent Commissioner)

Komisaris

David Philbrick Conner*

Commissioner


Jusuf Halim

Komisaris

Lai Teck Poh (Dua Teck Poh)


Kwan Chiew Choi

Komisaris

Hardi Juganda**

Commissioner

Komisaris

Samuel Nag Tsien***

Commissioner

Commissioner (Independent Commissioner)

Notes: * Ceased to be a Commissioner effective since December 12, 2012 ** Serving as Commissioner effective since July 17, 2012 *** Serving as Commissioner effective since December 12, 2012

Direksi Presiden Direktur & CEO

Commissioner Commissioner (Independent Commissioner)

Keterangan: * Efektif tidak menjabat sebagai Komisaris pada tanggal 12 Desember 2012 ** Efektif menjabat sebagai Komisaris pada tanggal 17 Juli 2012 *** Efektif menjabat sebagai Komisaris pada tanggal 12 Desember 2012

Nama / Name Parwati Surjaudaja

Board of Directors President Director & CEO

Wakil Presiden Direktur

Na Wu Beng

Direktur

Yogadharma Ratnapalasari

Deputy President Director Managing Director

Direktur

Rama Pranata Kusumaputra

Managing Director

Direktur

Rudy Hamdani (Rudy N. Hamdani)

Managing Director

Direktur

Emilya Tjahjadi

Managing Director

Direktur

Hartati

Managing Director

Direktur

Thomas Arifin

Managing Director

Direktur

Martin Widjaja*

Managing Director Notes: *) Serving as Managing Director effective since September 10, 2012

Keterangan: *) Efektif menjabat sebagai Direktur tanggal 10 September 2012

Dewan Pengawas syariah

Nama / Name

Ketua

Dr. Muhammad Anwar Ibrahim

Anggota

Mohammad Bagus Teguh Perwira, Lc, MA

Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) RUPSLB telah dilaksanakan pada tanggal 22 Mei 2012 di Jakarta yang dihadiri oleh para pemegang saham atau kuasanya yang hadir atau diwakili dalam rapat ini adalah sejumlah 6.791.612.109

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Board of Commissioners


sharia supervisory Board Chairman Member

Extraordinary General Meeting of Shareholders (EGMS) EGMS held on May 22, 2012 in Jakarta was attended by shareholders or their proxies representing 6,791,612,109 (six billion seven hundred ninety one million six hundred twelve thousand one


(enam miliar tujuh ratus sembilan puluh satu juta enam ratus dua belas ribu seratus sembilan) saham atau lebih kurang sebesar 96,45 % (sembilan puluh enam koma empat puluh lima persen) dari seluruh saham yang telah dikeluarkan Bank OCBC NISP.

hundred nine) shares or approximately 96.45% (ninety six point forty five percent) of all shares issued by Bank OCBC NISP.

RUPSLB tersebut menghasilkan keputusan sebagai berikut: 1. Menyetujui Pelaksanaan Penawaran Umum Terbatas VI berupa pengeluaran saham baru sebanyak-banyaknya sejumlah 1.506.975.730 (satu miliar lima ratus enam juta sembilan ratus tujuh puluh lima ribu tujuh ratus tiga puluh) Saham Biasa Atas Nama dengan nilai nominal Rp 125,- (seratus dua puluh lima Rupiah) setiap saham dengan harga penawaran Rp 1.000,- (seribu Rupiah) setiap saham dengan nilai total dana maksimum sebesar Rp 1.506.975.730.000,- (satu triliun lima ratus enam miliar sembilan ratus tujuh puluh lima juta tujuh ratus tiga puluh ribu Rupiah) setelah dipenuhinya semua persyaratan Anggaran Dasar Bank OCBC NISP serta persyaratan berdasarkan ketentuan peraturan perundang-undangan yang berlaku di bidang Pasar Modal dan peraturan Bursa Efek dimana saham Bank OCBC NISP dicatatkan.

The EGMS resolved the following: 1. Approved Bank OCBC NISP to conduct Limited Public Offering VI to issue new shares of Bank OCBC NISP with a maximum amount of 1,506,975,730 (one billion five hundred six million nine hundred seventy five thousand seven hundred thirty) Ordinary Registered Shares with nominal value of Rp 125.- (one hundred twenty five Rupiah) per share at an offer price of Rp 1,000.- (one thousand Rupiah) per share with total maximum proceeds of Rp 1,506,975,730,000.- (one trillion five hundred six billion nine hundred seventy five million seven hundred thirty thousand Rupiah) subsequent to fulfilment of all stipulations in the Articles of Association of Bank OCBC NISP as well as requirements based on prevailing rules and regulations of the capital market and stock exchange where Bank OCBC NISP shares are listed.

Setiap pemegang 500 (lima ratus) saham yang namanya tercatat dalam Daftar Pemegang Saham Bank OCBC NISP pada tanggal 01 Juni 2012 Pukul 16.00 Waktu Indonesia Barat, mempunyai 107 (seratus tujuh) Hak untuk membeli 107 (seratus tujuh) Saham Baru dengan harga penawaran yang harus dibayar penuh saat mengajukan pemesanan pembelian saham.

Every owner of 500 (five hundred) shares, whose name is recorded in the List of Shareholders of Bank OCBC NISP on June 01, 2012 at 16.00 Western Indonesia Time, is entitled to 107 (one hundred seven) pre-emptive rights to purchase 107 (one hundred seven) new shares at the offer price, to be paid in full at the time of the subscription for shares.

2. Menyetujui pemberian kuasa kepada Direksi Bank OCBC NISP untuk melaksanakan Penawaran Umum Terbatas VI Bank OCBC NISP dan menyetujui mengubah Pasal 4 ayat 2 dan ayat 3 Anggaran Dasar Bank OCBC NISP serta memberi kuasa kepada Direksi Bank OCBC NISP untuk menyatakan dalam akta Notaris tersendiri, mengenai peningkatan modal ditempatkan dan disetor hasil pengeluaran saham baru, setelah nama pemegang saham yang memperoleh saham dari Penawaran Umum Terbatas VI tercatat dalam Daftar Pemegang Saham Perseroan, serta melakukan segala tindakan yang diperlukan sehubungan dengan hal tersebut diatas. Penawaran Umum Terbatas VI tersebut telah selesai dilaksanakan dan nama pemegang saham yang memperoleh saham dari Penawaran Umum Terbatas VI ini telah tercatat dalam Daftar Pemegang Saham Bank OCBC NISP.

2. Approved to grant authority upon the Board of Directors of Bank OCBC NISP to carry out the Limited Public Offering VI of Bank OCBC NISP and approved the amendment to Article 4 paragraphs 2 and 3 of the Articles of Association of Bank OCBC NISP as well as granting authority upon the Board of Directors of Bank OCBC NISP related to the Offering to state in separate deed, the increase in issued and fully paid capital from the issue of new shares, subsequent to the names of shareholders receiving shares from the Limited Public Offering VI being recorded in the List of Shareholders of the Company, as well as to take other relevant and necessary actions.

Berdasarkan Surat Nomor: SDP-0594/NIS/SHD/VI/2012 tertanggal 19 Juni 2012 dari PT. Sirca Datapro Perdana selaku Biro Administrasi Efek Bank OCBC NISP yang ditujukan kepada Bank OCBC NISP, jumlah modal ditempatkan Bank OCBC NISP telah meningkat menjadi sejumlah 8.548.918.395 (delapan miliar lima ratus empat puluh delapan juta sembilan ratus delapan belas ribu tiga ratus sembilan puluh lima) saham dengan jumlah nominal seluruhnya sebesar

That the Limited Public Offering VI has been completed, and the names of shareholders who received shares from the Limited Public Offering VI are recorded in the List of Shareholders of Bank OCBC NISP. That, pursuant to letter No : SDP-0594/NIS/SHD/VI/2012 dated 19 June 2012 from PT. Sirca Datapro Perdana, as Securities Administration Bureau of Bank OCBC NISP, addressed to Bank OCBC NISP, the total capital issued by Bank OCBC NISP increased to 8,548,918,395 (eight billion five hundred forty eight million nine hundred eighteen thousand three hundred ninety five) shares with total nominal value of Rp 1,068,614,799,375.- (one trillion sixty eight billion six hundred fourteen million seven


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Rp 1.068.614.799.375,- (satu triliun enam puluh delapan miliar enam ratus empat belas juta tujuh ratus sembilan puluh sembilan ribu tiga ratus tujuh puluh lima Rupiah) sesuai Daftar Pemegang Saham tertanggal 18 Juni 2012. Dengan demikian jumlah saham yang dikeluarkan dalam rangka Penawaran Umum Terbatas VI adalah sejumlah 1.506.975.730 (satu miliar lima ratus enam juta sembilan ratus tujuh puluh lima ribu tujuh ratus tiga puluh) saham biasa atas nama, masing-masing dengan nilai nominal Rp 125,- (seratus dua puluh lima Rupiah) setiap saham. Dengan demikian mengubah Pasal 4 ayat 2 dan ayat 3 Anggaran Dasar Bank OCBC NISP serta melakukan segala tindakan yang diperlukan sehubungan dengan hal tersebut.

Therefore, amending Article 4 paragraphs 2 and 3 of the Articles of Association of Bank OCBC NISP and taking relevant and necessary actions related to such change.

Jumlah saham yang dikeluarkan dalam rangka Penawaran Umum Terbatas VI adalah sejumlah 1.506.975.730 (satu miliar lima ratus enam juta sembilan ratus tujuh puluh lima ribu tujuh ratus tiga puluh) saham biasa atas nama, masing-masing dengan nilai nominal Rp 125,- (seratus dua puluh lima Rupiah) setiap saham.

That the number of shares issued in the Limited Public Offering VI were a total of 1,506,975,730 (one billion five hundred six million nine hundred seventy five thousand seven hundred thirty) ordinary registered shares, with par value of Rp 125.(one hundred twenty five Rupiah) per share.

Berdasarkan Daftar Pemegang Saham Bank OCBC NISP tertanggal 18 Juni 2012 nama pemegang saham yang memperoleh saham dari Penawaran Umum Terbatas VI tersebut telah tercatat sebagai pemegang saham dalam Bank OCBC NISP, dengan demikian modal yang telah ditempatkan dan telah disetor penuh Bank OCBC NISP meningkat dari 7.041.942.665 (tujuh miliar empat puluh satu juta sembilan ratus empat puluh dua ribu enam ratus enam puluh lima) saham dengan jumlah nilai nominal seluruhnya sebesar Rp 880.242.833.125,- (delapan ratus delapan puluh miliar dua ratus empat puluh dua juta delapan ratus tiga puluh tiga ribu seratus dua puluh lima Rupiah) menjadi 8.548.918.395 (delapan miliar lima ratus empat puluh delapan juta sembilan ratus delapan belas ribu tiga ratus sembilan puluh lima) saham dengan jumlah nilai nominal sebesar Rp 1.068.614.799.375,- (satu triliun enam puluh delapan miliar enam ratus empat belas juta tujuh ratus sembilan puluh sembilan ribu tiga ratus tujuh puluh lima Rupiah).

That based on the List of Shareholders of Bank OCBC NISP dated 18 June 2012, the names of shareholders who are entitled to receive shares from the Limited Public Offering VI are recorded as shareholders of Bank OCBC NISP, thereby issued and fully paid capital of Bank OCBC NISP increased from 7,041,942,665 (seven billion forty one million nine hundred forty two thousand six hundred sixty five) shares with total nominal value of Rp 880,242,833,125.- (eight hundred eighty billion two hundred forty two million eight hundred thirty three thousand one hundred twenty five Rupiah) to 8,548,918,395 (eight billion five hundred forty eight million nine hundred eighteen thousand three hundred ninety five) shares with total nominal value of Rp 1,068,614,799,375.- (one trillion sixty eight billion six hundred fourteen million seven hundred ninety nine thousand three hundred seventy five Rupiah).

Dengan demikian mengubah Pasal 4 ayat 2 dan ayat 3 Anggaran Dasar Bank OCBC NISP menjadi berbunyi sebagai berikut :

Therefore, amending Article 4 paragraphs 2 and 3 of the Articles of Association of Bank OCBC NISP to read as follows:

Pasal 4 ayat 2 : Dari modal dasar tersebut telah ditempatkan dan diambil sebagian serta disetor penuh sejumlah 8.548.918.395 (delapan miliar lima ratus empat puluh delapan juta sembilan ratus delapan belas ribu tiga ratus sembilan puluh lima) saham dengan jumlah nilai nominal sebesar Rp 1.068.614.799.375,- (satu triliun enam puluh delapan miliar enam ratus empat belas juta tujuh ratus sembilan puluh sembilan ribu tiga ratus tujuh puluh lima Rupiah).

Article 4 paragraph 2 : From total authorised capital, there were issued and subscribed in part as well as paid in full the amount of 8,548,918,395 (eight billion five hundred forty eight million nine hundred eighteen thousand three hundred ninety five) shares with total nominal value of Rp 1,068,614,799,375.- (one trillion sixty eight billion six hundred fourteen million seven hundred ninety nine thousand three hundred seventy five Rupiah).

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hundred ninety nine thousand three hundred seventy five Rupiah) pursuant to the List of Shareholders dated 18 June 2012, therefore the number of shares issued in the Limited Public Offering VI are 1,506,975,730 (one billion five hundred six million nine hundred seventy five thousand seven hundred thirty) ordinary registered shares, with nominal value of Rp 125.- (one hundred twenty five Rupiah) per share.



Pasal 4 ayat 3 : 100% (seratus persen) dari nilai nominal setiap saham yang telah ditempatkan tersebut diatas atau seluruhnya berjumlah Rp 1.068.614.799.375,- (satu triliun enam puluh delapan miliar enam ratus empat belas juta tujuh ratus sembilan puluh sembilan ribu tiga ratus tujuh puluh lima Rupiah) telah disetor penuh oleh para pemegang saham yang bersangkutan dengan rincian sebagai berikut : a. Sejumlah Rp 880.242.833.125,- (delapan ratus delapan puluh miliar dua ratus empat puluh dua juta delapan ratus tiga puluh tiga ribu seratus dua puluh lima Rupiah) merupakan setoran lama, sebagaimana tercantum dalam akta tanggal 9 September 2010 No. 11, yang dibuat dihadapan Notaris Fathiah Helmi, SH, yang pemberitahuan perubahan anggaran dasarnya telah diterima dan dicatat oleh Kementerian Hukum dan Hak Asasi Manusia Republik Indonesia tanggal 9 Desember 2010 Nomor: AHU-AH.01.1031518. b. Sejumlah Rp 188.371.966.250,- (seratus delapan puluh delapan miliar tiga ratus tujuh puluh satu juta sembilan ratus enam puluh enam ribu dua ratus lima puluh Rupiah) disetor dengan uang tunai melalui Penawaran Umum Terbatas VI Tahun 2012.

DEWAN KOMISARIS

Dewan Komisaris bertugas melakukan pengawasan dan memberikan saran kepada Direksi, terkait dengan pelaksanaan tugas dan tanggung jawab Direksi dalam mengelola Bank. Jumlah, Komposisi dan Independensi Dewan Komisaris Jumlah anggota Dewan Komisaris Bank OCBC NISP per tanggal 31 Desember 2012 berjumlah 8 (delapan) orang dengan susunan selengkapnya sebagai berikut: No

Dewan Komisaris

Article 4 paragraph 3 : 100% (one hundred percent) of the nominal value of each issued share above or in total the amount of Rp 1,068,614,799,375.- (one trillion sixty eight billion six hundred fourteen million seven hundred ninety nine thousand three hundred seventy five Rupiah) was paid in full by the shareholders as follows : a.

The amount of Rp 880,242,833,125.- (eight hundred eighty billion two hundred forty two million eight hundred thirty three thousand one hundred twenty five Rupiah) represents previous payment, as stipulated in notarial deed dated 9 September 2010 No. 11, prepared by Fathiah Helmi, SH, and subsequent announcement of amendment to Articles of Association was received and recorded by the Ministry of Law and Human Rights of the Republic of Indonesia dated 9 December 2010 Nomor: AHU-AH.01.10-31518.

b.

The amount of Rp 188,371,966,250.- (one hundred eighty eight billion three hundred seventy one million nine hundred sixty six thousand two hundred fifty Rupiah) are paid in cash through the Limited Public Offering VI of 2012.

BOARD OF COMMISISIONERS

The Board of Commissioners is charged to provide supervision and counsel to the Board of Directors, with respect to the Directors’ duties and responsibilities of running the Bank. Number, Composition and Independency of the Board of Commissioners As at December 31, 2012 Bank OCBC NISP’s Board of Commissioners is made up of 8 (eight) members, as follows:

Nama / Name

Board of Commissioner

1

Presiden Komisaris

Pramukti Surjaudaja

Chairman

2


Peter Eko Sutioso

Deputy Chairman (Independent Commissioner)

3




4

Komisaris


Commissioner

5


Jusuf Halim

6

Komisaris


7


Kwan Chiew Choi

Commissioner (Independent Commissioner) Commissioner Commissioner (Independent Commissioner)

8

Komisaris

Hardi Juganda**

Commissioner

9

Komisaris

Samuel Nag Tsien***

Commissioner

Keterangan: * Efektif tidak menjabat sebagai Komisaris pada tanggal 12 Desember 2012. ** Efektif menjabat sebagai Komisaris pada tanggal 17 Juli 2012. *** Efektif menjabat sebagai Komisaris pada tanggal 12 Desember 2012.

Notes: * Ceased to be a Commissioner effective since December 12, 2012. ** Serving as Commissioner effective since July 17, 2012. *** Serving as Commissioner effective since December 12, 2012.


63


64

Pada tahun 2012, komposisi, kriteria dan independensi Dewan Komisaris, telah sesuai dengan ketentuan Bank Indonesia sebagai berikut: 1. Dewan Komisaris Bank OCBC NISP dipimpin oleh Presiden Komisaris. 2. Penggantian dan/atau pengangkatan Komisaris telah memperhatikan rekomendasi Komite Remunerasi dan Nominasi serta memperoleh persetujuan dari RUPS dan Bank Indonesia. 3. 50% (lima puluh persen) dari jumlah Dewan Komisaris merupakan Komisaris Independen. 4. Mayoritas Komisaris tidak saling memiliki hubungan keluarga sampai dengan derajat kedua dengan sesama anggota Dewan Komisaris dan/atau Direksi. 5. Setiap anggota Dewan Komisaris telah lulus Penilaian Kemampuan dan Kepatutan (Fit and Proper Test).

6. Seluruh anggota Dewan Komisaris Bank tidak merangkap jabatan yang dilarang oleh peraturan Bank Indonesia tentang pelaksanaan GCG.

In 2012, the composition, criteria, and independency of the Bank’s Board of Commissioners has complied with the regulations of Bank Indonesia as follows: 1. Bank OCBC NISP’s Board of Commissioners is led by the Chairman. 2. Replacement and/or appointment of the Commissioners have taken into consideration the recommendations of the Remuneration and Nomination Committee and approval of the GMS and Bank Indonesia. 3. 50% (fifty percent) of the Board members are Independent Commissioners. 4. Most of the Commissioners have no family relationship to the second degree with other members of the Board of Commissioners and/or the Board of Directors. 5. Each member of the Board of Commissioners has passed the Fit and Proper Test. 6. None of the members of the Board of Commissioners hold concurrent positions as prohibited by Bank Indonesia’s regulations on the implementation of GCG.

Rincian kualifikasi Dewan Komisaris disajikan dalam profil singkat Dewan Komisaris di halaman 478 - 480 pada Laporan Tahunan ini.

Profiles of the Board of Commissioners are presented on page 478 - 480 of this Annual Report

Pengangkatan dan Masa Jabatan • Penggantian dan/atau pengangkatan anggota Dewan Komisaris telah memperhatikan rekomendasi Komite Remunerasi dan Nominasi serta memperoleh persetujuan dari RUPS. • Masa jabatan seorang anggota Dewan Komisaris sesuai Anggaran Dasar adalah efektif sejak tanggal yang ditentukan dalam RUPS dan berakhir pada saat RUPS Tahunan ke-3 (ketiga) setelah tanggal pengangkatan tersebut. • Anggota Dewan Komisaris yang telah habis masa jabatannya dapat diangkat kembali oleh RUPS.

Appointment and Terms of Office • The replacement and/or appointment of members of the Board of Commissioners took into consideration recommendations of the Remuneration and Nomination Committee, and were approved by the GMS. • The term of office of a member of the Board of Commissioners is deemed effective from the date of appointment by the GMS and ends at the third Annual General Meeting of Shareholders from the time of the appointment. • The GMS can reappoint members of the Board of Commissioners whose term of office have expired.

Masa Jabatan masing-masing anggota Dewan Komisaris adalah sebagai berikut:

The term of office of the respective members of the Board of Commissioners are as follows:

Nama Name

Persetujuan BI

RUPS

16 Desember 2008 December 16, 2008

15 Maret 2011 March 15, 2011

Chairman

5 Juni 1997 June 5, 1997

24 Maret 2010 March 24, 2010



8 September 2003 September 8, 2003

24 Maret 2010 March 24, 2010


Komisaris


10 Oktober 2005 October 10, 2005

15 Maret 2011 March 15, 2011

Commissioner

5.


Jusuf Halim

11 Oktober 2006 October 11, 2006

22 Mei 2012 May 22, 2012


6.

Komisaris


4 September 2008 September 4, 2008

15 Maret 2011 March 15, 2011

Commissioner

7.


Kwan Chiew Choi


9 November 2010 November 9, 2010

No

Jabatan

1.

Presiden Komisaris

Pramukti Surjaudaja

2.


Peter Eko Sutioso

3.


4.


BI Approval

GMS

Position



Nama Name

No

Jabatan

8.

Komisaris

Hardi Juganda**

9.

Komisaris

Samuel Nag Tsien***


Persetujuan BI

RUPS

17 Juli 2012 July 17, 2012

22 Mei 2012 May 22, 2012

Commissioner


22 Mei 2012 May 22, 2012

Commissioner

BI Approval

GMS

Position


Tugas dan Tanggung Jawab Dewan Komisaris Dewan Komisaris bertanggung jawab dalam melakukan pengawasan atas kebijakan pengelolaan Bank oleh Direksi dan memberikan nasihat kepada Direksi.

Duties and Responsibilities of the Board of Commissioners The Board of Commissioners is responsible for overseeing the management of the Bank by the Board of Directors and provides advise the Board of Directors.

Sepanjang tahun 2012, Dewan Komisaris telah melaksanakan fungsinya terhadap pelaksanaan pengelolaan perusahaan oleh Direksi dengan melakukan pengarahan, pemantauan, dan evaluasi pelaksanaan kebijakan strategis Bank, termasuk memastikan terselenggaranya pelaksanaan GCG dalam setiap kegiatan usaha Bank pada seluruh tingkatan atau jenjang organisasi, serta tidak terlibat dalam pengambilan keputusan kecuali dalam hal penyediaan dana kepada pihak terkait serta hal-hal lain yang ditetapkan dalam Anggaran Dasar Bank atau peraturan perundangan yang berlaku.

During 2012, the Board of Commissioners has fulfilled its duties in relation to the management of the Bank by the Board of Directors by way of supervising, monitoring, and evaluating the execution of the Bank’s strategic policies, including ensuring the implementation of GCG in every business activity at all levels and hierarchy of the Bank, and not being involved in the executive decisions with the exception of the allocation of funds to related parties as well as other aspects prescribed within the Bank’s Articles of Association or other prevailing rules and regulations.

Untuk mendukung pelaksanaan tugas dan tanggung jawabnya, Dewan Komisaris dibantu oleh Komite Audit, Komite Pemantau Risiko, serta Komite Remunerasi dan Nominasi.

In discharging its duties and responsibilities, the Board of Commissioners is assisted by the Audit Committee, Risk Monitoring Committee, and Remuneration and Nomination Committee.

Pedoman kerja Dewan Komisaris Dalam menjalankan tugasnya Dewan Komisaris telah memiliki Pedoman kerja yang memuat antara lain pengaturan etika kerja, waktu kerja, dan pengaturan rapat.

Board Charter In performing its function, the Board of Commissioners has a Board Charter that governs, among others, the work ethic, working hour, and the conduct of meeting.

Fokus Pengawasan Dewan Komisaris melaksanakan fungsi pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi secara berkala maupun sewaktu-waktu dan memberi masukan kepada Direksi, dengan fokus lingkup pengawasan pada tahun 2012 sebagai berikut: • Pengawasan Strategis Melakukan pengawasan dengan mengarahkan, memantau dan mengevaluasi implementasi kebijakan strategis. • Pengawasan Terhadap Risiko Melakukan pengawasan untuk memastikan bahwa risk appetite serta kegiatan manajemen risiko sejalan dengan tujuan strategis, lingkungan operasional, pengendalian internal yang efektif, kecukupan modal, dan ketentuan Bank Indonesia. • Pengawasan terhadap Penggunaan Modal Memastikan bahwa ketentuan kecukupan modal dilaksanakan oleh Direksi sesuai dengan peraturan dan praktik bisnis, dengan mempertimbangkan secara seimbang kebutuhan untuk memperoleh imbal hasil yang memadai.

Focus of Supervision The Board of Commissioners undertakes the duty to oversee the performance of duties and responsibilities by the Board of Directors on a regular basis and from time to time, as well as to provide advise to the Board of Directors, with the scope of oversight during 2012 including: • Strategic Supervision To carry out supervision by directing, monitoring and evaluating implementation of strategic policies. • Supervision of Risks To oversee and ascertain that risk appetite and risk management are aligned to the strategic purpose, operational environment, effective internal control, capital adequacy, and Bank Indonesia regulations. • Supervision of Capital Utilization To ensure that capital adequacy provisions have been enforced by the Board of Directors in accordance with business practices and ethics, with due consideration to obtain acceptable return.


65


•

Pengawasan terhadap Tata Kelola Perusahaan yang Baik Memastikan terselenggaranya pelaksanaan prinsip-prinsip Tata Kelola Perusahaan yang Baik dalam setiap kegiatan usaha pada seluruh tingkatan atau jenjang organisasi, diantaranya menetapkan corporate values.

Rapat Dewan Komisaris • Dewan Komisaris dapat mengadakan rapat setiap waktu, namun tidak kurang dari 4 (empat) kali dalam 1 (satu) tahun dimana wajib dihadiri oleh seluruh anggota Dewan Komisaris secara fisik paling kurang 2 (dua) kali setahun. Seluruh anggota Dewan Komisaris Bank telah secara fisik menghadiri lebih dari 2 (dua) kali rapat Dewan Komisaris. • Pada rapat Dewan Komisaris, anggota Direksi, Pejabat Eksekutif dan Internal Audit dapat diundang sesuai dengan keperluan, untuk berpartisipasi dalam rangka mendapatkan pemahaman mendalam mengenai usaha Bank OCBC NISP. • Selama tahun 2012, telah dilangsungkan 5 (lima) kali rapat Dewan Komisaris, yaitu 4 (empat) kali rapat rutin dan 1 (satu) kali rapat ad hoc, dengan daftar hadir anggota sebagai berikut: No

Nama Name

Supervision of GCG Implementation To ensure application of GCG principles in all business activities at every level of the organization, including the implementation of corporate values.

Meetings of the Board of Commissioners • The Board may call a meeting at any time required, but no less than 4 (four) times a year, which must be attended by all members of the Board of Commissioners at least 2 (two) times a year. All of the members of the Board of Commissioners of the Bank directly attended more than 2 (two) Board of Commissioners Meetings. • The members of the Board of Directors, Executives, and Internal Auditors can be invited to attend the Board of Commissioners Meeting as required and in order to obtain clarity regarding Bank OCBC NISP’s businesses. • During 2012, a total of 5 (five) Board of Commissioners Meetings were convened, comprising 4 (four) routine meetings and 1 (one) ad hoc meeting, with attendance of members as follows:

Daftar hadir Rapat

Number of Attendance

Kehadiran Fisik Attendance

1.

Pramukti Surjaudaja

5

5

2.

Peter Eko Sutioso

4

4

3.


4

4

4.


3

3

5.

Jusuf Halim

5

5

6.


5

5

7.

Kwan Chiew Choi

5

5

8.

Hardi Juganda**

2

2

9.

Samuel Nag Tsien***

0

0


66

•


Agenda rapat Dewan Komisaris selama tahun 2012 mencakup pembahasan antara lain: • BOD Performance • Risk Profile • Informasi mengenai Peraturan-peraturan baru • Corporate Plan 2013

The agenda in the Meetings of the Board of Commissioners convened in 2012 covered the following areas: • BOD performance • Risk profile • New regulations • 2013 Corporate Plan

Dalam melaksanakan fungsi pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi, secara berkala dilakukan rapat gabungan antara Dewan Komisaris dan Direksi.

As part of efforts to supervise the duties and responsibilities of the Board of Directors, joint meetings between the Board of Commissioners and Board of Directors are regularly convened.

Selama tahun 2012 telah dilakukan 4 (empat) Rapat Gabungan Dewan Komisaris dan Direksi, dengan daftar hadir sebagai berikut:

During 2012, a total of 4 (four) Joint Meetings between the Board of Commissioners and Board of Directors were convened, with attendance of members as follows:



No

Nama Name

1. 2.

Nama Name

Kehadiran

No.

Pramukti Surjaudaja

4

1.

Parwati Surjaudaja

4

Peter Eko Sutioso

4

2.

Na Wu Beng

4

Attendance

Kehadiran Attendance

3.


4

3.

Hardi Juganda**

2

4.


3

4.


4 4

5.

Jusuf Halim

4

5.


6.


4

6.

Louis Sudarmana (Luianto Sudarmana)****

2

7.

Kwan Chiew Choi

4

7.


4

8.

Hardi Juganda**

1

8.

Emilya Tjahjadi

4

9.

Samuel Nag Tsien***

0

9.

Hartati

4

10.

Thomas Arifin

4

11.

Martin Widjaja*****

1

Keterangan: * Efektif tidak menjabat sebagai Komisaris pada tanggal 12 Desember 2012. ** Efektif menjabat sebagai Komisaris pada tanggal 17 Juli 2012. *** Efektif menjabat sebagai Komisaris pada tanggal 12 Desember 2012. **** Efektif tidak menjabat sebagai Direktur pada tanggal 22 Mei 2012 ***** Efektif menjabat sebagai Direktur pada tanggal 10 September 2012.

Notes: * Ceased to be a Commissioner effective since December 12, 2012. ** Serving as Commissioner effective since July 17, 2012. *** Serving as Commissioner effective since December 12, 2012. **** Ceased to be a Managing Director effective since May 22, 2012 ***** Serving as Managing Director effective since September 10, 2012

Prosedur Penetapan dan Besarnya Remunerasi Dewan Komisaris RUPS memberikan wewenang kepada pemegang saham mayoritas untuk menetapkan besarnya gaji/honorarium dan tunjangan bagi Dewan Komisaris berdasarkan rekomendasi dari Komite Remunerasi dan Nominasi.

Procedures in Determining and the Amount of the Board of Commissioners’ Remuneration The GMS grants authority upon the majority shareholder to determine the amount of salary/honorarium and benefits for the Board of Commissioners based on recommendations of the Remuneration and Nomination Committee.

Prosedur Penetapan Remunerasi Anggota Dewan Komisaris Remuneration Approval Procedure for Members of the Board of Commissioners Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Pemegang Saham Mayoritas (sesuai wewenang yang diberikan melalui RUPS) Majority shareholder (granted authority by GMS) Remunerasi Anggota Dewan Komisaris Remuneration for Members of the Board of Commissioners

Paket remunerasi Dewan Komisaris pada 31 Desember 2012, adalah sebagai berikut:

As of December 31, 2012, remuneration package for the Board of Commissioners is as follows:

Jumlah yang diterima dalam 1 Tahun / The amount received in 1 (one) year Jenis Remunerasi dan Fasilitas lain Remunerasi (gaji, bonus, tunjangan rutin, dan fasilitas lainnya)

Dewan Komisaris Board of Commissioners Orang Person 9

Jumlah (Rp Juta) Amount (in Rp Million) 15,019

Type of Remuneration and Other Facilities Remuneration (salary, bonus, routine allowances, and other facilities) Other facilities such as housing, transportation, insurance, health, etc:

Fasilitas lain seperti perumahan, transportasi, asuransi, kesehatan,dll: a. Yang dapat dimiliki

0

0

b. Yang tidak dapat dimiliki

9

1,415

Jumlah

9

16,434

a. That can be obtained b. That cannot be obtained Total


67


Jenis Remunerasi dan Fasilitas lain

Jumlah Komisaris Number of Commissioners

Type of Remuneration and other Facilities

>Rp 2 Miliar

3

>Rp 2 Billion

Rp 1 Miliar s/d Rp 2 Miliar

3

Rp 1 Billion s/d Rp 2 Billion

Rp 500 Juta s/d Rp 1 Miliar

2

Rp 500 million s/d Rp 1 Billion

1

Hubungan keuangan dan hubungan keluarga anggota Dewan Komisaris dengan anggota Dewan Komisaris lainnya, Direksi dan/atau Pemegang Saham Pengendali Bank. Mayoritas anggota Dewan Komisaris Bank OCBC NISP, tidak memiliki hubungan keuangan atau hubungan keluarga dengan anggota Dewan Komisaris lainnya, Direksi dan/atau Pemegang Saham Pengendali Bank.

Information on financial and family relationship among Commissioners with Board of Directors and/or the controlling shareholder of the Bank. Most of the serving members of Bank OCBC NISP’s Board of Commissioners do not have financial or family ties with other members of the Board of Commissioners, other Directors, and/or the controlling shareholder of the Bank.

Komisaris yang memiliki hubungan keluarga dengan anggota Direksi adalah Pramukti Surjaudaja. Komisaris yang memiliki hubungan keuangan dengan Pemegang Saham Pengendali Bank adalah Pramukti Surjaudaja, David Philbrick Conner dan Lai Teck Poh (Dua Teck Poh).

Commissioner that has family ties with other members of the Board of Directors is Pramukti Surjaudaja. Commissioners that have financial relations with the controlling shareholders of the Bank are Pramukti Surjaudaja, David Philbrick Conner and Lai Teck Poh (Dua Teck Poh).

Kepemilikan saham anggota Dewan Komisaris yang mencapai 5% (lima perseratus) atau lebih dari modal disetor pada Bank OCBC NISP, Bank lain, Lembaga Keuangan Bukan Bank, dan perusahaan lainnya, yang berkedudukan di dalam maupun di luar negeri. 7 (tujuh) orang Komisaris Bank OCBC NISP tidak memiliki saham yang mencapai 5% atau lebih dari modal disetor pada Bank OCBC NISP, Bank lain, Lembaga Keuangan Bukan Bank, dan perusahaan lainnya yang berkedudukan di dalam maupun di luar negeri. 1 (satu) orang Komisaris yaitu Bapak Jusuf Halim memiliki saham pada PT Cendekia Prima Edutama (CPE) sebesar 66,67% dan CPE Associates sebesar 50%.

Information on share ownership by members of the Board of Commissioners in the amount of and above 5% (five percent) from total paid-in capital in Bank OCBC NISP, other Banks, Nonbank Financial Institution and other companies based in and outside of Indonesia. 7 (seven) Commissioners of Bank OCBC NISP do not own shares in the amount of and above 5% of total paid-in capital in Bank OCBC NISP, other Banks, Non-bank Financial Institution, and other companies based in and outside of Indonesia. 1 (one) Commissioner, namely Mr. Jusuf Halim has shares of PT Cendekia Prima Edutama (CPE) in the amount of 66.67% and CPE Associates in the amount of 50%.

Pelatihan yang telah diikuti oleh Dewan Komisaris Untuk menunjang pelaksanaan tugas dan tanggung jawabnya, selama tahun 2012 telah dilakukan pelatihan untuk Dewan Komisaris sebagai berikut:

Training Attended by the Board of Commissioners To support the implementation of duties and responsibilities, the Board of Commissioners attended the following training in 2012:

Nama / Name Pramukti Surjaudaja

Subprime Mortgage Crisis

Peter Eko Sutioso


Jusuf Halim


Hardi Juganda


Samuel Nag Tsien Komite-komite yang Bertanggung Jawab Kepada Dewan Komisaris Komite Audit, Komite Pemantau Risiko dan Komite Remunerasi & Nominasi, dan secara aktif berperan sesuai fungsinya untuk mendukung penerapan GCG. Laporan pelaksanaan kegiatan komite-komite yang bertanggung jawab kepada Dewan Komisaris dijelaskan pada halaman 69 - 76 di Laporan Tahunan ini.

68

Judul / Title


Risk Management Certification (UKMR1) Committees under the Board of Commissioners The Audit Committee, Remuneration & Nomination Committee, Risk Monitoring Committee have and played important parts according to their roles to support the GCG execution. Activity reports by Committees under the Board of Commissioners are presented on page 69 - 76 of this Annual Report.


LAPORAN KOMITE AUDIT

AUDIT COMMITTEE REPORT

Komite Audit dibentuk oleh dan bertanggung jawab kepada Dewan Komisaris untuk mendukung pelaksanaan fungsi pengawasan Dewan Komisaris.

The Audit Committee was established by and is responsible to the Board of Commissioners to support its oversight function.

Pedoman Kerja Komite Audit Komite memiliki Piagam Komite Audit yang telah disetujui oleh Dewan Komisaris yang digunakan sebagai pedoman dan tata tertib kerja yang mengikat anggotanya yang menguraikan secara jelas tentang komposisi, keanggotaan, tugas dan tanggung jawab, rapat dan kehadiran, fungsi dan lingkup tugas anggota Komite. Piagam Komite Audit dimutakhirkan setiap tahun dan terakhir dilakukan pada tanggal 3 Agustus 2012.

Audit Committee Charters The Committee abides by the Audit Committee Charter, which was approved by the Board of Commissioners and presently serves as operational guideline and procedures applicable to every member. It clearly stipulates requirements on composition, membership, duties and responsibilities, meetings and attendance, functions, and scope of work. The Audit Committee Charter is updated annually, lastly completed on August 3, 2012.

Komposisi, Keanggotaan, Keahlian dan Independensi Komposisi, keanggotaan, keahlian dan independensi Komite Audit telah memenuhi seluruh ketentuan perundangan yang berlaku. Seluruh anggota Komite Audit merupakan pihak independen dan Komisaris independen. Komite Audit terdiri dari Komisaris Independen sebagai Ketua dan 3 (tiga) orang anggota yang terdiri atas seorang Komisaris Independen dan 2 (dua) orang Pihak Independen yang memiliki komitmen dan integritas untuk menjunjung tinggi pelaksanaan tata kelola yang sehat. Anggota Komite Audit diangkat oleh dan bertanggung jawab kepada Dewan Komisaris. Keanggotaan Komite di review secara berkala oleh Komite Remunerasi dan Nominasi dan direkomendasikan kepada Dewan Komisaris.

Composition, Membership, Expertise and Independency The composition, membership, expertise and independency of the Audit Committee have complied with all the prevailing regulations. The membership of the Audit Committee is made up entirely of independent parties and Independent Commissioners, comprising an Independent Commissioner serving as Chairman and 3 (three) members which consist of: Independent Commissioner and 2 (two) Independent Parties, all of whom possess high commitment and integrity to promote implementation of good corporate governance. Members of Audit Committee are appointed by and accountable to the Board of Commissioners. The Committee membership is subject to regular review by the Remuneration and Nomination Committee and is recommended to the Board of Commissioners.

Komite Audit terdiri dari:

The Audit Committee comprises:

Posisi di dalam Komite Position in Committee

Posisi di Bank OCBC NISP Position in OCBC NISP

Nama Name

Tanggal Efektif Effective Date

Akhir Masa Jabatan

End of Term

Ketua


Chairman

Commissioner (Independent

Jusuf Halim

Commissioner) Anggota

Wakil Presiden Komisaris

Member

(Komisaris Independen) Deputy Chairman (Independent Commissioner)

Anggota

Surat Keputusan BOC BOC Decree

Pihak Independen

Peter Eko Sutioso

Willy Prayogo

Member

Independent Party

Anggota

Pihak Independen

Alfredo R.

Member

Independent Party

Villanueva

No. 012A/DEKOM/UA-LS/II/2011 tanggal 8 Feb 2011 No. 012A/DEKOM/UA-LS/II/2011 dated 8 Feb 2011 No. 012C/DEKOM/UA-LS/II/2011 tanggal 8 Feb 2011 No. 012C/DEKOM/UA-LS/II/2011 dated 8 Feb 2011 No. 005I/DEKOM/UA-LS/II/2010 tanggal 4 Feb 2010 No. 005I/DEKOM/UA-LS/II/2010 dated 4 Feb 2011 No. 012B/DEKOM/UA-LS/II/2011 tanggal 8 Feb 2011 No. 012B/DEKOM/UA-LS/II/2011 dated 8 Feb 2011

15 Maret 2011

2014 RUPST/ RUPST/AGMS

March 15, 2011 15 Maret 2011

RUPST/ RUPST/AGMS 2014

March 15, 2011 24 Maret 2010


March 24, 2010 15 Maret 2011


March 15, 2011

Profil singkat anggota Komite Audit disajikan pada halaman 485 di Laporan Tahunan ini.

A brief profile of the members of the Audit Committee is shown on page 485 of this Annual Report.

Tugas dan Tanggung Jawab Komite Audit Komite Audit melaksanakan fungsinya sebagaimana ditetapkan dalam ketentuan perundangan di bidang pasar modal, perbankan dan Bursa Efek, serta berpedoman pada tata kerja Komite Audit

Duties and Responsibilities of the Audit Committee The Audit Committee discharges its functions as stipulated in rules and regulations governing the capital market, banking sector and the stock exchange, as well as working guidelines of the


69


yang ditetapkan dalam Piagam Komite Audit. dalam melaksanakan tugas dan tanggung jawabanya Komite Audit bertindak secara Independen.Sebagaimana ditetapkan dalam Piagam Komite Audit, Komite dapat mengadakan rapat setiap saat, namun tidak kurang dari 4 (empat) kali dalam satu tahun. Komite memiliki akses penuh terhadap dan meminta kerjasama dari manajemen dan Internal Audit serta berwenang mengundang setiap Komisaris, Direksi dan Pejabat Eksekutif untuk hadir dalam rapat Komite. Komite hanya dapat mengambil keputusan apabila rapat setidaknya dihadiri oleh tiga anggota Komite yang seluruhnya adalah Komisaris independen dan pihak independen.

Audit Committee as outlined in the Audit Committee Charter. In discharging its duties and responsibilities, the Audit Committee acts Independently. In accordance with the Audit Committee Charter, the Committee can call a meeting at any time, provided no less than 4 (four) meetings is convened every year. The Committee has complete access to and requires cooperation of management and Internal Audit and has authority to invite any Commissioner, Director and Executive Officer to the Committee meetings. The Committee can only make decisions when the meeting is attended by at least three Committee members who are entirely Independent Commissioners and independent parties.

Selain melakukan review atas laporan keuangan dan meyakinkan terselenggaranya proses pelaporan keuangan yang sehat dan transparan sesuai dengan prinsip akuntansi yang berlaku umum, Komite Audit melakukan review dan evaluasi untuk meyakinkan terselenggaranya proses audit internal dan eksternal yang independen dan objektif, membahas dengan Akuntan Publik dan Internal Audit tentang kecukupan pengendalian intern termasuk pengendalian finansial, operasional dan kepatuhan, terselenggaranya praktek tata kelola yang sehat, terlaksananya tindak lanjut oleh Direksi atas rekomendasi Internal Audit, Akuntan Publik, hasil pengawasan Bank Indonesia dan Otoritas Pengawas lainnya, Komite memberikan rekomendasi kepada Dewan Komisaris atas penunjukan Akuntan Publik untuk selanjutnya direkomendasikan kepada RUPS, disamping melakukan review jika Akuntan Publik ditunjuk untuk memberikan jasa non atestasi. Komite Audit secara berkala melaporkan kegiatannya kepada Dewan Komisaris dan memberikan rekomendasi atas hal-hal yang memerlukan perhatian, persetujuan maupun relevan dengan tugas pengawasan Dewan Komisaris.

In addition to the review of financial statements and to ensure the sound and transparent process of financial reporting in conformity with generally accepted accounting principles, the Audit Committee reviews and evaluates with the internal auditors and external auditors to ensure the independent and objective audit process, the adequacy of internal controls including financial, operational and compliance and the sound corporate governance practices, monitors the follow up by the Board of Directors on audit findings from Internal Auditors, External Auditors, Bank Indonesia and other supervisory authorities. The Committee provides recommendations to the Board of Commissioners on the appointment or reappointment of External Auditors for recommendation to the General Meeting of Shareholders and also conducts a review in the event that the External Auditor is assigned to provide non-attest services. The Audit Committee reports periodically its activities to the Board of Commissioners and provides professional recommendations on matters requiring the attention and approval from the Board or other issues relevant to the Board’s oversight duties.

Rapat Komite Audit Komite Audit mengadakan pertemuan secara berkala dengan Internal Audit, Direktur Keuangan, Direktur Kepatuhan dan Akuntan Publik. Disamping itu, Komite Audit juga mengadakan pertemuan dengan Direksi dan Pejabat Eksekutif lainnya yang relevan dengan materi rapat.

Audit Committee Meetings The Audit Committee held regular meetings with the internal auditors, Finance Director, Compliance Director and the external auditors. In addition, the Audit Committee also meets with the Board of Directors and other Executive Officers as required by the meeting agenda.

Selama tahun 2012, Komite Audit telah menyelenggarakan 19 (sembilan belas) pertemuan, yang terdiri dari 3 (tiga) kali rapat dengan akuntan publik, 16 (enam belas) kali rapat dengan pihak internal, yaitu yang terdiri dari 4 (empat) kali rapat dengan Direktur Keuangan untuk melakukan review atas hal-hal terkait

During 2012, the Audit Committee held 19 (nineteen) meetings comprising of 3 (three) meetings with the external auditors, 16 (sixteen) meetings with internal parties that consist of 4 (four) meetings with the Finance Director to review accounting and financial reporting matters, 4 (four) meetings with the Internal Audit to review the adequacy of internal controls, audit findings, other significant matters and the follow up of audit findings, 4 (four) meetings with the Director in charge for Compliance to review the Bank’s overall compliance with the prevailing regulations, and 4 (four) meetings with the Board of Commissioners to regularly report on the Audit Committee’s activities, provide inputs and recommendations, and consult on matters related to the Committee’s duties and responsibilities.

aspek akuntansi dan pelaporan keuangan, 4 (empat) kali rapat dengan Internal Audit untuk melakukan review atas kecukupan pengendalian internal, temuan audit, hal-hal lain yang signifikan dan tindak lanjut temuan audit, 4 (empat) kali rapat dengan Direktur yang membawahi Kepatuhan untuk melakukan review ketaatan terhadap ketentuan perundangan yang berlaku, dan 4 (empat) kali rapat dengan Dewan Komisaris untuk menyampaikan laporan berkala tentang kegiatan Komite Audit, memberikan masukan dan rekomendasi yang relevan kepada Dewan Komisaris serta melakukan konsultasi untuk hal-hal yang berkaitan dengan tugas dan tanggung jawab Komite.

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Tingkat kehadiran Komite Audit pada rapat - rapat tersebut adalah sebagai berikut: No.

Nama Name

Jabatan

The record of attendance at the Audit Committee meetings is as follows: Daftar hadir Rapat


Position

1.


Jusuf Halim

19


2.


Peter Eko Sutioso

16


3.

Pihak Independen

Willy Prayogo

19

Independent Party

4.

Pihak Independen

Alfredo R. Villanueva

18

Independent Party

Aktivitas Komite Audit Melalui penyelengaraan rapat-rapat tersebut, Komite Audit telah melakukan review, evaluasi dan pemantauan sesuai dengan lingkup tugas dan tanggung jawabnya, dengan ikhtisar kegiatan sebagai berikut: a. Dengan Direktur Keuangan Melakukan review atas laporan keuangan, informasi keuangan publikasi dan proses pelaporan keuangan untuk meyakinkan integritas laporan keuangan dan memastikan terselenggaranya proses pelaporan keuangan yang sehat dan transparan. Disamping itu juga untuk meyakinkan bahwa isi dan pengungkapan informasi, kebijakan akuntansi, perlakuan akuntansi, penyajian laporan dan penerapan standar akuntansi termasuk standar akuntansi baru yang berlaku efektif pada tahun berjalan telah sesuai dengan prinsip akuntansi yang berlaku umum. Komite juga melakukan review atas laporan keuangan berkala dan laporan keuangan auditan, termasuk review terhadap aplikasi prinsip dan kebijakan akuntansi, estimasi dan pertimbangan (judgments) signifikan yang digunakan manajemen yang mempengaruhi laporan keuangan, perlakuan atas perubahan akuntansi serta kecukupan pengungkapan. Disamping itu, Komite Audit melakukan review untuk memastikan bahwa Direksi senantiasa mengikuti perkembangan dan memahami seluruh standar akuntansi berbasis International Financial Reporting Standard (IFRS)/(PSAK dan ISAK) yang baru diterbitkan maupun perkembangan ketentuan pasar modal dan perbankan tentang pelaporan keuangan, mengkaji dampaknya bagi Bank sebelum berlaku efektif, melakukan persiapan yang diperlukan dalam penerapannya serta menerapkannya secara tepat. b. Dengan Akuntan Publik Komite Audit melakukan review atas rencana audit, fokus audit dan lingkup audit untuk meyakinkan tercakupnya risikorisiko signifikan dalam lingkup audit dan terselenggaranya proses audit yang independen dan objektif. Komite juga membahas hasil audit atas penerapan prinsip dan kebijakan akuntansi termasuk kualitas penerapan standar akuntansi baru yang berlaku efektif tahun berjalan dan perubahan akuntansi terkait, kualitas penggunaan asumsi, estimasi dan pertimbangan (judgments) yang signifikan oleh manajemen dan kecukupan pengungkapan untuk meyakinkan integritas laporan keuangan. Selain itu, juga dibahas mengenai isu pelaporan keuangan dan pengungkapan yang signifikan,

Audit Committee Activities By virtue of these meetings, the Audit Committee carried out the reviews, evaluations and monitoring as part of its role and responsibilities, which includes the following: a. With Finance Director Reviewed the financial statements, published financial information and the financial reporting process to ensure the integrity of the financial statements and also to ensure the sound and transparent process of financial reporting as well as to ensure, among others, that the contents and disclosures, accounting policies, accounting treatments, presentation and the application of accounting standard, including those newly applicable in the current year, comply with the generally accepted accounting principles. The Committee also reviewed the Bank’s interim as well as annual audited financial statements, encompassing review on the implementation of accounting policies and principles, significant estimates and judgments made by management which affects the financial statements, treatment of accounting changes and the adequacy of disclosure. In addition, the Audit Committee reviewed to ensure that the Board of Directors consistently monitor and understand the current development and newly issued International Financial Reporting Standard (IFRS) based accounting pronouncements as well as the development of capital market and banking regulations related to financial reporting, analyze the potential impacts to the Bank before it is effectively applied, make the necessary preparation for application and properly apply the standards. b. With the External Auditors The Audit Committee reviewed the audit plan, the audit focus and audit scope to ensure adequate coverage of significant risks in the audit scope and the implementation of an independent and objective audit process. The Committee also discussed audit findings on the application of accounting policies and principles, including the proper application of new accounting standards that became effective in the current year and related accounting changes, the quality of assumptions, estimates and judgments made by management and the adequacy of disclosures to ensure the overall integrity of the financial statements. In addition, also discussed with external auditors on significant financial reporting and disclosure issues, findings and recommendations on weaknesses in internal controls, including results of review on IT controls


71


temuan dan rekomendasi atas kelemahan dalam pengendalian intern termasuk hasil review atas pengendalian intern atas teknologi informasi serta memantau dan membahas jika terdapat perbedaan pendapat tentang aspek pelaporan keuangan dan pengendalian intern. Komite Audit juga melakukan review untuk meyakinkan terselenggaranya proses audit yang efektif, efisien serta independen dan objektif. c. Dengan Internal Audit Melakukan review atas efektivitas fungsi internal audit dengan membahas pendekatan dalam penilaian risiko, risikorisiko utama yang diidentifikasi, dan lingkup audit sebagai respon terhadap risiko teridentifikasi untuk meyakinkan bahwa dalam rencana audit, prioritas dan lingkup audit didasarkan pada eksposur risiko teridentifikasi. Komite juga membahas untuk meyakinkan kecukupan dan efektivitas sistem pengendalian internal termasuk sistem pengendalian finansial, operasional, kepatuhan, manejemen risiko dan tata kelola. Berdasarkan laporan berkala yang disampaikan oleh Internal Audit, dilakukan pembahasan atas temuan audit yang signifikan, serta tindak lanjut Direksi atas rekomendasi yang telah diberikan oleh internal audit, akuntan publik, Bank Indonesia dan Otoritas Pengawas lainnya. Dengan Internal Audit juga dibahas hasil audit atas pengendalian intern atas kegiatan utama Bank termasuk pengendalian internalatas IT, pengembangan sistem/produk baru dan langkah-langkah perbaikan atas kelemahan dalam sistem pengendalian intern. Disamping itu, dilakukan pembahasan untuk meyakinkan kecukupan dan kompetensi dan pengembangan internal auditors, efisiensi dan efektivitas pelaksanaan audit serta terselenggaranya proses audit yang independen dan objektif.

d. Dengan Direktur Kepatuhan Membahas ketaatan Bank terhadap ketentuan perundangan, kepatuhan atas pelaksanaan prinsip kehati-hatian, tindak lanjut atas temuan audit terkait aspek kepatuhan, identifikasi risiko kepatuhan dan tindak lanjutnya. Selain itu juga dibahas tentang penyimpangan yang terjadi dan langkahlangkah perbaikan yang dilakukan, perkembangan terkini ketentuan perundangan yang mempengaruhi Bank termasuk analisis atas implikasinya bagi Bank dan tindak lanjut oleh manajemen. Disamping itu, dibahas juga tentang langkahlangkah manajemen melakukan implementasi ketentuan baru yang relevan bagi Bank termasuk dalam bidang Anti Fraud, manajemen risiko dan pemeringkatan berbasis risiko. e. Dengan Dewan Komisaris Melaporkan kepada Dewan Komisaris kegiatan triwulanan Komite Audit dan melampirkan seluruh risalah rapat Komite, memberikan dan membahas rekomendasi Komite kepada Dewan Komisaris atas hal-hal yang terkait dengan aspek akuntansi, audit, pengendalian, tata kelola perusahaan dan kepatuhan, termasuk rekomendasi kepada Dewan Komisaris atas penunjukan atau penunjukan kembali akuntan publik dan rekomendasi atau hasil review atas penunjukan akuntan publik dalam pemberian jasa non atestasi.

72


as well as monitoring and discussion in the event there exist differences in opinion on matters related to financial reporting and internal control. The Committee also reviewed to ensure the cost-effectiveness, efficiency as well as independence and objectivity of the audit process.

c. With the Internal Auditors Reviewed the effectiveness of the internal audit function, by discussing the approaches on risk assessment, identified key risks, and scope of audit in response to identified risks in order to ensure that within the audit plan, the priorities and scope of audit are based on identified risk exposure. The Committee also discussed matters in order to provide assurance on the adequacy and effectiveness of the internal control system, including financial, operational, compliance, risk management and governance controls. Discussions were also based on periodic reports provided by the Internal Audit, particularly on matters involving significant audit findings and the follow up by the Board of Directors on recommendations from the Internal Auditors, External Auditors, Bank Indonesia and other supervisory authorities. The Committee and Internal Audit also carried out discussions on audit findings related to controls on the Bank’s main activities, including IT controls, new product/ system development and corrective measures addressing weaknesses in the internal control system. In addition, the Committee discussed to ensure the competency and adequacy as well as development of internal auditors, efficiency and effectiveness of audit and the independence and objectivity of the audit process. d. With Compliance Director Discussed Bank’s compliance with the prevailing regulations, compliance with the application of prudential principles, the follow up of compliance related audit findings and identified compliance risks and its follow up. In addition, the Committee discussed issues of non-compliance and corrective measures taken, the latest development on regulations and their potential impacts to the Bank, including analysis on implications for the Bank and follow up actions by management. Also, discussions were carried out on the subject of management initiatives to implement newly issued rules and regulations relevant to the Bank, including those related to Anti Fraud, risk management and risk-based bank rating. e. With the Board of Commissioners Reported to the Board of Commissioners on the Audit Committee’s quarterly activities by submitting minutes of all Committee meetings. The Committee provided and discussed its recommendations on matters involving accounting, audit, controls, corporate governance and compliance, including recommendation to the Board of Commissioners on the appointment or reappointment of external auditors and recommendation or results of review on non-attest services performed by the external auditors.


LAPORAN KOMITE PEMANTAU RISIKO

RISK MONITORING COMMITTEE REPORT

Pedoman Kerja Komite Pemantau Risiko Komite Pemantau Risiko memiliki Pedoman Kerja (charter) sebagai pedoman dan tata tertib kerja yang mengikat anggotanya meliputi keanggotaan, tugas dan tanggung jawab, rapat dan kehadiran, fungsi dan cakupan. Pedoman kerja Komite Pemantau Risiko dimutakhirkan setiap tahun dan terakhir dilakukan pada tanggal 3 Agustus 2012.

Risk Monitoring Committee Charter The Risk Monitoring Committee Charter serves as the operational guideline and procedure for its members, which contains matters of membership, role and responsibilities, meetings and attendance, function and scope of work. The Risk Monitoring Committee is update annually lastly completed on August 3, 2012.

Struktur, Keanggotaan, Keahlian dan Independensi Komite Pemantau Risiko Bank OCBC NISP diketuai oleh Komisaris Independen dan dibantu oleh 6 (enam) anggota yang terdiri atas Komisaris, Komisaris Independen, Pihak Independen yang memiliki keahlian di bidang keuangan dan Pihak Independen yang memiliki keahlian di bidang manajemen risiko. Komposisi tersebut, telah memenuhi ketentuan Bank Indonesia. Profil singkat anggota Komite Pemantau Risiko disajikan pada halaman 486 di Laporan Tahunan ini.

Structure, Membership, Expertise and Independency Bank OCBC NISP’s Risk Monitoring Committee is chaired by an Independent Commissioner and is assisted by 6 (six) members that comprise the Bank’s Commissioners, Independent Commissioners and Independent Parties with expertise in the field of finance and/or risk management. This composition is in accordance with Bank Indonesia regulations. A brief profile of the members of the Risk Monitoring Committee is shown on page 486 of this Annual Report.

Susunan Komite Pemantau Risiko Bank OCBC NISP adalah sebagai berikut:

The composition of Bank OCBC NISP’s Risk Monitoring Committee is as follows:



Ketua

Komisaris (Komisaris

Chairman

Independen)

Nama


Name

Kwan Chiew Choi


15 Maret 2011

RUPST/

No. 012D/DEKOM/UA-LS/II/2011 dated 8 Feb 2011

March 15, 2011

AGMS 2014

Presiden Komisaris Chairman

Pramukti Surjaudaja

Anggota


Roy Athanas

Member

Independen)

Karaoglan

Anggota Member

No. 017/DEKOM/UA-LS/II/2012 tanggal 7 Feb 2012

07 Februari 2011

No. 017/DEKOM/UA-LS/II/2012 dated 7 Feb 2012

Feberuary 07, 2011

AGMS 2015

2010

March 24, 2010

AGMS 2013

No. 005N/DEKOM/UA-LS/II/2010 tanggal 4 Feb

24 Maret 2010

RUPST/ RUPST/

No. 005N/DEKOM/UA-LS/II/2010 dated 4 Feb 2010


Jabatan End of Term

No. 012D/DEKOM/UA-LS/II/2011 tanggal 8 Feb 2011


Akhir Masa

Komisaris

David Philbrick

No. 005K/DEKOM/UA-LS/II/2010 tanggal 4 Feb 2010

24 Maret 2010

Member

Commissioner

Conner *)

No. 005K/DEKOM/UA-LS/II/2010 dated 4 Feb 2010

March 24, 2010

AGMS 2013

Member

Commissioner

Teck Poh)

No. 005L/DEKOM/UA-LS/II/2010 dated 4 Feb 2010

April 16, 2010

AGMS 2013

Member

Independent Party


February 07, 2012

AGMS 2015

Member

Independent Party

2010

March 24, 2010

AGMS 2013

Anggota Anggota Anggota Anggota

Komisaris

Pihak Independen Pihak Independen

Lai Teck Poh (Dua Alfredo R. Villanueva Made Rugeh Ramia

No. 005L/DEKOM/UA-LS/II/2010 tanggal 4 Feb 2010 No. 017/DEKOM/UA-LS/II/2012 tanggal 7 Feb 2012 No. 005M/DEKOM/UA-LS/II/2010 tanggal 4 Feb

16 April 2010

07 Februari 2012 24 Maret 2010

RUPST/ RUPST/

RUPST/ RUPST/

No. 005M/DEKOM/UA-LS/II/2010 dated 4 Feb 2010 Keterangan: * Efektif tidak menjabat sebagai Komisaris pada tanggal 12 Desember 2012

Tugas dan Tanggung Jawab Komite Pemantau Risiko Bank OCBC NISP menjalankan tugasnya berdasarkan Pedoman Kerja (charter) Komite Pemantau Risiko yang juga mengatur fungsi Komite ini. Komite Pemantau Risiko bertanggung jawab kepada Dewan Komisaris dan bertugas melakukan evaluasi serta memastikan keselarasan antara Kebijakan Manajemen Risiko dan penerapannya. Komite ini juga memantau tugas dan fungsi Komite Manajemen Risiko dan memberikan rekomendasi kepada Dewan Komisaris, termasuk:

Notes: * Ceased to be a Commissioner effective since December 12, 2012.

Duties and Responsibilities Bank OCBC NISP’s Risk Monitoring Committee performs its duties based on the Risk Monitoring Committee Charter that also stipulates the functions of the Committee. The Risk Monitoring Committee is responsible to the Board of Commissioners and has duties to perform evaluation and to ensure the alignment of risk management policies to the implementation. The Committee also monitors the duties and functions of the Bank’s Risk Management Committee and provides recommendations to the Board of Commissioners, including: OCBC NISP Annual Report 2012

73


• •

Penetapan filosofi manajemen risiko secara keseluruhan. Penetapan risk appetite statement.

• •

Panduan dan kebijakan manajemen risiko. Kebijakan penting dalam rangka manajemen risiko yang efektif. Tindakan yang diperlukan dalam rangka manajemen risiko yang prudent. Pelaksanaan tugas Komite Manajemen Risiko dan Satuan Kerja Manajemen Risiko.

• •

Rapat Komite Pemantau Risiko Rapat Komite telah diselenggarakan sesuai dengan kebutuhan Bank OCBC NISP. Selama tahun 2012, Komite Pemantau Risiko menyelenggarakan 4 (empat) kali pertemuan. Kehadiran pada rapat Komite Pemantau Risiko adalah sebagai berikut: No.

Jabatan

Nama Name

Risk Monitoring Committee Meeting The Committee Meetings were held in accordance with the requirements of Bank OCBC NISP. During 2012, the Risk Monitoring Committee conducted 4 (four) meetings. Attendance at the Risk Monitoring Committee meetings is as follows: Kehadiran

Position

Attendance

1.


Kwan Chiew Choi

4

Presiden Komisaris

Pramukti Surjaudaja

4

Chairman

3.



4


4.

Komisaris

David Philbrick Conner *

2

Commissioner

5.

Komisaris


4

Commissioner

6.

Pihak Independen

Alfredo R. Villanueva

4

Independent Party

7.

Pihak Independen

Made Rugeh Ramia

4

Independent Party

Aktivitas Komite Pemantau Risiko Sepanjang tahun 2012, Komite Pemantau Risiko, antara lain telah melakukan pembahasan mengenai hal-hal berikut: • Melakukan kajian tahunan atas risk appetite statement sebagai salah satu prinsip utama yang ditetapkan dan menjadi panduan dalam keseluruhan kerangka kerja manajemen risiko dan seluruh kebijakan terkait manajemen risiko yang ada. • Mengkaji program kerja Group Risk Management tahun 2012 beserta rencana kerja tiga tahun mendatang dan memantau realisasi pelaksanaanya. • Memantau risk profile Bank setiap triwulan berdasarkan pendekatan Risk Based Bank Rating yang telah ditetapkan oleh Bank Indonesia. • Mengkaji kerangka three lines of defense sebagai pedoman penerapan proses manajemen risiko Bank secara menyeluruh, melalui fungsi masing-masing unit sebagai first, second dan

74

Formulation of the overall risk management philosophy. Formulation of the risk appetite statement. Risk management guidelines and policies. Key policies for effective risk management. Necessary measures for prudent risk management. Risk identification policies. Performance of duties by the Risk Management Committee and Risk Management Division/Working Unit.

2.

Keterangan: * Efektif tidak menjabat sebagai Komisaris pada tanggal 12 Desember 2012.

•

• • • • • • •

third lines of defense. Mengkaji dan menyetujui kebijakan dan penetapan limit berdasarkan struktur persetujuan kebijakan yang berlaku. Adapun beberapa kebijakan baru dan review kebijakan serta penetapan limit yang telah disetujui adalah Credit Risk Management Framework, Bank Credit Policy, New Product Approval Process Policy, Market Risk Management Framework, Market Risk Management Policy, Market Model Risk Policy, Fund Transfer Pricing Policy, Treasury General Policy, Counterparty Credit Risk Management Policy, Internal Control Policy, Operational Risk Management Framework, Limit 2013 Treasury dan Limit 2013 Treasury Sharia.



*

Notes: Ceased to be a Commissioner effective since December 12, 2012.

Risk Monitoring Committee Activities

During 2012, the Risk Monitoring Committee, among other, discussed the following matters: • Performed annual review on the Bank’s risk appetite statement as one of the basic principles established, which serves as the guideline within the overall framework of the risk management process and all policies related to the risk management system in place. • Evaluated the Risk Management Group’s work programs for the year 2012 and work plans for the period of the next three years, also responsible for monitoring the implementation. • Monitored the Bank’s risk profile every quarter based on the Risk Based Bank Rating approach as stipulated by Bank Indonesia. • Reviewed the three lines of defence structure as the guideline used in comprehensively applying the Bank’s risk management process, through the functions of the different units serving as the first, second and third lines of defence. • Reviewed and approved policies and limits based on prevailing structure of policy approval. A number of new policies and policy review as well as limits approved include: Credit Risk Management Framework, Bank Credit Policy, New Product Approval Process Policy, Market Risk Management Framework, Market Risk Management Policy, Market Model Risk Policy, Fund Transfer Pricing Policy, Treasury General Policy, Counterparty Credit Risk Management Policy, Internal Control Policy, Operational Risk Management Framework, Limit 2013 Treasury and Limit 2013 Treasury Sharia.


LAPORAN KOMITE REMUNERASI DAN NOMINASI

REMUNERATION AND NOMINATION COMMITEE REPORT

Pedoman Kerja Komite Remunerasi dan Nominasi Komite Remunerasi dan Nominasi memiliki Pedoman Kerja (charter) sebagai pedoman dan tata tertib kerja yang mengikat anggotanya meliputi keanggotaan, tugas dan tanggung jawab, rapat dan kehadiran, fungsi dan cakupan. Pedoman kerja Komite Remunerasi dan Nominasi dimutakhirkan setiap tahun dan terakhir dilakukan pada tanggal 3 Agustus 2012.

Remuneration and Nomination Committee Charter The Remuneration and Nomination Committee’s Charter serves as the operational guideline and procedure for its members, which contains matters on membership, role and responsibilities, meetings and attendance, function and scope of work. The Remuneration and Nomination Committee is update annually lastly completed on August 3, 2012.

Struktur, Keanggotaan, Keahlian dan Independensi Komite Remunerasi dan Nominasi bertanggung jawab membuat formulasi kriteria pemilihan dan prosedur nominasi untuk Komisaris dan Direktur. Sesuai dengan ketentuan Bank Indonesia, jumlah Komite Remunerasi dan Nominasi terdiri dari seorang Komisaris Independen, seorang Komisaris dan seorang Pejabat Eksekutif yang membawahi sumber daya manusia atau wakil dari karyawan. Jumlah anggota paling kurang 3 (tiga) orang. Apabila anggota Komite lebih dari 3 (tiga) orang, maka jumlah anggota Komisaris Independen paling kurang berjumlah 2 (dua) orang. Ketua Komite Remunerasi dan Nominasi harus dijabat oleh Komisaris Independen.

Structure, Membership, Expertise and Independency The Remuneration and Nomination Committee is responsible for formulating the selection criteria and nomination procedures for Commissioners and Directors. In accordance with Bank Indonesia regulations, the Remuneration and Nomination Committee consists of an Independent Commissioner, a Commissioner and an executive responsible for human resources or a representative of the Bank’s employees. The members shall be a minimum of 3 (three) people. Should the Committee comprise more than 3 (three) people, the number of Independent Commissioners shall be at least 2 (two) people. The Chairman of the Remuneration and Nomination Committee must be an Independent Commissioner.

Komposisi Komite Remunerasi dan Nominasi Bank OCBC NISP telah sesuai dengan ketentuan Bank Indonesia. Profil singkat anggota Komite Remunerasi dan Nominasi disajikan pada halaman 486 di Laporan Tahunan ini.

The composition of Bank OCBC NISP’s Remuneration and Nomination Committee is in accordance with Bank Indonesia’s regulations. A brief profile of the members of the Remuneration and Nomination Committee is shown on page 486 of this Annual Report.




Nama Name

Akhir Masa Jabatan End of Term

Ketua


Roy Athanas

No. 005O/DEKOM/UA-LS/II/2010 tanggal 04 April

24 Maret 2010

RUPST/

Chairman

Independen)

Karaoglan

2010

March 24, 2010

AGMS 2013

RUPST/

No. 005O/DEKOM/UA-LS/II/2010 dated 04 April 2010


Anggota

Presiden Komisaris

Pramukti

No. 018/DEKOM/UA-LS/II/2012 tanggal 07 Feb 2012

07 Februari 2012

Member

Chairman

Surjaudaja


February 07, 2012

AGMS 2015

No. 005Q/DEKOM/UA-LS/II/2010 tanggal 04 April

24 Maret 2010

RUPST/

(Komisaris Independen)

2010

March 24, 2010

AGMS 2013

Deputy Chairman

No. 005Q/DEKOM/UA-LS/II/2010 dated 04 April 2010

Anggota

Wakil Presiden Komisaris

Member

(Independent Commissioner)

Peter Eko Sutioso

Anggota

Komisaris

David Philbrick

No. 005P/DEKOM/UA-LS/II/2010 tanggal 04 April

24 Maret 2010

RUPST/

Member

Commissioner

Conner *

2010

March 24, 2010

AGMS 2013

No. 005P/DEKOM/UA-LS/II/2010 dated 04 April 2010

Anggota

Pejabat Executive di Bidang

Purnomo Santoso

N0. 024A/DEKOM/UA-LS/IV/2011 tanggal 26 April

01 Juni 2011

RUPST/

Member

Sumber Daya Manusia

Nurhalim

2011

June 01, 2011

AGMS

Executive Officer in Human

N0. 024A/DEKOM/UA-LS/IV/2011 tanggal 26 April

Capital

2011

Keterangan:

*


Efektif tidak menjabat sebagai Komisaris pada tanggal 12 Desember 2012.

Tugas dan Tanggung Jawab Komite Remunerasi dan Nominasi telah memberikan rekomendasi dan melakukan telaah atas kebijakan pengelolaan sumber daya manusia guna direkomendasikan kepada Dewan Komisaris, antara lain mencakup:

*

2014 Notes:

Ceased to be a Commissioner effective since December 12, 2012

Duties and Responsibilities The Remuneration and Nomination Committee has submitted its recommendations and reviewed the human resources policy to support its recommendation to the Board of Commissioners, which includes:


75


•

Mengkaji kebijakan pengaturan remunerasi bagi Dewan Komisaris dan Direksi. Mempertimbangkan rekomendasi yang memastikan bahwa paket remunerasi terdiri dari proporsi signifikan kriteria penilaian yang terkait dengan kinerja, sasaran dan strategi Bank, dan sekaligus berguna untuk menarik, mempertahankan dan memotivasi Komisaris, Direksi dan Pejabat Eksekutif yang berkualitas. Memberikan rekomendasi kepada Dewan Komisaris mengenai kebijaksanaan remunerasi Bank. Melakukan identifikasi dan telaah atas calon yang masuk nominasi Komisaris atau anggota Komite Dewan Komisaris dan Direksi guna direkomendasikan kepada Dewan Komisaris dalam hal pengangkatan, pengangkatan kembali dan penggantian Komisaris dan Direksi.

•

• •

Rapat Komite Remunerasi dan Nominasi Selama tahun 2012, Komite Remunerasi dan Nominasi menyelenggarakan 4 (empat) kali pertemuan dengan daftar hadir anggota adalah sebagai berikut: No.

• •

• •

Conducting reviews on policies for managing remuneration for the Board of Commissioners and the Board of Directors. Evaluating recommendation to ensure that the remuneration package appropriately consists of evaluation criteria related to the Bank’s performance, targets and strategies and simultaneously effective to attract, retain and motivate highlyqualified Commissioners, Directors, and Executive Officers. Providing recommendations on the Bank’s remuneration policies to the Board of Commissioners. Selecting and reviewing nominees for member of the Board of Commissioners, the Board of Commissioners’ Committees and the Board of Directors, for recommendation to the Board of Commissioners in the event of appointment, reappointment and replacement of the Bank’s Commissioners and Directors.

Remuneration and Nomination Committee Meeting During 2012, the Remuneration and Nomination Committee conducted 4 (four) meetings, with the following attendance: Kehadiran

Nama

Jabatan

Name

Position

Attendance

1.



4


2.

Presiden Komisaris

Pramukti Surjaudaja

4

Chairman

3.


Peter Eko Sutioso

4


4.

Komisaris

David Philbrick Conner *)

3

Commissioner

5.

Pejabat Executive di Bidang Sumber Daya

Purnomo Santoso Nurhalim

4

Executive Officer in Human Capital

Manusia Keterangan: * Efektif tidak menjabat sebagai Komisaris pada tanggal 12 Desember 2012.

Aktivitas Komite Remunerasi dan Nominasi Sepanjang tahun 2012, Komite Remunerasi dan Nominasi telah melakukan pembahasan mengenai hal-hal berikut: a) Fungsi Remunerasi • Mengkaji kompensasi dan benefit tahun 2012. • Mengkaji dan mengevaluasi remunerasi BOC dan BOD tahun 2012. • Mengkaji kebijakan kenaikan gaji dan pemberian bonus kinerja karyawan secara keseluruhan. b) Fungsi nominasi • Mengkaji penunjukan kembali keanggotaan BOD & BOC serta perubahan anggota Komite. • Mengkaji rencana penunjukkan BOD yang akan datang. • Mengkaji penunjukan Ketua Komite Audit yang baru. • Mengkaji penunjukan anggota Komisaris Independen yang baru. • Mengkaji komposisi BOC dan BOD.

*

Notes: Ceased to be a Commissioner effective since December 12, 2012.

Remuneration and Nomination Committee Activities During 2012, the Remuneration and Nomination Committee carried out the following discussions: a) Remuneration Function • Reviewed compensation and benefits for 2012. • Reviewed and evaluated the Board of Commissioners and the Board of Directors remuneration in 2012. • Reviewed policy governing salary increases and overall disbursement of employee performance bonuses. b) Nomination Function • Reviewed the reappointment of members of the Board of Directors and the Board of Commissioners as well as changes to the membership of the Committees. • Reviewed plan to appoint subsequent members of the Board of Directors. • Reviewed the appointment of the new Chairman of the Audit Committee. • Reviewed the appointment of new Independent Commissioners. • Reviewed the composition of the Board of Commissioners and the Board of Directors.

76



DIREKSI

BOARD OF DIRECTORS

Jumlah, Komposisi dan Independensi Direksi • Per tanggal 31 Desember 2012, Direksi Bank OCBC NISP terdiri dari 9 (sembilan) orang dan dipimpin oleh seorang Presiden Direktur. • Anggota Direksi terdiri atas para profesional yang memiliki pengalaman panjang pada industri perbankan dan telah lulus Penilaian Kemampuan dan Kepatutan (Fit and Proper Test). • Pada tahun 2012 susunan Direksi Bank OCBC NISP adalah sebagai berikut:

Number, Composition and Independence of the Board of Directors • As of December 31, 2012 the Board of Directors of Bank OCBC NISP is comprised of 9 (nine) members, and chaired by the President Director. • Members of the Board of Directors are professionals who have extensive experience in banking and have passed the Fit and Proper Test. • In 2012, the composition of Bank OCBC NISP’s Board of Directors is as follows:

Direksi bertanggung jawab dalam pengelolaan dan pengembangan tata kelola perusahaan yang baik di Bank OCBC NISP. Direksi juga menjamin keberlangsungan usaha Bank OCBC NISP untuk jangka panjang, pencapaian tingkat kinerja yang sesuai dengan target usaha, serta pengelolaan prinsip kehati-hatian Bank demi kepentingan para stakeholder secara keseluruhan.

No.

Nama

Jabatan

Name

1.

Presiden Direktur & CEO

Parwati Surjaudaja

2.


Na Wu Beng

Position President Director & CEO Deputy President Director

3.

Direktur

Hardi Juganda*

Managing Director

4.

Direktur


Managing Director

5.

Direktur


Managing Director

6.

Direktur

Louis Sudarmana (Luianto Sudarmana)*

Managing Director

7.

Direktur


Managing Director

8.

Direktur

Emilya Tjahjadi

Managing Director

9.

Direktur

Hartati

Managing Director

10.

Direktur

Thomas Arifin

Managing Director

11.

Direktur

Martin Widjaja **

Managing Director

Keterangan:

* **

The Board of Directors is responsible for managing and developing good corporate governance at Bank OCBC NISP. The Directors also ensures the sustainability of Bank OCBC NISP’s business over the long term, the achievement of performance levels that are in line with established targets, as well as the management of prudent banking principle in the general interest of the shareholders.

Efektif tidak menjabat sebagai Direktur pada tanggal 22 Mei 2012. Efektif menjabat sebagai Direktur pada tanggal 10 September 2012.

Notes:

* Ceased to be a Managing Director effective since May 22, 2012. ** Serving as Managing Director effective since September 12, 2012

Pada tahun 2012, komposisi, kriteria dan independensi Direksi telah sesuai dengan ketentuan Bank Indonesia sebagai berikut: 1. Jumlah anggota Direksi lebih dari 3 (tiga) orang. 2. Seluruh anggota Direksi berdomisili di Indonesia. 3. Semua anggota Direksi telah memiliki pengalaman paling kurang 5 (lima) tahun di bidang operasional sebagai Pejabat Eksekutif Bank. 4. Usulan penggantian dan/atau pengangkatan anggota Direksi oleh Dewan Komisaris kepada RUPS memperhatikan rekomendasi Komite Remunerasi dan Nominasi. 5. Setiap anggota Direksi telah lulus Penilaian Kemampuan dan Kepatutan (Fit and Proper Test).

In 2012, the composition, criteria and independence of the Board of Directors comply with the regulations of Bank Indonesia as follows: 1. The Board of Directors is made up of more than 3 (three) members. 2. All of the Directors are permanent residents in Indonesia. 3. All of the Directors have experience of no less than 5 (five) years in operations serving as Executive Officer in bank(s). 4. Replacement and/or appointment of Directors has been proposed by the Board of Commissioners to the GMS with due consideration to the recommendation provided by the Remuneration and Nomination Committee. 5. Each Director has passed the Fit and Proper Test.

Rincian kualifikasi Direksi disajikan dalam profil singkat Direksi di halaman 482 - 484 pada Laporan Tahunan ini.

Biodata of the Board of Directors are presented on page 482 - 484 of this Annual Report


77


Pengangkatan dan Masa Jabatan Penggantian dan/atau pengangkatan anggota Direksi telah memperhatikan rekomendasi Komite Remunerasi dan Nominasi. Masa jabatan seorang Direktur sesuai Anggaran Dasar Bank adalah efektif sejak tanggal yang ditentukan dalam RUPS dan berakhir pada saat RUPS Tahunan ke-3 (ketiga) setelah tanggal pengangkatan tersebut dan dapat diangkat kembali oleh RUPS.

No

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

Nama

Jabatan

Persetujuan BI

RUPS

Masa Jabatan

Name

Position

BI’s Approval

GMS

Tenure

Parwati Surjaudaja Na Wu Beng Hardi Juganda* Yogadharma Ratnapalasari Rama Pranata Kusumaputra


16 Desember 2008

15 Maret 2011

President Director & CEO

December 16, 2008

March 15, 2011


11 Agustus 2005

22 Mei 2012

Deputy President Director

August 11, 2005

May 22, 2012

Direktur /

15 April 1997

23 Maret 2009

Managing Director

April 15, 1997

March 23, 2009

Direktur

27 Oktober 2003

22 Mei 2012

Managing Director

October 27, 2003

May 22, 2012

Direktur

3 Juli 2006

22 Mei 2012

Managing Director

July 3, 2006

May 22, 2012

Louis Sudarmana

Direktur

3 Juli 2006

23 Maret 2009

(Luianto Sudarmana)*

Managing Director

July 3, 2006

March 23, 2009

Rudy Hamdani

Direktur

30 Juli 2007

24 Maret 2010

(Rudy N. Hamdani)

Managing Director

July 30, 2007

March 24, 2010

Emilya Tjahjadi

Direktur

13 Mei 2011

15 Maret 2011

Managing Director

May 13, 2011

March 15, 2011

Direktur

13 Mei 2011

15 Maret 2011

Managing Director

May 13, 2011

March 15, 2011

Direktur

23 Agustus 2011

30 Juni 2011

Managing Director

August 23, 2011

June 30, 2011

Direktur

10 September 2012

22 Mei 2012

September 10, 2012

May 22, 2012

Hartati Thomas Arifin Martin Widjaja**

Managing Director Keterangan:

* **

Efektif tidak menjabat sebagai Direktur pada tanggal 22 Mei 2012. Efektif menjabat sebagai Direktur pada tanggal 10 September2012.

2011-2014 2012-2015 2009-2012 2012-2015 2012-2015 2009-2012 2010-2013 2011-2014 2011-2014 2011-2014

2012-2015 Notes:

* Ceased to be a Managing Director effective since May 22, 2012. ** Serving as Managing Director effective since September 12, 2012

Tugas dan Tanggung Jawab Direksi Direksi bertanggung jawab dalam pengelolaan Bank, penerapan pembuatan dan pelaksaanan kebijakan dan stategi usaha, pemeliharaan dan pengelolaan aktiva Bank, memastikan tercapainya target dan tujuan usaha, pemeliharaan dan terus menerus mengusahakan efisiensi dan efektivitas operasional termasuk melaksanakan prinsip-prinsip GCG dalam setiap kegiatan usaha Bank pada seluruh tingkatan atau jenjang organisasi.

Duties and Responsibilities of the Board of Directors The Board of Directors is responsible for managing the Bank, applying business strategy and policy formulation and implementation, maintaining and managing assets of the Bank, ensuring achievement of business targets and purposes, maintaining and continually driving operational effectiveness and efficiency, including enforcing GCG practices in all of the Bank’s businesses at all levels and strata of the organization.

Ruang Lingkup Pekerjaan dan Tanggung Jawab Masing-masing Direksi per 31 Desember 2012:

Scope of Duties and Responsibilities of Each Board of Directors Members as of December 31, 2012

Nama

No.

78

Appointment and Term of Office The replacement and/or appointment of Directors takes into consideration recommendations of the Remuneration and Nomination Committee. Pursuant to the Articles of Association, the term of office of a Director is effective on the date resolved in the GMS and expires on the date of the third AGMS following the date of appointment and may be reappointed by the GMS.

Name

Ruang Lingkup Tugas dan Tanggung Jawab / scope of Duties and Responsibility

1.

Parwati Surjaudaja

Presiden Direktur & CEO, Treasury, Internal Audit, Customer Experience President Director & CEO, Treasury, Internal Audit, Customer Experience

2.

Na Wu Beng

Wakil Presiden Direktur dan Business Banking Group Deputy President Director and Business Banking Group

3.

Hardi Juganda *

Direktur Network Group / Network Group Director



Nama

No.

Name

Ruang Lingkup Tugas dan Tanggung Jawab / scope of Duties and Responsibility

4.


Direktur Operation dan IT / Operation and IT Director

5.


Direktur Compliance, Human Capital Group dan Corporate Communications Compliance, Human Capital Group, and Corporate Communications Director

6.

Louis Sudarmana (Luianto Sudarmana) *

Direktur Wholesale Banking / Wholesale Banking Director

7.


Direktur Consumer Banking / Consumer Banking Director

8.

Emilya Tjahjadi

Direktur Enterprise Banking / Enterprise Banking Director

9.

Hartati

Direktur Financial and Planning / Financial and Planning Director

10.

Thomas Arifin

Direktur Risk Management / Risk Management Director

11.

Martin Widjaja**

Direktur Wholesale Banking / Wholesale Banking Director

Keterangan: * Efektif tidak menjabat sebagai Direktur pada tanggal 22 Mei 2012. ** Efektif menjabat sebagai Direktur pada tanggal 10 September2012

Notes: * Ceased to be a Managing Director effective since May 22, 2012. ** Serving as Managing Director effective since September 12, 2012

Pedoman Kerja Direksi Dalam menjalankan tugasnya Direksi telah memiliki Pedoman kerja yang memuat antara lain pengaturan etika kerja, waktu kerja, dan pengaturan rapat.

BOD Working Guidelines In performing its duties, the Board of Directors follows a set of working guidelines, which covers, among others, work ethic, working hour and meeting procedure.

Rapat Direksi Sampai dengan tanggal 31 Desember 2012, telah diselenggarakan 25 (dua puluh lima) kali rapat Direksi, dengan daftar hadir anggota sebagai berikut:

Meeting of the Board of Directors As of December 31, 2012, there were held a total of 25 (twenty five) Board of Directors meetings, with details of attendance as follows:

Nama Name

No.

1.

Parwati Surjaudaja

25

2.

Na Wu Beng

24 20

3.

Hardi Juganda *

4.


25

5.


22

6.

Louis Sudarmana (Luianto Sudarmana)*

9

7.


24

8.

Emilya Tjahjadi

24

9.

Hartati

24

10

Thomas Arifin

22

11.

Martin Widjaja**

10

Keterangan: * Efektif tidak menjabat sebagai Direktur pada tanggal 22 Mei 2012. ** Efektif menjabat sebagai Direktur pada tanggal 10 September2012

Sepanjang tahun 2012, agenda Rapat Direksi, antara lain mencakup pembahasan: • Financial Performance Report

• • • • • • • • • • •

Daftar hadir Rapat

Number Of Attendance

Internal Audit Report Compliance Profile Report Complaint Handling Management Struktur Organisasi Mengkaji dan menyetujui Annual Operational Plan 2013 Persetujuan Laporan Keuangan Pada Tanggal dan untuk Tahun Yang Berakhir 31 Desember 2011 Human Capital issues Rights Issue 2012 Rekap Produk dan/atau Aktivitas Baru RBB 2012 IT Project Risk Appetite Statement & Kebijakan NPAP (New Product Approval Process)

Notes: * Ceased to be a Managing Director effective since May 22, 2012. ** Serving as Managing Director effective since September 12, 2012

During 2012, the Board of Directors meeting agenda, among others covered discussions on: • Financial Performance Report. • Internal Audit Report. • Compliance Profile Report. • Complaint Handling Management • Organisational Structure • Review and approve Annual Operational Plan 2013. • Approval for Financial Statements on and for the year ended December 31, 2012 • Human Capital issues • Rights Issue 2012 • Review New Products and/or Activities RBB 2012 • IT Projects • Risk Appetite Statement & NPAP (New Product Approval Process) policy OCBC NISP Annual Report 2012

79


• • • • •

OCBC NISP Foreclosed Asset Management Sharing Balance Score card (BSC)/Key Performance (KPI) 2012 Sosial Media dan Talent Update Validasi RmB Scoring Model

• • • • •

OCBC NISP Foreclosed Asset Management Sharing Balance Score card (BSC)/Key Performance (KPI) 2012 Sosial Media and Talent Update Validate RmB Scoring Model

Procedures for Board of Directors’ Remuneration The GMS grants authority upon the Board of Commissioners to determine the amount of salary/honorarium and benefits for the Board of Directors based on recommendations of the Remuneration and Nomination Committee.

Prosedur Penetapan dan Besarnya Remunerasi Direksi RUPS memberikan wewenang kepada Dewan Komisaris untuk menetapkan besarnya gaji/honorarium dan tunjangan bagi Direksi berdasarkan rekomendasi dari Komite Remunerasi dan Nominasi.

Prosedur Penetapan Remunerasi Anggota Direksi Remuneration Approval Procedure for Members of Directors Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Dewan Komisaris (sesuai wewenang yang diberikan melalui RUPS) Board of Commissioners (granted authority by GMS) Remunerasi Anggota Direksi Remuneration for Members of the Directors

Jumlah yang diterima dalam 1 Tahun The amount received in 1 (one) year Jenis Remunerasi dan Fasilitas lain

Direksi Board of Directors Orang*) Person

Jumlah (Rp Juta) Amount (in Million Rp)

10

68,222

Remunerasi (gaji, bonus, tunjangan rutin, dan fasilitas lainnya) Fasilitas lain seperti asuransi, kesehatan,dll:

perumahan, transportasi,

a. Yang dapat dimiliki

b. Yang tidak dapat dimiliki Jumlah

0

0

10

1,326

10

69,548

*) 1 orang Direksi tidak menerima remunerasi dan fasilitas lain dari Bank OCBC NISP.


Jumlah Direktur Number of Directors*)

>Rp 2 Miliar


*) 1 orang Direksi tidak menerima remunerasi dan fasilitas lain dari Bank OCBC NISP.

Hubungan keuangan dan hubungan keluarga anggota Direksi dengan anggota Dewan Komisaris, Direksi lainnya dan/atau Pemegang Saham Pengendali Bank. Mayoritas anggota Direksi Bank OCBC NISP yang menjabat, tidak memiliki hubungan keuangan atau hubungan keluarga dengan anggota Dewan Komisaris, Direksi lainnya dan/atau Pemegang Saham Pengendali Bank. Direksi yang memiliki hubungan keluarga dengan anggota Dewan Komisaris adalah Parwati Surjaudaja.


Remuneration (salary, bonus, routine allowances, and other facilities) Other facilities such as housing, transportation, insurance, health, etc: a. That can be obtained

b. That cannot be obtained Total

*) 1 Director does not received remuneration and other facilities from Bank OCBC NISP.


80

Type of Remuneration and Other Facilities

9 1

0

0

Type of Remuneration and other Facilities >Rp 2 Billion

Rp 1 Billion s/d Rp 2 Billion

Rp 500 Million s/d Rp 1 Billion

*) 1 Director does not received remuneration and other facilities from Bank OCBC NISP.

Information on financial and family relationship among Directors, Board of Commissioners and the controlling shareholder of the Bank. Most of the members of the Board of Directors of Bank OCBC NISP have no financial and family relationship with other Board members, Commissioners and/or the controlling shareholders of the Bank. The Bank’s Director who has family relationship with member of the Board of Commissioners is Parwati Surjaudaja.


Kepemilikan saham anggota Direksi yang mencapai 5% (lima perseratus) atau lebih dari modal disetor pada Bank OCBC NISP, Bank lain, Lembaga Keuangan Bukan Bank, dan perusahaan lainnya, yang berkedudukan di dalam maupun di luar negeri. Seluruh Anggota Direksi Bank OCBC NISP tidak memiliki saham yang mencapai 5% atau lebih dari modal disetor pada Bank OCBC NISP, Bank lain, Lembaga Keuangan Bukan Bank, dan perusahaan lainnya yang berkedudukan di dalam maupun di luar negeri.

Information on share ownership by members of the Boards in the amount of and above 5% (five percent) from total paid-in capital in Bank OCBC NISP, other Banks, Nonbank Financial Institution and other companies based in and outside of Indonesia. All members of the Board of Directors of Bank OCBC NISP do not own shares in the amount of and above 5% of total paid-in capital in Bank OCBC NISP, other Banks, Non-bank Financial Institution, and other companies based in and outside of Indonesia.

Pelatihan yang telah diikuti oleh Direksi Untuk menunjang pelaksanaan tugas dan tanggung jawabnya,selama tahun 2012 telah dilakukan pelatihan Direksi sebagai berikut:

Training for the Board of Directors In support of effective performance of duties and responsibilities, the Board of Directors have actively participated in training programs during 2012 as follows:

Nama/Name Parwati Surjaudaja Na Wu Beng Yogadharma Ratnapalasari Rama Pranata Kusumaputra Rudy Hamdani Emilya Tjahjadi Hartati

Thomas Arifin

Martin Widjaja

• • • • • • • • • • • • • • • • • • • • • • •

Judul/Title

Subprime Mortgage Crisis The 7 Habits- Preview Workshop Heavy Equipment Application Subprime Mortgage Crisis The 7 Habits- Preview Subprime Mortgage Crisis The 7 Habits- Preview Subprime Mortgage Crisis The 7 Habits- Preview The 4 Dx - Preview Subprime Mortgage Crisis The 7 Habits- Preview Subprime Mortgage Crisis The 7 Habits- Preview Subprime Mortgage Crisis The 7 Habits- Preview The 4 Dx - Preview Subprime Mortgage Crisis The 7 Habits- Preview The 4 Dx - Preview Workshop Heavy Equipment Application Subprime Mortgage Crisis The 7 Habits- Preview

KOMITE-KOMITE YANG BERTANGGUNG JAWAB KEPADA DIREKSI Dalam menjalankan tugasnya, Direksi dibantu oleh Komite Eksekutif, antara lain: A. Komite Manajemen Risiko B. Komite Manejemen Risiko Kredit C. Komite Manajemen Risiko Pasar D. Komite Aset Liabilities ALCO E. Komite Fraud F. Komite Human Capital G. Komite Pengarah Teknologi Informasi H. Komite Network I. Komite Harga

• • • • • • • • •

The 4 Dx - Preview Unlocked My Potential Power The 4 Dx - Preview Unlocked My Potential Power The Asian Banker Summit 2012 The 4 Dx - Preview Unlocked My Potential Power Unlocked My Potential Power Pembatasan Kepemilikan Saham

• • • • • •

The 4 Dx - Preview Unlocked My Potential Power The 4 Dx - Preview Unlocked My Potential Power Unlocked My Potential Power Update On The New PSAKs 2012

• • • • •

Unlocked My Potential Power Identifying Roguie Trading Risk Management Certification The 4 Dx - Preview Unlocked My Potential Power

COMMITTEES UNDER THE BOARD OF DIRECTORS In the execution of its duties, the Board of Directors are supported by Executive Committees, including: A. Risk Management Committee B. Credit Risk Management Committee C. Market Risk Management Committee D. Assets-Liabilities Committee (ALCO) E. Fraud Committee F. Human Capital Committee G. Information Technology Steering Committee H. Network Committee I. Price Committee


81


A. KOMITE MANAJEMEN RISIKO (KMR) Pertumbuhan Bank memiliki konsekuensi meningkatnya risiko yang dihadapi Bank. Oleh karena itu penguatan pengelolaan risiko harus juga ditingkatkan, melalui kelengkapan organisasi manajemen risiko yang mampu mengelola risiko-risiko tersebut, baik saat ini maupun di masa yang akan datang.

A. RISK MANAGEMENT COMMITTEE An inevitable consequence to the Bank’s growth is increasing risks that it faces. Therefore, risk management functions need to be reinforced by building a risk management organization that can adequately mitigate these risks, for today’s needs as well as those in the future.

Dalam rangka memastikan pengelolaan risiko itu berjalan dengan baik, maka Komite Manajemen Risiko secara rutin dan aktif melaksanakan tugasnya, sehingga dapat mengantisipasi setiap perubahan sebagai akibat dari perkembangan usaha maupun adanya perubahan kondisi eksternal.

To provide assurance that risk management processes have run favourably, the Risk Management Committee regularly and actively performs its duties, so as to anticipate any changes that arise from the growth of the business or a change in the external conditions.

Adapun susunan Komite Manajemen Risiko adalah sebagai berikut:

The composition of the Risk Management Committee is as follows:

Posisi di Bank OCBC NIsP Position in OCBC NIsP

Posisi di Dalam Komite Ketua Wakil Ketua


Chairperson

President Director & CEO

Direktur Manajemen Risiko

Deputy Chairperson

Risk Management Director

Anggota dengan Hak Suara Anggota Tanpa Hak Suara

Position in Commitee

Seluruh Direktur

Member with Voting Right

All Managing Directors

Corporate Credit Risk Division Head

Member without

Commercial Credit Risk Management Division Head

Voting Right

Consumer Credit Risk Management Division Head Asset Recovery Management Division Head Market Risk and Treasury Control Division Head Asset Liquidity Risk Management Division Head Operation Risk Mangement Division Head Enterprise Policy & Portfolio Management Division Head Internal Audit Division Head Sekretaris

Enterprise Policy & Portfolio Management Division Head

Tugas dan Tanggung Jawab Wewenang & tanggung jawab Komite Manajemen Risiko meliputi: a. Memberikan rekomendasi dan mendukung strategi, kebijakan, dan pedoman Manajemen Risiko untuk dapat diterapkan secara menyeluruh pada Bank untuk memperoleh persetujuan dari Dewan Komisaris. b. Mendukung/menyetujui rencana perbaikan dan pengembangan manajemen risiko Bank. c. Mendukung/menyetujui kerangka kerja dan metodologi manajemen risiko Bank. d. Mengevaluasi kemampuan Bank untuk beroperasi pada kondisi di bawah tekanan sehubungan dengan kecukupan modal dan cadangan. e. Menilai dan mengevaluasi kecukupan modal internal Bank untuk menyakinkan tingkat kecukupan modal Bank secara menyeluruh berdasarkan profil risiko yang dimiliki. f. Menetapkan dan/atau memutuskan hal-hal yang berkaitan dengan keputusan bisnis yang diluar prosedur yang normal (irregularities).

82


Secretary

Duties and Responsibility The Risk Management Committee is authorized and responsible for, among others: a. Provide recommendations and support strategies, policies and guidelines in Risk Management to be implemented thoroughly within the Bank to obtain approval from the Board of Commissioners. b. Support/approve improvement and development plans related to Bank’s risk management function. c. Support/approve framework and methodologies for the Bank’s risk management function. d. Evaluate the Bank’s capabilities to operate under conditions of stress with respect to the adequacy of capital and reserves. e.

f.

Assess and evaluate the Bank’s internal capital adequacy to properly ensure that the Bank has adequate total capital on the basis of its existing overall risk profile. Take into consideration issues related to business decisions that are considered irregularities.


g. Memastikan bahwa portofolio risiko Bank masih berada dalam batas tingkat risiko yang telah ditentukan (risk appetite).

g. Provide assurance that the Bank’s risk portfolio remains within its risk appetite. h. Ensuring that there is adequate balance between risk and return using appropriate measurement processes. i. Supervise Enterprise Risk Management implementation using appropriate risk measurement methodologies in the business functions and risk-based performance evaluation. j. Coverage of Committee’s duties also includes the Bank’s Sharia business unit.

Rapat Komite Manajemen Risiko

Risk Management Committee Meeting Risk Management Committee Meeting is held at least 4 (four) times in one year. In 2012, the Risk Management Committee held 4 (four) meetings, with details of attendance as follows:

h. Memastikan adanya keseimbangan yang memadai antara risiko yang diambil dengan pendapatan yang dihasilkan melalui proses pengukuran yang tepat. i. Mengawasi pelaksanaan Enterprise Risk Management melalui metodologi pengukuran risiko yang tepat diseluruh lini usaha serta evaluasi kinerja yang berbasis risiko. j. Ruang lingkup Komite Manajemen Risiko termasuk pula Unit Usaha Syariah.

Rapat Komite Manajemen Risiko dilaksanakan minimal 4 (empat) kali dalam setahun. Selama tahun 2012, Komite Manajemen Risiko telah menyelenggarakan 4 (empat) kali rapat dengan daftar hadir anggota sebagai berikut: No.

Nama Name

Jabatan Position

Daftar hadir Rapat


1.

Parwati Surjaudaja

Presiden Direktur & CEO / President Director& CEO

4

2.

Na Wu Beng

Wakil Presiden Direktur / Deputy President Director

4

3.


Direktur / Managing Director

4

4.

Hardi Juganda


1

5.

Rudy N. Hamdani


3

6.

Louis (Luianto) Sudarmana 1/


2

7

Martin Widjaja 2/


1

1/

8.

Hartati


3

9.

Emilya Tjahjadi


4

10.

Thomas Arifin


3

11.



4

12.

Jeffrey B. Karman

Corporate Credit Risk Management Division Head

4

13.

Andre Sudjono


4

14.

Sandra Sahelangi 3/

Consumer Credit Risk Management Division Head

2

15.

Iwan Dharmawan

Market Risk & Treasury Control Division Head

4

16.

Budi Gunawan

Asset Liability Risk Management Division Head

4

17.

P. Donnaria Silalahi 1/

Operational Risk Management Division Head

2

18.

Linda Marie Christine Adam

Asset Recovery Management Division Head

4

19.

Rudy Dekriadi

Internal Audit Division Head

4

20.

Caecilia Zilvia Suzanna


4

Keterangan: 1/ Efektif menjabat hingga Mei 2012. 2/ Efektif menjabat sejak September 2012. 3/ Efektif menjabat hingga Juli 2012.

Hasil rapat/rekomendasi Komite Manajemen Risiko adalah sebagai berikut: - Menentukan strategi manajemen risiko untuk mengantisipasi setiap perubahan akibat adanya perubahan kondisi internal ataupun eksternal. - Melakukan kaji ulang atas risk appetite statement. - Menetapkan berbagai kebijakan terkait dengan pengelolaan manajemen risiko, seperti: Trade Finance & Service Policy, Counterparty Credit Risk Management Policy, Credit Risk Equivalent Measurement Policy, Operational Risk Mangement Framework, Internal Control Policy, dan Add On Methodology.

Notes: 1/ Served effective until May 2012. 2/Served effective since September 2012. 3/ Served effective until July 2012.

Risk Management Committee Meeting resolutions/ recommendations are as follows: - Determining risk management strategies to anticipate changes due to changes in the internal and external conditions. - Re-evaluate risk appetite statement. - Deciding policies related to risk management implementation, such as: Trade Finance & Service Policy, Counterparty Credit Risk Management Policy, Credit Risk Equivalent Measurement Policy, Operational Risk Mangement Framework, Internal Control Policy, and Add On Methodology.


83


-

Memonitor pengelolaan risiko melalui pembahasan Risk Profile Report, termasuk Risk Profile Unit Usaha Syariah. Memonitor perkembangan pelaksanaan dan persiapan Basel. Melakukan kajian terhadap Specific Provision. Menetapkan rencana pengembangan Data Quality Framework.

-

Monitoring risk management by deliberation on Risk Profile Report, including Risk Profile of the Sharia business. Monitoring the development of implementation and preparation related to Basel Project. Performing review on Specific Provision. Formulating plan for the development of Data Quality Framework.

B. KOMITE MANAJEMEN RISIKO KREDIT (KMRK) Komite Manajemen Risiko Kredit (KMRK) merupakan komite yang dibentuk untuk membantu Direksi dalam merumuskan Kebijakan Perkreditan Bank (KPB), mengawasi pelaksanaannya, memantau perkembangan dan kondisi portofolio perkreditan serta memberi masukan langkah-langkah perbaikan.

B.

Adapun susunan Komite Manajemen Risiko Kredit adalah :

The composition of the Credit Risk Management Committee is as follows:

Posisi di dalam Komite

Ketua Wakil Ketua

CREDIT RISK MANAGEMENT COMMITTEE The Credit Risk Management Committee functions to assist the Board of Directors in formulating the Bank’s Credit Policy, overseeing its implementation, monitoring the development and conditions of the credit portfolio as well as providing recommendations for improvement measures.

Posisi Di Bank OCBC NIsP / Position in OCBC NIsP

Presiden Direktur & CEO / President Director & CEO Direktur Manajemen Risiko


Chairperson Deputy Chairperson


Anggota dengan Hak Suara

Seluruh Direktur / All Managing Directors

Anggota Tanpa Hak Suara

Corporate Credit Risk Management Division Head Commercial Credit Risk Management Division Head

Member with Voting Right Member without Voting Right

Consumer Credit Risk Management Division Head Asset Recovery Management Division Head Enterprise Policy & Portfolio Management Division Head Internal Audit Division Head Operation Services Division Head Sekretaris


Tugas, Kewenangan dan Tanggung Jawab Komite Manajemen Risiko Kredit Lingkup tugas dan kewenangan KMRK Bank OCBC NISP: 1. Memutuskan seluruh kebijakan perkreditan yang berlaku di Bank dengan tetap mengacu pada prinsip kehati-hatian. 2. Mengawasi agar KPB dapat diterapkan dan dilaksanakan secara konsekwen dan konsisten di lingkungan Bank OCBC NISP. 3. Merumuskan pemecahan dan solusi apabila terdapat hambatan atau kendala dalam penerapan KPB. 4. Melakukan kajian berkala terhadap KPB dan memberikan saran atau masukan kepada Direksi apabila diperlukan perubahan/ perbaikan KPB. 5. Memantau dan mengevaluasi: a. Perkembangan dan kualitas portofolio perkreditan secara keseluruhan. b. Kebenaran pelaksanaan kewenangan memutuskan kredit. c. Kebenaran proses pemberian, perkembangan dan kualitas kredit yang diberikan kepada pihak yang terkait dengan Bank dan debitur-debitur besar tertentu. d. Kebenaran pelaksanaan ketentuan Batas Maksimum Pemberian Kredit.

84


Secretary

Duties, Authorities and Responsibilities of the Credit Risk Management Committee The scope of duties and authority of KMRK at BANK OCBC NISP: 1 Decide on overall credit policies applicable at the Bank with due reference to prudential principle. 2 Oversee that the Bank’s Credit Policy can be applied and implemented consistently within Bank OCBC NISP. 3 Seek solutions in the event of difficulties of constraints in implementing the Bank’s Credit Policy. 4 Perform periodic reviews of the Bank’s Credit Policy and provide advice or inputs to the Board of Directors on its amendment/ enhancement, as required. 5 Monitor and evaluate: a. The overall development and quality of the credit portfolio; b. Consistency of the implementation of authority for credit approval; c. Appropriateness of the process for giving credit, as well as development and quality of credit given to related parties and large exposure; d. Consistency Legal Lending Limit of implementation;


e.

Ketaatan terhadap ketentuan perundang-undangan dan peraturan lainnya yang berlaku dalam pelaksanaan pemberian kredit.

e.

Compliance of the Bank’s lending process to prevailing rules and regulations.

Tanggung Jawab KMRK: 1. Menyampaikan laporan tertulis kepada Dewan Komisaris mengenai: a. Hasil pengawasan atas penerapan dan pelaksanaan KPB di lingkungan Bank OCBC NISP minimal 3 (tiga) bulan sekali. b. Hasil pemantauan dan evaluasi mengenai hal-hal yang dimaksud dalam angka 5 (lima) dalam tugas KMRK di atas minimal 3 (tiga) bulan sekali. 2. Memberikan masukan atau saran langkah-langkah perbaikan kepada unit kerja terkait dan tembusan kepada Dewan Komisaris mengenai hal-hal tersebut di atas.

Responsibilities of Committee: 1. Submit written report to the Board of Commissioners on: a. Findings of oversight on application and implementation of the Bank’s Credit Policy within Bank OCBC NISP, at least once in every 3 (three) months. b. Findings of monitoring and evaluation on matters as referred in number 5 of Committee duties above, at least once in every 3 (three) months. 2. Provide inputs or recommendations on improvement measures related to matters specified above to the relevant working units, along with carbon copy to the Board of Commissioners.

Rapat Komite Manajemen Risiko Kredit Rapat Komite Manajemen Risiko Kredit dilaksanakan minimal 4 (empat) kali dalam 1 tahun. Selama tahun 2012, dilaksanakan 4 kali Rapat dengan daftar hadir anggota adalah sebagai berikut:

Credit Risk Management Committee Meeting Credit Risk Management Committee Meeting is held at least 4 (four) times in one year. The Credit Risk Management Committee held 4 (four) meetings in 2012, with details of attendance as follows:

No.

Nama Name

Jabatan Position

Daftar hadir Rapat


1.

Parwati Surjaudaja

Presiden Direktur & CEO / President Director & CEO

4

2.

Na Wu Beng


3

3.

Thomas Arifin


3

4.

Hardi Juganda 1/


1 4

5.

Rudy N. Hamdani


6.

Louis (Luianto) Sudarmana 1/


1

7

Emilya Tjahjadi


3

8.

Martin Widjaja 2/


2

9.



4

10.



4

11.

Hartati


4

12.

Jeffrey B. Karman

Corporate Credit Risk Management Division Head

3

13.

Andre S. Sudjono


3

14.

Sandra Sahelangi 3/

Consumer Credit Risk Management Division Head

2

15.

Linda MC Adam


3

16.

Caecilia Zilvia Suzanna


4

17.

Rudy Dekriadi


4

18.

Andyani Pusparini

Operation Service Division Head

4

Keterangan: 1/ Efektif menjabat hingga Mei 2012. 2/ Efektif menjabat sejak September 2012. 3/ Efektif menjabat hingga Juli 2012.

Hasil rapat/rekomendasi KMRK secara garis besar adalah sebagai berikut: • Memutuskan kebijakan terkait perkreditan, yang merupakan turunan dari Kebijakan Perkreditan Bank, yaitu Corporate & Commercial Credit Policy, Emerging Business Credit Policy dan Consumer Credit Policy. • Melakukan kajian terkait kewenangan persetujuan kredit (credit approval authority).

Notes: 1/ Served effective until May 2012. 2/Serve effective since September 2012. 3/ Served effective until July 2012.

Committee meeting resolutions/recommendations are as follows: • Formulating policies on credit, as a derivative of Bank Credit Policy, specifically Corporate & Commercial Credit Policy, Emerging Business Credit Policy and Consumer Credit Policy. • Review on credit approval authority.


85


•

•

• •

• • • •

Menyetujui LTV Policy untuk Housing Loan & Auto Loan.

Memonitor pengelolaan portofolio kredit (Commercial dan Consumer). Melakukan kajian terhadap Specific Provision. Melakukan re-optimasi terhadap scorecard kartu kredit dan menyetujui re-modelling application scorecard untuk kartu kredit. Melakukan kajian terhadap Consumer Credit Product Program, termasuk analisa terkait property price. Melakukan kajian dan menyetujui hasil validasi terhadap Emerging Business Scoring Model. Melakukan kajian terhadap portofolio credit stress testing (Commercial dan Consumer). Menetapkan rumusan terkait Probability of Default (PD) untuk segmen Emerging Business dan Consumer Banking.

• •

• • • •

Approved LTV Policy for Housing Loan & Auto Loan. Monitoring management of the (Commercial dan Consumer) loan portfolio. Review on Specific Provision. Performed re-optimasi on the scorecard for credit cards and approved re-modelling of application scorecard for credit cards. Review on Consumer Credit Product Program, including analysis related to property price. Review and approved results of validation on the Emerging Business Scoring Model. Review on stress testing for (Commercial dan Consumer) loan portfolio. Determined plan for Probability of Default (PD) for application in Emerging Business dan Consumer Banking.

C. KOMITE MANAJEMEN RISIKO PASAR (KMRP) Sesuai dengan kerangka kerjanya, Komite Manajemen Risiko Pasar (KMRP) adalah komite utama manajemen senior yang menyokong Komite Manajemen Risiko (KMR) dan CEO dalam mengelola eksposur risiko pasar Bank secara menyeluruh. KMRP berfungsi mengawasi eksekusi manajemen risiko pasar Bank, dan memastikan kebijakan dan praktIk KMRP Bank dilakukan dengan tepat, efektif, dan mendukung strategi bisnis Bank.

C.

Susunan Komite Manajemen Risiko Pasar pada 2012 adalah sebagai berikut:

Composition of the Market Risk Management Committee at the end of 2012 is as follows:

Posisi di Dalam Komite Ketua Anggota Anggota Anggota

MARKET RISK MANAGEMENT COMMITTEE ( MRMC ) Based on its framework, the Market Risk Management Committee (MRMC) is the primary senior management committee that supports the Bank’s Risk Management Committee (BRC) and CEO in managing market risk exposure comprehensively. MRMC functions to oversee execution of the Bank’s market risk management, and ensuring the Bank’s market risk management practices and policies are implemented accurately, effectively and supportive of the Bank’s business strategies.

Posisi di Bank OCBC NIsP / Position in Bank OCBC NIsP Direktur Manajemen Risiko

Position in Commitee Chairperson


Direktur Bidang Operasional dan Teknologi Informasi Operation & IT Director

Direktur Financial & Planning

Member Member

Financial & Planning Director Direktur Treasury/Treasurer

Member

Treasury Director/Treasurer

Treasury Trading Division Head

Member

Anggota


Member

Anggota

Asset Liability Management Division Head

Member

Anggota

Treasury Control Head

Member

Anggota

Market Risk Head

Non Anggota

Sharia Business Unit Head

Anggota

Tugas dan Tanggung Jawab Komite: Tanggung jawab KMRP mencakup, namun tidak terbatas pada halhal berikut: a. Memastikan risiko dan hasil Bank konsisten dengan risiko yang dapat diterima i. Menetapkan dan memimpin strategi manajemen risiko pasar Bank agar dapat memungkinkan Bank untuk memenuhi tujuan dan objektif, dengan risiko dan hasil konsisten dengan risiko yang dapat diterima Bank.

86

• •


Member Non Member

Duties and Responsibilities of the Committee: Responsibilities of MRMC cover, but are not limited to, the following: a. Ensuring that the Bank’s risks and return are consistent with the acceptable risk level i Establish and lead the Bank’s market risk management strategies in order to enable the Bank to meet goals and objectives, with risks and return that are consistent with the Bank’s acceptable risk level.


ii.

Memastikan limit-limit dan batasan-batasan risiko pasar sejalan dengan risiko yang dapat diterima Bank. Menyetujui dan secara berkala meninjau standar risiko pasar Bank, membuat rekomendasi yang diperlukan terhadap limit

ii

Ensure market risk limits and boundaries are in line with the Bank’s acceptable risk level. Approve and periodically review the Bank’s market risk standards, make the necessary recommendations to risk limits, boundaries and standards for the Bank. iii Monitor and manage the Bank’s risk profile, the tendency of the market risk portfolio, and risk exposure arising from activities of the Bank’s business risk. iv Review, evaluate, and incorporate the stress test results of the treasury portfolio in comprehensively managing the Bank’s risk.

risiko, batasan-batasan dan standar bank. iii. Memonitor dan mengelola profil risiko Bank, kecenderungan portofolio risiko pasar, dan eksposur risiko yang timbul dari aktivitas risiko bisnis Bank. iv. Meninjau, mengevaluasi, dan menyatukan hasil stress test portofolio treasury dalam mengelola risiko Bank secara keseluruhan. b.

Memastikan praktik-praktik risiko pasar Bank efektif dan tepat untuk tingkatan risiko yang diambil i. Memastikan dan memonitor efektivitas dan pelaksanaan dari seluruh praktek manajemen risiko pasar Bank, sistem risiko, pengukuran risiko, model risiko, dan metodologimetodologi risiko melalui peninjauan berkala dan pengawasan. Memastikan proses manajemen risiko pasar Bank tetap tepat dan mendukung risiko bisnis Bank. ii. Mengembangkan dan merekomendasikan perbaikanperbaikan yang diperlukan dalam manajemen risiko pasar Bank kepada Presiden Direktur dan BRC, beserta strategi tanggap risiko yang timbul karena peninjauan ulang atas profil risiko dan eksposur risiko dari risiko pasar Bank. iii. Memastikan bahwa Bank telah mempraktekkan manajemen risiko pasar yang efektif yang diatur oleh kerangka kerja, kebijakan, dan prosedur risiko pasar yang komprehensif. Mengkaji atau menyetujui semua dokumentasi kebijakan tersebut sesuai dengan regulasi yang berlaku atau sesuai dengan kebijakan Bank tentang wewenang persetujuan. iv. Menjaga dialog dengan komite manajemen risiko lainnya atau manajemen senior yang terkait untuk memungkinkan sharing informasi risiko dan eskalasi masalah-masalah risiko yang mungkin memiliki dampak di jenis risiko yang berbeda.

Rapat Komite Manajemen Risiko Pasar Rapat KMRP dilaksanakan minimal 1 (satu) kali dalam setiap bulan. Selama tahun 2012, KMRP telah menyelenggarakan 12 (dua belas) kali pertemuan rutin dengan daftar hadir anggota sebagai berikut: No.

Nama Name

b.

Ensuring the Bank’s market risk practices are effective and accurate for risk level taken i Ensure and monitor the effectiveness and implementation of all of the Bank’s market risk management practices, risk systems, risk measurement, risk model, and risk methodologies through periodic review and oversight. Ensure the Bank’s market risk management process remains appropriate and supportive of the Bank’s business risks. ii Develop and recommend the necessary improvements in the Bank’s market risk management process to the CEO and BRC, along with risk response strategies based on review of the risk profile and risk exposure of the Bank’s market risk. iii Ensure that the Bank has exercised an effective market risk management process that is governed by market risk framework,policies,and procedures that are comprehensive. Review or approve all policy documentation in accordance with applicable regulations or in accordance with Bank policy on approval authority. iv Maintain dialogue with other risk management committees or relevant senior management that allows sharing of information related to risks and escalation of risk issues that may have an impact on different risk types.

Market Risk Management Committee Meeting MRMC meeting is held at least once in each month. The Committee held 12 (twelve) routine meetings in 2012, with details of attendance as follows:

Jabatan Position

Daftar hadir Rapat


1.

Thomas Arifin


9

2.


Direktur /Managing Managing Director

11

3.

Hartati

Direktur /Managing Managing Director

11

4.

Iwan Dharmawan

Market Risk and Treasury Control Division Head

12 11

5.

Johannes Husin

Treasurer

6.

Ari Priyatna1/


7

Diva Mahdi

Market Risk Head

12

8.

Brigitta Yenny 2/

Treasury Control Head

8

9.

Robby Jiaw

Treasury Trading Division Head

7

2/

3


87


No.

Nama Name

10.

Mellia Tjen 3/

11.

Koko Rahmadi

4/

Jabatan Position Asset Liability Management Division Head

6

Sharia Banking Head

8

Keterangan: 1/ Efektif menjabat hingga Juni 2012. 2/ Efektif menjabat sejak Mei 2012. 3/ Efektif menjabat sejak Juni 2012. 4/ Sebagai Non Member berdasarkan Keputusan Direksi Bank OCBC NISP No. KTPS/DIR/ CLDIV/HK.02.02/056/2012 tertanggal 20 April 2012

Notes 1/ Served effective until June, 2012. 2/ Serve effective since May, 2012. 3/ Serve effective since June, 2012. 4/ As non member appointed by decree of Bank OCBC NISP Board of Directors No.KPTS/ DIR/CLDIV/HK.02.02/056/2012 dated April 20,2012

Hasil rapat/rekomendasi Komite Manajemen Risiko Pasar secara garis besar adalah sebagai berikut: 1. Menentukan strategi Bank sesuai dengan perkembangan kondisi pasar beserta kecenderungannya. 2. Melakukan evaluasi dan mengelola profil risiko pasar. 3. Menetapkan kebijakan terkait manajemen risiko pasar. 4. Memastikan efektivitas praktek manajemen risiko pasar Bank.

Meeting resolutions/recommendations are as follows: 1. Determine the Bank’s strategies in line with development in the market conditions and current trends. 2. Perform evaluation and manage market risk profile. 3. Establish policies related to market risk management. 4. Ensure effectiveness of the Bank’s market risk management practices.

D. KOMITE ASET & LIABILITIES (ALCO) ALCO adalah forum manajemen yang bertanggung jawab menetapkan kebijakan dan strategi pengelolaan Asset &

D. ASSETS & LIABILITIES COMMITTEE (ALCO) ALCO is a management forum responsible to determine policies and strategies in Asset & Liabilities management to serve the objective of managing liquidity risk, structural interest risk and Fund Transfer Pricing (FTP) policy in a dynamic, prudent, and efficient manner in accordance with the Bank’s risk appetite and established limits in order to achieve sustainable maximization of net interest income earned by the Bank.

Liabilities dengan tujuan untuk mengelola risiko likuiditas, risiko suku bunga struktural dan kebijakan Fund Transfer Pricing (FTP) secara dinamis, prudent dan efisien sesuai risk appetite dan batas toleransi yang ditetapkan, sehingga dapat memaksimalkan net interest income Bank OCBC NISP secara berkesinambungan.

Posisi di d alam Komite

Posisi di Bank OCBC NIsP / Position in Bank OCBC NIsP


Ketua


Chairperson

Wakil Ketua


Deputy Chairperson

Anggota dengan Hak Suara

Observer

Seluruh Direksi (kecuali Direktur Compliance) dan Treasurer All Managing Director (except Compliance Director and Treasurer)

Members with Voting Right

Senior Corporate Executive/National Commercial Business Head

Observer

Observer

Senior Corporate Executive/Head of Transaction Banking

Observer

Observer

Liabilities Product & E-Channel Division Head

Observer

Observer


Observer

Observer


Observer

Observer


Observer

Observer


Observer

Tugas dan Tanggung Jawab Lingkup tugas ALCO adalah sebagai berikut: a. Meninjau dan menyetujui kebijakan-kebijakan pengelolaan aset dan kewajiban (ALM) yang digunakan Bank untuk mengawasi, mengelola dan mengontrol risiko struktural di neraca, yang meliputi: • risiko struktural suku bunga, • risiko likuiditas dan pendanaan, dan • kebijakan Fund Transfer Pricing (FTP); termasuk menyetujui setiap perubahan kebijakan yang bersifat prosedural dan operasional.

88

Daftar hadir Rapat



Duties and Responsibilities The scope of duties of ALCO is as follows: a. Review and approve assets and liabilities management (ALM) policies used by the Bank to supervise, manage and control structural risks in the balance sheet, which include: • structural interest rate risk, • liquidity and funding risks, and • Fund Transfer Pricing (FTP) policy; including approving any policy changes that are procedural and operational in nature.


b.

Meninjau proyeksi perkembangan kondisi perekonomian dan mengevaluasi dampaknya terhadap struktur neraca Bank, khususnya profil maturitas arus kas serta sensitivitas resiko suku bunga di neraca, termasuk proyeksi net interest income

b.

Review the current economic conditions projection and evaluate potential impacts on the Bank’s balance sheet structure, particularly the maturity cash flow profile and sensitivity of interest rate risk in the balance sheet, including the projected net interest income and margin. c. Review the use of established risk limits and approve proposed limits to manage risk exposure in the balance sheet. d. Review and make decisions on changes in maturity cash flow profile from assets and liabilities components in relation to managing liquidity based on prudential principle. e. Approve the assumptions and methodologies used in formulating the maturity cash flow profile and interest rate gap profile. f. Review and determine strategies for changes in assets and liabilities structure pertaining to optimalization of interest spread and profitability, including approving hedging strategies. g. Oversee and decide on the Bank’s pricing decisions, i.e. interest rates for funding and prime lending rate. h. Ensure that FTP mechanism used by the Bank is appropriate and can assist business units in meeting budget and market share targets. i. Ensure that Bank’s balance sheet management practices observe prevailing rules and regulations.

dan margin. Meninjau penggunaan dari limit-limit risiko yang telah ditentukan serta menyetujui usulan limit-limit risiko untuk mengelola eksposur resiko di neraca. d. Meninjau dan mengambil keputusan atas perubahan profil maturity arus kas dari komponen aset dan kewajiban dalam rangka pengelolaan likuiditas berdasarkan prinsip kehatihatian. e. Menyetujui asumsi-asumsi dan metodologi-metodologi yang digunakan di dalam profil maturity arus kas dan profil resiko suku bunga dari komponen asset dan kewajiban. f. Meninjau dan menentukan strategi perubahan struktur asset dan kewajiban dalam rangka optimalisasi interest spread dan keuntungan, termasuk menyetujui strategi hedging. g. Mengawasi dan menetapkan pricing suku bunga pendanaan dan prime lending rate Bank. h. Memastikan mekanisme FTP yang digunakan Bank adalah wajar serta dapat membantu unit bisnis dalam memenuhi target anggaran dan pangsa pasar. i. Memastikan pengelolaan neraca Bank dilaksanakan sesuai Undang-undang dan peraturan yang berlaku. c.

ALCO Meeting ALCO meeting is held at least once in each month. In 2012, the Committee held 12 (twelve) routine meetings, with details of attendance as follows:

Rapat Komite ALCO Rapat Komite ALCO dilaksanakan minimal 1 (satu) kali setiap bulan. Selama tahun 2012, Komite ALCO telah menyelenggarakan 12 (dua belas) kali pertemuan rutin dengan daftar hadir anggota sebagai berikut: Nama

No.

Jabatan

Name

Position

Daftar hadir Rapat


1.

Parwati Surjaudaja


12

2.

Na Wu Beng


10

3.



11

4.

Hardi Juganda 1/


2 11

5.

Rudy N. Hamdani


6.

Louis Sudarmana 1/


4

7.

Martin Widjaja 3/


8

8.

Hartati


11

9.

Emilya Tjahjadi


11

10.

Thomas Arifin


10

11.



12

12.

Johannes Husin

Treasurer

11

13.

Andrae Krishnawan

Senior Corporate Executive/National Commercial Business Head

10

14.

Rusli Hidayat 3/

Senior Corporate Executive/ Head of Transaction Banking

6

15.

Habsari Budhi Utami 2/

Senior Corporate Executive/Cash Management Sales Division Head

3

16.

Honggo Karyono

Financial Institution Division Head

5

17.

Iwan Dharmawan


11

18.

Ari Priyatna 2/


3

2/


89


19.

Jabatan

Nama

No.

Name

Mellia Tjen 3/

Daftar Hadir Rapat

Position



7 11

20.

Rudy Dekriadi


21.

Ka Jit 3/

Liabilities Product & E-Channel Division Head

22.

Budi Gunawan


Notes: 1/ Served effective until August 2012 2/ Served effective until September 2012 3/ Serve effective since September 2012

Keterangan: 1/ Efektif menjabat hingga Agustus 2012. 2/ Efektif menjabat hingga September 2012. 3/ Efektif menjabat sejak September 2012.

Hasil Rapat/Rekomendasi Komite ALCO: Menentukan strategi Bank untuk mengoptimalkan risk return profile melalui pengelolaan risiko yang efektif dan prudent dengan mempertimbangkan perkembangan kondisi pasar dan ekonomi, serta menetapkan berbagai kebijakan penting terkait pengelolaan Asset dan Liability Bank. KOMITE FRAUD Sebagai bagian dari penerapan Strategi Anti Fraud, Bank OCBC NISP telah memiliki kerangka kerja, kebijakan dan prosedur penanganan fraud. Salah satu bagian penting

E.

dari implementasi kerangka kerja penanganan fraud adalah dibentuknya Komite Fraud. Posisi di Dalam Komite

ALCO Meeting Resolutions/ Recommendations: Formulating the Bank’s strategies to attain an optimal risk return profile through effective and prudent risk management with due consideration to the development in the market and economic conditions, as well as determining various critical policies related to management of the Bank’s Assets and Liabilities. E.

FRAUD COMMITTEE As part of Anti-Fraud Strategies implementation, Bank OCBC NISP has applied a framework, policies and procedures for handling fraud. An integral component to the implementation of the fraud management framework is the establishment of the Bank’s Fraud Committee.

Posisi di Bank OCBC NISP / Position in Bank OCBC NISP


Ketua


Anggota dan Alternate Ketua

Direktur Manajemen Risiko / Risk Management Director

Anggota

Direktur Human Capital / Human Capital Director

Member

Anggota

Direktur Corporate Legal / Corporate Legal Director

Member

Chairperson Member and Alternate Chairperson

Tugas dan Tanggung Jawab Komite Fraud berperan untuk membantu Presiden Direktur memberikan pertimbangan terhadap laporan yang disampaikan oleh Tim Penanganan Fraud.

Duties and Responsibilities The Bank’s Fraud Committee serves to assist the President Director in providing opinions on reports prepared by the Fraud Handling Team.

Rapat Komite Fraud Dalam tahun 2012, Komite Fraud telah menyelenggarakan dua kali rapat dengan daftar hadir anggota sebagai berikut:

Fraud Committee Meeting The Fraud Committee held 2 (two) meetings in 2012, with details of attendance as follows:

Nama

No.

90

3 12

Jabatan

Name

Position

Daftar Hadir Rapat


1.

Parwati Surjaudaja


2

2.



2

3.

Thomas Arifin


1

4.



1

5.

Rudy Dekriadi (Non Member)


1

6.

Linda Adam (Non Member)


2

7.

Ricko Irwanto (Non Member)

Operational Risk Management Division Head

1

8.

Candra Parsaroan (Non Member)

Business Continuity Management & Quality Assurance, Operational Risk Management Head

1



Hasil rapat Komite Fraud secara garis besar adalah sebagai berikut: - Memutuskan langkah-langkah pelaksanaan dari strategi mitigasi dan penanganan fraud. - Membahas dan memutuskan tindakan yang akan diambil terhadap kasus fraud yang sudah terjadi agar kerugian finansial yang timbul dapat diminimalisir serta menentukan langkah-langkah perbaikan agar kejadian yang serupa dapat dicegah. KOMITE HUMAN CAPITAL Komite Human Capital dibentuk pada bulan Juli 2011 untuk membantu Direksi dalam penentuan strategi Human Capital.

F.

Susunan Komite Human Capital pada akhir 2012 adalah sebagai berikut: Posisi di Dalam Komite Ketua

Fraud Committee Meeting resolutions/ recommendations are as follows: - Determined measures for implementing fraud handling and mitigation strategies. - Discussed and decided planned actions to address existing fraud cases in order to be able to minimize the resulting financial losses and determine remedial and preventive measures.

F.

HUMAN CAPITAL COMMITTEE The Human Capital Committee was established in July 2011 to assist the Board of Directors in determining Human Capital strategies.

The composition of the Human Capital Committee at the end of 2012 is as follows:

Posisi di Bank OCBC NIsP / Position in Bank OCBC NIsP



Chairperson Deputy Chairperson

Wakil Ketua


Anggota

Direktur Human Capital / Human Capital Director

Member

Anggota

Direktur Operation & IT / Operation & IT Director

Member

Tugas dan Tanggung Jawab Tugas dan Tanggung Jawab Komite Human Capital adalah : a. Memastikan keselarasan kebijakan Human Capital dengan strategi dan tujuan perusahaan, termasuk dengan nilainilai perusahaan, kode etik perbankan, serta kebijakan dan peraturan yang dikeluarkan oleh regulator. b. Memutuskan penyempurnaan kebijakan dan sistem manajemen Human Capital, yang meliputi perencanaan Human Capital, rekrutmen, pengembangan, performance management, pengelolaan talent, serta sistem remunerasi yang kompetitif.

Duties and Responsibilities The duties and responsibilities of the Human Capital Committee are: a. Ensuring alignment of Human Capital policies with the corporate strategies and objectives, including corporate values, banking code of ethics, as well as policies and regulations issued by regulators. b. Deciding on enhancement to policies and management system of Human Capital, covering Human Capital planning, recruitment, development, performance management, talent management, as well as competitive remuneration system.

Rapat Komite Human Capital Rapat Komite Human Capital dilaksanakan minimal 4 (empat) kali dalam 1 (satu) tahun. Selama tahun 2012, Komite Human Capital telah mengadakan rapat 7 (tujuh) kali, dengan daftar hadir anggota tetap sebagai berikut:

Human Capital Committee Meeting Human Capital Committee meeting is held at least 4 (four) times in one year. In 2012, the Human Capital Committee held 7 (seven) meetings, with details of attendance as follows:

No.

Nama

Jabatan

Name

Position

Daftar hadir Rapat


1.

Parwati Surjaudaja


7

2.

Na Wu Beng


7

3.

Rama Pratana Kusumaputra


7

4.



6


91


Hasil rapat/rekomendasi Komite Human Capital secara garis besar adalah sebagai berikut: • Penerapan sistem insentif baru untuk best performer di level tertentu • Penyempurnaan sistem dan mekanisme Performance Management • Perubahan mekanisme kenaikan gaji dan pemberian bonus. • Review dan perubahan policy untuk benefit karyawan, seperti Car Ownership Program (COP), benefit kesehatan, perjalanan dinas, beasiswa karyawan. • Penyempurnaan Management Development Program untuk semua segmen bisnis. • Penyempurnaan kebijakan tentang pengembangan instruktur pelatihan internal.

Human Capital Committee Meeting resolutions/ recommendations are as follows: • Implementation of a new incentive system for best performers in certain levels. • Enhancement to Performance Management system and mechanism. • Change to the mechanism for salary increase and bonus formulation/distribution. • Review and adjustment of employee benefit policy, such as COP, health benefits, travel assignments, employee scholarships. • Enhancement to Management Development Program for all business segments. • Enhancement to policy on developing instructor for internal training programs.

G. KOMITE PENGARAH TEKNOLOGI INFORMASI ( TI ) Komite Pengarah Teknologi Informasi berwenang memutuskan dan memantau rencana strategis TI termasuk memantau arah perkembangan TI sesuai dengan rencana strategis TI dan Rencana Bisnis Bank.

G. INFORMATION TECHNOLOGY (IT) STEERING COMMITTEE The Information Technology Steering Committee is authorized to determine and monitor the Bank’s IT strategic plan, including monitoring the direction of IT development in line with the Bank’s IT strategic plan and Business Plan.

Susunan Komite Pengarah Teknologi Informasi pada akhir tahun 2012 adalah sebagai berikut:

The composition of the Information Technology Steering Committee at the end of 2012 is as follows:

No.

Posisi di Dalam Komite

Posisi di Bank OCBC NIsP / Position in Bank OCBC NISP

1.

Ketua


2.

Anggota

Direktur Manajemen Risik0 / Risk Management Director

Member

3.

Anggota


Member

4.

Anggota

Direktur Financial & Planning/ Financial & Planning Director

Member

5.

Anggota

Business Solutions Technology Division Head (Secretary)

Member

Chairperson

Tugas dan Tanggung Jawab Tugas dan Tanggung Jawab Komite: a. Bidang formulasi kebijakan TI: i. Memberikan rekomendasi kepada Direksi mengenai kebijakan dan prosedur utama TI, khususnya terkait aspek pengembangan dan pengadaan sistem TI, aktivitas operasional TI dan jaringan komunikasi, pengamanan informasi, end user computing, aktivitas e-banking, penggunaan pihak penyedia jasa TI, serta kebijakan dan prosedur terkait penerapan manajemen risiko penggunaan TI Bank. ii. Memberikan review dan persetujuan atas rekomendasi

Duties and Responsibilities Duties and Responsibilities of the Committee: a. Formulation of IT policies: i. Provide recommendations to BOD on IT primary procedures and policies, particularly related to development and procurement of IT systems, IT operational activities and communication network, security of end user computing information, e-banking activities, contracting IT services vendors, as well as policies and procedures related to risk management implementation on Bank’s IT application. ii. Review and approve recommendations and IT budget and information security. iii. Implementation and evaluation of IT Governance.

b.

b.

dan Anggaran TI dan keamanan informasi. iii. Penerapan dan evaluasi IT Governance.

92


Bidang penyelarasan strategi TI dan bisnis: i. Memberikan rekomendasi kepada Direksi mengenai rencana strategis TI (Information Technology Strategic Plan) yang sesuai dengan rencana strategis kegiatan usaha Bank, dengan mempertimbangkan faktor efisiensi, efektivitas serta rencana pelaksanaan (road map), sumber daya (resources) yang dibutuhkan, serta cost and benefit yang akan diperoleh saat rencana diterapkan.


Alignment of IT and business strategies: i. Provide recommendations to BOD on Information Technology Strategic Plan which conforms to Bank’s strategic business plan, with due consideration to certain factors such as efficiency, effectiveness as well as road map, required resources, as well as costs and benefits generated upon implementation.


ii.

Melakukan evaluasi dan rekomendasi terhadap kesesuaian proyek-proyek yang disetujui dengan rencana bisnis Bank. iii. Menetapkan status prioritas proyek TI yang bersifat kritikal yang berdampak signifikan terhadap kegiatan operasional Bank. iv. Melakukan evaluasi terhadap kesesuaian TI dengan kebutuhan sistem informasi manajemen yang mendukung pengelolaan kegiatan usaha Bank. c.

Bidang pengelolaan Risiko TI: i. Memberikan rekomendasi kepada Direksi mengenai perumusan kebijakan dan prosedur utama TI, khususnya terkait aspek pengembangan dan pengadaan sistem TI, aktivitas operasional TI dan jaringan komunikasi, pengamanan informasi end user

computing, aktivitas e-banking, penggunaan pihak penyedia jasa TI, serta kebijakan dan prosedur terkait penerapan manajemen risiko penggunaan TI Bank. ii. Memastikan efektivitas langkah-langkah minimalisasi risiko dan investasi Bank pada sektor TI sehingga investasi tersebut dapat memberikan kontribusi terhadap tercapainya bisnis Bank. iii. Memfasilitasi hubungan antar divisi/satuan/unit dalam upaya penyelesaian berbagai masalah terkait TI.

ii.

Perform evaluation and recommendations on consistency of approved projects to Bank’s business plan. iii. Determining priority status of IT projects that are critical in nature and having significant impacts on Bank’s operational activities. iv. Perform evaluation on consistency of IT to the need for a management information system that supports management of Bank’s businesses. c.

Management of IT Risks: i. Provide recommendations to BOD on formulation of IT primary procedures and policies, particularly related to development and procurement of IT systems, IT operational activities and communication network, security of end user computing information, e-banking activities, contracting IT services vendors, as well as policies and procedures related to risk management implementation on Bank’s IT application. ii. Ensure effectiveness of risk mitigation measures and Bank’s IT-related investment, hence these investments provide positive contribution to the Bank’s business achievements. iii. Liaise between divisions/groups/units in efforts to resolve IT-related issues.

d. Bidang pengukuran dan evaluasi kinerja TI: i. Melakukan analisis dan rekomendasi terhadap kesesuaian pelaksanaan proyek-proyek TI dengan rencana proyek yang disepakati (project charter) dalam service level agreement (SLA). ii. Melakukan pemantauan atas kinerja TI dan upaya peningkatannya.

d. Measurement and evaluation of IT performance: i. Perform analysis and recommendations on consistency of IT projects implementation to established project charters defined in the service level agreement (SLA). ii. Perform monitoring on IT performance and efforts for future improvements.

Rapat Komite Pengarah Teknologi Informasi Rapat Komite Pengarah Teknologi Informasi dilaksanakan minimal 2 (dua) kali dalam 1 (satu) tahun.

Information Technology Steering Committee Meetings Meeting of the Information Technology Steering Committee is held at least twice within 1 (one) year.

Selama tahun 2012, Komite Pengarah Teknologi Informasi telah mengadakan rapat 4 (empat) kali, dengan daftar hadir anggota tetap sebagai berikut:

During 2012, the Information Technology Steering Committee held 4 (four) meetings, with details of attendance as follows:

Jabatan

Nama

No.

Name

Position

Daftar hadir Rapat


1.

Parwati Surjaudaja


2.

Thomas Arifin


4 3

3.



4

4.

Hartati


4

5.

David Formula

Business Solutions Technology Division Head

4


93


Hasil rapat/rekomendasi Komite Pengarah Teknologi Informasi secara garis besar adalah sebagai berikut: - Menentukan dan menyetujui anggaran Teknologi Informasi tahun 2012 - Memastikan proyek Teknologi Informasi yang dikembangkan dan disetujui sesuai dengan kebutuhan dari business user sebagaimana terdapat dalam IT Road Map. - Memastikan investasi proyek Teknologi Informasi yang akan dijalankan memberikan hasil optimal.

Meeting resolutions/recommendations of the Information Technology Steering Committee are: - Determining and approval for the Information Technology budget 2012 - Ensure that Information Technology projects developed and approved conform to the needs of business users as outlined in the IT Road Map. - Ensure that Information Technology project investments to be made will generate optimum results.

H. KOMITE NETWORK Untuk mendukung upaya-upaya pengembangan jaringan kantor/network yang optimal dan efektif diperlukan adanya Komite Network.

H. NETWORK COMMITTEE The Network Committee functions to support efforts in developing an optimal and effective branches/network.

Susunan anggota Komite Network Bank OCBC NISP adalah sebagai berikut:

The composition of the Network Committee of Bank OCBC NISP is as follows:

Posisi Di Dalam Komite

94

Posisi Di Bank OCBC NIsP / Position in OCBC NIsP


Ketua


Chairperson

Anggota


Member

Anggota


Member

Anggota


Member

Anggota

Direktur Financial & Planning Director / Financial & Planning Director

Member

Wewenang Wewenang Komite Network Bank OCBC NISP adalah sebagai berikut : • Memutuskan investasi atas jaringan/network yang bersifat strategis; • Memastikan optimalisasi distribusi jaringan/network cabang dan ATM; • Memberi persetujuan atas lokasi untuk kantor dan ATM baru; • Menyusun kebijakan jaringan distribusi agar tercapai tujuan optimalisasi jaringan/network, termasuk di dalamnya menentukan kewenangan batas pembagian wilayah dan struktur organisasi di jaringan/network.

Authority The Network Committee of Bank OCBC NISP has authority as follows: • Decide on strategic investment on network. • Ensure optimalization of the branch and ATM network distribution. • Grant approval on sites for new branches and ATM. • Formulate policies on distribution network in order to achieve an optimal network, including determining authority for establishing area coverage and organizational structure within the network

Wewenang pengeluaran biaya anggota Komite Network ditentukan berdasarkan kewenangan pengeluaran biaya Authority Grid yang berlaku.

Authority on cost disbursement for members of the Network Committee observes provisions as stipulated in the existing Authority Grid.

Rapat Komite Network Dalam melakukan tugas dan tanggung-jawabnya, Komite Network dibantu oleh Sekretaris Komite Network. Sekretaris Komite Network adalah Network Development Function Head.

Network Committee Meeting In discharging duties and responsibilities, the Network Committee is assisted by the Secretary to the Network Committee, who is served by the Bank’s Network Development Function Head.

Rapat Komite Network dilaksanakan minimal 2 (dua) kali dalam 1 (satu) tahun dengan ketentuan apabila tidak terdapat hal-hal yang perlu ditindaklanjuti/diputuskan maka Ketua Komite berwenang tanpa perlu membuktikan kepada pihak ketiga lainnya untuk memutuskan rapat dapat ditiadakan.

The Network Committee meeting is held at least 2 (twice) within 1 (one) year, with the condition that if there are no material issues to be followed up/resolved, then the Chairman of the Committee is authorized, without having to provide proof to other third parties, to resolve dismissal of meeting.



Rapat Komite Network sah jika dihadiri oleh lebih dari setengah jumlah anggota. Jumlah kuorum yang sama berlaku pada saat penggambilan keputusan. Rapat dipimpin oleh Ketua Komite, dalam hal Ketua Komite tidak hadir atau berhalangan, hal mana tidak perlu dibuktikan kepada pihak ketiga lainnya, maka Rapat dipimpin oleh salah seorang anggota Komite yang ditunjuk oleh Ketua Komite.

A Network Committee meeting can be convened if more than one half of its members are present. The same quorum applies for decision-making purposes. The meeting is chaired by the Chairman of the Committee, and in the case of the Chairman’s absence or non-attendance in meeting, without having to provide proof to other third parties, a member of the Committee duly appointed by the Chairman presides over said meeting.

Selama tahun 2012, telah diadakan 3 (tiga) kali rapat, dengan daftar hadir anggota sebagai berikut:

In 2012, the Committee held meetings as much as 3 (three) times, with details of attendance as follows:

Nama

No.

I.

Jabatan

Name

Daftar hadir Rapat

Position


1.

Parwati Surjaudaja


3

2.

Na Wu Beng


3

3.



3

4.

Rudy N. Hamdani


3

5.

Hartati

Direktur Financial & Planning / Financial & Planning Director

3

6.

Jozef Munaba

Network Development Function Head

3

KOMITE HARGA Komite Harga melakukan evaluasi untuk menetapkan harga yang wajar atas pembelian barang dan/atau jasa oleh Unit Kerja di Kantor Pusat. Susunan anggota Komite Harga Bank OCBC NISP terakhir adalah sebagai berikut: Posisi di Dalam Komite

Ketua

I.

Nama /Name

Hartati

PRICE COMMITTEE The Price Committee performs evaluation to establish fair pricing on procurement of goods and/or services by the Working Units at the Head Office. The composition of the Price Committee of Bank OCBC NISP is as follows: Position in Committee

Chairperson

Anggota

Astiah Nurlaili

Anggota

Jozef Munaba*

Member

Anggota

Julina Suciadi

Member

Anggota

Monalisa Williams

Member

Anggota

Susanti Gozali

Member

Keterangan: * Efektif menjabat sebagai Anggota Komite pada tanggal 31 Agustus 2012.

Tugas dan Tanggung Jawab Lingkup tugas dan kewenangan Komite Harga Bank OCBC NISP adalah sebagai berikut: - Memastikan kewajaran harga atas pembelian barang dan/ atau jasa oleh Unit Kerja di Kantor Pusat. - Menerima laporan sampling test terhadap mutu pekerjaan kontraktor di lapangan dan kualitas produksi barang-barang yang dibeli dan dikendalikan Unit Kerja tertentu pada Bank OCBC NISP. - Jika diperlukan, melakukan penelitian/negosiasi harga untuk menetapkan harga yang wajar atas pembelian barang dan/ atau jasa, dengan tetap memperhatikan faktor-faktor lain yang mempengaruhi kondisi barang dan/atau jasa yang dibeli, seperti: kualitas, service, garansi, potongan harga, ketepatan waktu pengiriman dan lain-lain. - Mempertimbangkan dan menentukan harga serta supplier dan/atau vendor atas pengadaan barang dan/ atau jasa yang diajukan. - Penentuan harga serta supplier dan/atau vendor yang dipilih.

Member

Notes: * Served as Committee Member effective since August 31, 2012.

Duties and Responsibilities The scope of duties and authority of the Price Committee of Bank OCBC NISP is as follows: - To ensure fair pricing on procurement of goods and/or services by the Working Units at the Head Office. - To receive sampling test report on the quality of work performed by contractors and the quality of produced goods to be procured and handled by the Working Units at Bank OCBC NISP. - If necessary, to review/negotiate price to determine fair pricing on procurement of goods and/or services, with due consideration to other factors that affect the conditions of the goods and/or services purchased, including: quality, service, warranty, discount, on-time delivery and so on. - To assess and determine price as well as supplier and/ or vendor for proposed procurement of goods and/or services. - To determine price as well as supplier and/or vendor selected.


95


Rapat Komite Harga Selama tahun 2012 menyelenggarakan rapat 6 (enam) kali, dengan daftar hadir anggota adalah sebagai berikut: Nama

No.

Name

Daftar hadir adir Rapat


1.

Hartati

6

2.

Astiah Nurlaili

4

3.

Jozef Munaba*

3

4.

Julina Suciadi

6

5.

Monalisa Williams

6

6.

Susanti Gozali

6

Keterangan: * Efektif menjabat sebagai Anggota Komite pada tanggal 31 Agustus 2012.

Notes: * Served as Committee Member effective since August 31, 2012.

Hasil rapat/rekomendasi Komite Harga: - Menetapkan strategi dan rencana kerja. - Mengevaluasi progress yang dicapai. - Monitoring jatuh tempo kerjasama vendor

Meeting resolutions/recommendations of the Price Committee: - Formulating strategies and work plans. - Monitoring expiry of vendor cooperation/agreements - Evaluating proposals on price and supplier/vendor from the division/working units for procurement of goods and/or services at the Head Office.

PENERAPAN FUNGSI KEPATUHAN

IMPLEMENTATION OF COMPLIANCE FUNCTION

-

Mengevaluasi harga dan supplier/vendor yang diajukan divisi/ unit kerja atas pengadaan barang/jasa di kantor pusat.

Bank OCBC NISP berkomitmen untuk mematuhi peraturan Bank Indonesia ataupun perundangan dan peraturan lainnya yang berlaku dalam melaksanakan aktvitasnya dan terus melanjutkan upaya untuk senantiasa melaksanakan budaya kepatuhan dan memastikan terlaksananya fungsi kepatuhan bank, meliputi tindakan: • Mewujudkan terlaksananya budaya kepatuhan pada semua tingkatan organisasi dan kegiatan usaha Bank. • Mengelola risiko kepatuhan yang dihadapi oleh Bank. • Memastikan agar kebijakan, ketentuan, prosedur serta kegiatan usaha yang dilakukan oleh bank telah sesuai dengan ketentuan Bank Indonesia dan peraturan perundang-undangan yang berlaku. • Memastikan kepatuhan Bank terhadap komitmen yang dibuat oleh bank kepada Bank Indonesia dan/atau otoritas pengawas lain yang berwenang.

96

Price Committee Meeting In 2012, the Price Committee has held a total of 6 (six) meetings, with details of attendance as follows:

Bank OCBC NISP is committed to enforce compliance with Bank Indonesia regulations and other prevailing rules and regulations in conducting business activities and continually promote efforts to implement a compliance culture, including ensuring enforcement of compliance by way of: • Promoting implementation of compliance culture across all organizational levels and bank businesses. • Managing compliance risk faced by the Bank. • Ensuring that policies, provisions, procedures and businesses carried out by the Bank have conformed to all Bank Indonesia and other prevailing regulations. • Ensuring compliance with agreements and commitments made by the Bank with Bank Indonesia and/or other supervisory authorities.

Hal ini telah sesuai dengan Peraturan Bank Indonesia No 13/2/ PBI/2011 tanggal 20 Januari 2011 tentang Pelaksanaan Fungsi Kepatuhan Bank Umum.

The conditions above are in line with Bank Indonesia Regulation No 13/2/PBI/2011 dated January 20, 2011 regarding Implementation of Compliance Function in Commercial Banks.

Peran Dewan Komisaris dan Direksi Dewan Komisaris Bank OCBC NISP melakukan pengawasan aktif atas fungsi kepatuhan melalui berbagai aktivitas antara lain dengan mengevaluasi pelaksanaan fungsi kepatuhan melalui pelaporan triwulan dan semesteran dari Direktur yang membawahi fungsi kepatuhan, rapat Dewan Komisaris, dan rapat Komite Audit. Berdasarkan hasil evaluasi, Dewan Komisaris memberikan saransaran dalam rangka meningkatkan kualitas pelaksanaan Fungsi Kepatuhan Bank di Bank OCBC NISP.

Role of BOC and BOD Bank OCBC NISP’s BOC performs active supervision on compliance function through various activities, among others, by evaluating overall implementation of compliance through quarterly and semester reports prepared by Director in charge of compliance, BOC meetings, and Audit Committee meetings. Based on results of evaluation, BOC provides recommendations for improvements to the quality of compliance function within Bank OCBC NISP.



Direksi Bank OCBC NISP berperan dalam memastikan pelaksanaan Fungsi Kepatuhan Bank tersebut serta menumbuhkan dan mewujudkan terlaksananya Budaya Kepatuhan pada semua tingkatan organisasi dan kegiatan usaha Bank antara lain dengan menyusun kebijakan dan/atau menetapkan keputusan berpedoman kepada ketentuan dan perundangan yang berlaku.

Bank OCBC NISP’s BOD functions to ensure implementation of Bank’s compliance function as well as building and applying Compliance Culture at all levels of the organization and Bank’s businesses, among others by setting policies and/or making decisions based on applicable rules and regulations.

Direktur yang membawahi Fungsi Kepatuhan (Direktur Kepatuhan) dan Satuan Kerja Kepatuhan Bank OCBC NISP telah menunjuk seorang anggota Direksi sebagai Direktur yang membawahi fungsi Kepatuhan, dengan persetujuan Bank Indonesia, untuk mengelola risiko kepatuhan serta memastikan pelaksanaan kepatuhan di lingkungan Bank OCBC NISP sesuai dengan ketentuan BI dan peraturan perundangundangan lainnya yang berlaku. Saat ini Direktur Kepatuhan dijabat oleh Rama Pranata Kusumaputra.

Director in charge of Compliance Function (Compliance Director) and Compliance Division Bank OCBC NISP has, with Bank Indonesia’s approval, appointed a member of the Board of Directors as Compliance Director who is responsible to manage compliance risk as well as to ensure enforcement of compliance within Bank OCBC NISP in accordance with BI regulations and other prevailing rules and regulations. At present, Rama Pranata Kusumaputra serves as Compliance Director.

Direktur Kepatuhan telah memenuhi kriteria independensi dan kriteria lainnya sesuai dengan PBI No 13/2/PBI/2011 tentang Pelaksanaan Fungsi Kepatuhan Bank Umum, antara lain tidak merangkap sebagai Direktur Utama/Wakil Direktur Utama, serta tidak membawahi fungsi bisnis dan operasional, manajemen risiko yang melakukan pengambilan keputusan pada kegiatan usaha Bank, treasury, keuangan dan akuntansi, logistik dan pengadaan

The Bank’s Compliance Director has fulfilled criteria on independency and other criteria as defined in PBI No 13/2/PBI/2011 regarding Implementation of Compliance Function in Commercial Banks, among others: not holding concurrent position as President Director/Deputy President Director, and not in charge of business and operational functions or risk management responsible for making decisions on Bank’s business activities, treasury, finance and accounting, logistics and procurement of goods/services, information technology and internal audit.

Direktur Kepatuhan dalam melaksanakan tugas dan tanggung jawabnya dibantu oleh Divisi Compliance sebagai satuan kerja kepatuhan yang independen terhadap satuan kerja operasional. Kepala Divisi Compliance telah memenuhi persyaratan independensi dan kriteria lain sesuai ketentuan Fungsi Kepatuhan. Kepala Divisi Compliance per tahun 2012 dijabat oleh Angeline Nangoi. Divisi Compliance terbagi atas 2 fungsi yaitu Fungsi Pengelolaan Kepatuhan (Regulatory Compliance) dan Fungsi Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT).

Compliance Director, in functioning, is assisted by Compliance Division as an independent working unit to the operational working unit. The Bank’s Compliance Division Head has fulfilled criteria on independency and other criteria pursuant to provisions for Compliance Function. Angeline Nangoi holds the position of Compliance Division Head in 2012. The Compliance Division is divided into 2 functions, named Regulatory Compliance and Anti Money Laundering and Counter Financing of Terrorism (AML-CFT).

barang/jasa, teknologi informasi dan audit internal.

COMPLIANCE Director

COMPLIANCE DIVISION HEAD

AML - CFT HEAD

REGULATORY COMPLIANCE HEAD Unit Kerja Khusus APU PPT Cabang

AML - CFT OFFICERS

REGULATORY COMPLIANCE OFFICERS


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Pengelolaan Fungsi Kepatuhan Pengelolaan Risiko Kepatuhan difokuskan pada upaya peningkatan budaya kepatuhan pada seluruh kegiatan usaha Bank dan pada setiap jenjang organisasi. Hal ini sejalan dengan penerapan three-

lines of defence yang telah dilakukan dalam rangka mendukung upaya peningkatan kesadaran kepatuhan (Compliance Awareness). Selama tahun 2012, Direktur yang membawahi Fungsi Kepatuhan dibantu oleh Divisi Kepatuhan telah melakukan aktivitas sebagai berikut: • Melanjutkan sosialisasi pentingnya fungsi dan peranan kepatuhan dalam aktivitas Bank yang didasarkan atas prinsip kehati-hatian dan menempatkan fungsi kepatuhan sebagai bagian integral dari aktivitas Bank OCBC NISP guna mendorong terciptanya Budaya Kepatuhan Bank. • Menetapkan langkah-langkah yang diperlukan dalam rangka kepatuhan. Dengan demikian dapat dipastikan bahwa seluruh kebijakan, ketentuan, sistem dan prosedur serta kegiatan usaha yang dilakukan Bank telah sesuai dengan ketentuan Bank Indonesia dan peraturan perundang-undangan yang berlaku, termasuk Prinsip Syariah bagi Unit Usaha Syariah. • Memantau dan menjaga agar kegiatan usaha Bank tidak menyimpang dari ketentuan yang berlaku. Dengan demikian dapat meminimalkan risiko kepatuhan Bank. • Melakukan tindakan pencegahan, bilamana diperlukan, agar kebijakan dan/atau keputusan yang diambil Direksi Bank tidak menyimpang dari ketentuan Bank Indonesia dan peraturan perundang-undangan yang berlaku, termasuk Prinsip Syariah bagi Unit Usaha Syariah. • Memantau dan menjaga kepatuhan Bank terhadap seluruh perjanjian dan komitmen yang dibuat oleh Bank kepada Bank Indonesia dan otoritas pengawas lain yang berwenang. • Mendistribusikan surat masuk dari Bank Indonesia kepada Divisi/Fungsi yang terkait agar dapat ditindak lanjuti. • Membuat ringkasan peraturan, menganalisa dampaknya bagi Bank dan menyelenggarakan sosialisasi peraturan perbankan yang dikeluarkan oleh Bank Indonesia kepada seluruh jajaran Direksi dan Kepala Divisi/Fungsi yang berkepentingan sehingga memudahkan pelaksanaan fungsi kepatuhan. • Bertindak sebagai liaison officer dalam hubungan Bank dengan BI. • Melaksanakan sosialisasi dan training bagi seluruh staff bank mengenai pelaksanaan kebijakan dan prosedur Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APUPPT). Bank OCBC NISP mempunyai kebijakan intern bahwa setiap karyawan baru dalam jangka waktu 3 (tiga) bulan sejak bergabung diwajibkan mengikuti training dasar/primary mengenai APU-PPT dan penyegaran kembali kepada seluruh karyawan dalam jangka waktu 2 (dua) tahun. Kebijakan ini diambil untuk memastikan tanggung jawab dan kesadaran akan pentingnya APU-PPT dan agar tetap dapat mengikuti setiap perkembangan mengenai APU-PPT. • Memantau pelaksanaan tugas UKK (Unit Kerja Khusus). • Memantau pelaporan transaksi keuangan mencurigakan dari cabang dan melaporkannya kepada PPATK (Pusat Pelaporan dan Analisis Transaksi Keuangan) apabila ada.

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Compliance Risk Management Compliance risk management is focused on efforts to promote compliance culture in all of the Bank’s business activities and at all levels of the organization. This is in line with the application of the three-lines of defence mechanism, in order to support efforts for better Compliance Awareness. During 2012, the Compliance Director with assistance of the Compliance Division carried out the following activities: • Continue efforts on socializing the overall importance of compliance within the Bank and its activities in support of prudential banking and focusing compliance function as an integral element of Bank OCBC NISP’s activities in order to promote Bank’s Compliance Culture. • Set measures needed to enforce compliance, thereby ensuring that all policies, systems and procedures as well as business activities carried out by the Bank comply with all Bank Indonesia and other prevailing regulations, including Sharia principles applicable to the Bank’s Sharia business • Monitor and ensure that the Bank’s business activities do not deviate from prevailing regulations, thereby minimizing Bank’s compliance risk. • Take preventive measures, as required, such that BOD policies and/or decisions do not deviate from prevailing Bank Indonesia and other regulations, including Sharia principles applicable to the Bank’s Sharia business. • Monitor and ensure compliance with agreements and commitments made by the Bank with Bank Indonesia and other supervisory authorities. • Distribute incoming correspondence/circulars from Bank Indonesia to relevant Divisions/Functions for follow up. • Preparing summary of regulations, analyzing subsequent impacts to the Bank and carrying out socialization on bank regulations issued by Bank Indonesia to all relevant Directors and Head of Divisions/Functions to facilitate enforcement of compliance. • Serves as liaison officer in its working relationship with BI. • Carry out socialization and training for all bank staff related to application of Anti Money Laundering and Counter Financing of Terrorism (AML-CFT) policies and procedures. Bank OCBC NISP applies internal policy requiring all new employees, within a period of 3 (three)months after joining the Bank, to participate in basic/primary training on AML-CFT and all existing employees must attend follow-up training/program within a period of 2 (two) years. This policy serves to ensure proper responsibility and awareness of AML-CFT and continued active involvement in current developments related to AMLCFT. • Monitoring performance of duties by UKK (the Special Unit). • Monitoring reporting on suspicious transactions from branches and reporting to PPATK (Pusat Pelaporan dan Analisis Transaksi Keuangan) whenever applicable.


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Melakukan evaluasi atas kebijakan APU-PPT dalam rangka peningkatan pelaksanaan program APU-PPT. Melakukan evaluasi atas pelaksanaan ketentuan kehati-hatian yang dilakukan oleh Bank OCBC NISP yang meliputi: - Kecukupan Modal Minimum (CAR). - Batas Maksimum Pemberian Kredit (BMPK) dan Batas Maksimum Pembiayaan (BMP). - Posisi Devisa Netto (PDN). - Giro Wajib Minimum (GWM). - Posisi Non Performing Loan (NPL) dan Non Performing Financing (NPF). - Pemberian kredit untuk pemilikan saham. - Pemberian kredit untuk pengadaan tanah. - Good Corporate Governance. - Kepatuhan terhadap ketentuan/peraturan lainnya

• Perform evaluation on AML-CFT policies in line with improvements in implementation of AML-CFT programs. • Perform evaluation on implementation of prudential banking within Bank OCBC NISP, covering: - Capital Adequacy Ratio (CAR). - Legal Lending Limit (LLL) and Loan to Value (LTV). - Net Open Position (NOP). - Statutory Reserves. - Current levels of Non Performing Loan (NPL) and Non Performing Financing (NPF). - Lending for stock ownership. - Lending for land purchases. - Good Corporate Governance. - Compliance with other rules and regulations.

Sanksi Administratif Selain kegiatan diatas, pemantauan juga dilakukan terhadap sanksi admnistratif yang diberikan oleh otoritas. Pada tahun 2012, tidak terdapat sanksi terkait dengan prinsip kehati-hatian serta penerapan good govermance, namun terdapat sanksi denda terkait dengan pelaporan kepada BAPEPAM maupun Bank Indonesia dengan total Rp 433.818.075,-. Bank telah menindaklanjuti perbaikan laporan, serta action plan mitigasinya antara lain dengan melakukan staff counselling, penyegaran prosedur, serta pengembangan sistem, proses dan kontrol.

Administrative Sanctions In addition to the activities above, the Bank also actively monitors administrative sanctions enforced by authority agencies. In 2012, there were no sanction related to the prudential banking principle nor good governance; although, there were penalties from both BAPEPAM and Bank Indonesia with respect to the reporting, in total amount of Rp 433,818,075. The Bank has resolved these matters by amending reports, as well as preparing action plan to mitigate risks of similar issues in the future, including by staff counselling, refreshing procedures, as well as developing systems, processes and controls.

PENERAPAN PROGRAM ANTI PENCUCIAN UANG DAN PENCEGAHAN PENDANAAN TERORISME (APU-PPT) Bank OCBC NISP secara berkesinambungan terus melakukan pengembangan dan penyempurnaan dalam Penerapan Program APU dan PPT, antara lain meliputi pengembangan kebijakan, penyempurnaan sistem informasi manajemen, penerapan fungsi pemantauan program APU–PPT sampai tingkat kantor cabang, penyelenggaran Training APU-PPT, serta pelaporan ke regulator.

IMPLEMENTATION OF ANTI MONEY LAUNDERING (AML) AND COUNTER FINANCING OF TERRORISM (CFT) Bank OCBC NISP has continually developed and improved its AML-CFT programs. These measures include, among others, policy development, improvements to the management information system, implementation of AML-CFT program monitoring down to the branch level, training on AML-CFT as well as proper reporting to regulators.

Kebijakan dan Prosedur Bank OCBC NISP melakukan penyempurnaan Kebijakan Penerapan Program APU dan PPT mengacu kepada Undang-Undang, Peraturan Bank Indonesia, dan Regulasi lain yang berkaitan dengan Pemberantasan Tindak Pidana Pencucian Uang dan Pencegahan Pendanaan Terorisme. Selain itu, secara aktif unit APU-PPT terlibat baik dalam pembuatan atau penyesuaian kebijakan APU-PPT maupun operasional bank, serta memberikan rekomendasi bagi perbaikan proses dan pengembangan produk untuk mensukseskan program APU-PPT.

Policy and Procedures Bank OCBC NISP improved policy on the implementation of the AML-CFT Programs, consistently aligning with the Law, Bank Indonesia Regulations, and other regulations pertaining to AMLCFT. Also, the AML-CFT unit is actively involved in the formulation or improvement of policies governing AML-CFT and banking operations, as well as providing recommendations for process improvement and new product development to boost the effectiveness of the AML-CFT Programs.

Sistem Informasi Manajemen Penggunan red flag system dalam pemantauan terhadap aktivitas transaksi nasabah sebagai bagian dari proses Customer Due Dilligence, terus disempurnakan secara berkelanjutan. Bank OCBC NISP juga telah menyelesaikan pengembangan sistem GRIPS Pelaporan Transaksi Keuangan Tunai (LTKT) kepada Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK). GRIPS untuk pelaporan LTKT akan diimplementasikan per tanggal 2 Januari 2013.

Management Information System The Bank continued to refine the use of the red flag system in monitoring customer transactions as part of the Customer Due Dilligence process. Bank OCBC NISP has also completed the development of the GRIPS system for Cash Transaction Reports (Pelaporan Transaksi Keuangan Tunai - LTKT) to PPATK (Pusat Pelaporan dan Analisis Transaksi Keuangan) GRIPS for Cash for Transaction Report will be Implemented on January 2, 2013.

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Penerapan Fungsi Pemantauan Program APU – PPT sampai Tingkat Kantor Cabang Pada tahun 2012 pemantauan pelaksanaan Program APU dan PPT pada level kantor cabang dilakukan oleh Unit Kerja Khusus APUPPT Cabang yang merupakan representatif dari Unit Kerja Khusus APU-PPT Kantor Pusat. Unit Kerja Khusus APU-PPT Cabang yang berjumlah 49 orang mempunyai tugas utama antara lain : - Memastikan prosedur dan peraturan lain yang terkait Program APU dan PPT telah dilaksanakan secara efektif di kantor cabang dan kantor cabang pembantu. - Memastikan persetujuan penerimaan atau penolakan permohonan pembukaan rekening nasabah yang terkategori High Risk telah mendapat persetujuan pejabat yang berwenang. - Memantau dan memverifikasi proses pembukaan rekening yang telah dilakukan oleh petugas di kantor cabang dan memastikan validitas dokumen pembukaan rekening telah sesuai atau benar. - Mengkoordinasikan dan memantau proses pengkinian data Nasabah dan memastikan bahwa proses tersebut sejalan dengan yang disampaikan ke Bank Indonesia. - Menerima Laporan Transaksi Keuangan Mencurigakan (LTKM) dari kantor cabang dan melakukan analisa sebelum dilaporkan ke Unit Kerja khusus Penerapan Program APU dan PPT Kantor Pusat. - Memantau dan menganalisa serta merekomendasikan kebutuhan pelatihan APU dan PPT para karyawan yang menjadi tanggung jawabnya kepada Unit Kerja Khusus Penerapan Program APU dan PPT Kantor Pusat.

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Implementation of the AML–CFT Program Down to Branch Levels In 2012, the task to monitor the implementation of AML–CFT Program within Branches is carried out by the Special Unit of AML– CFT at Branch Level, as representative of AML–CFT Head Office. The special unit at Branch Level comprised of 49 people, with duties as set forth below: - Ensure that procedures and other regulations pertaining to the AML–CFT are effectively implemented within the branches and/or sub branches. - Ensure that the approval or rejection process for application of accounts categorized as high risk includes receiving approval of relevant Bank authority. - Monitor and verify account opening process carried out by a branch officer and ensure validity of proper documents for opening an account. - Coordinate and monitor the process of updating customer data and ensure that the process is in accordance with those reported to Bank Indonesia. - Receive Suspicious Transaction Reports from branches and

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perform analysis before subsequent reporting to special unit of AML–CFT Head Office. Monitor and analyse as well as submit recommendations to AML–CFT Head Office on the needs of AML–CFT training for employees at branches.

Sumber Daya Manusia (SDM) dan Pelatihan Melaksanakan sosialisasi dan training bagi seluruh staff Bank mengenai pelaksanaan kebijakan dan prosedur Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT). Bank OCBC NISP mempunyai kebijakan internal bahwa setiap karyawan baru diwajibkan mengikuti training dasar/primary mengenai APU-PPT dan setiap pegawai diwajibkan mengikuti training penyegaran/ awareness mengenai APU-PPT. Kebijakan ini diambil untuk memastikan tanggung jawab dan kesadaran akan pentingnya APU-PPT dan agar tetap dapat mengikuti setiap perkembangan mengenai APU-PPT.

Human Resources (HR) and Training Carry out socialization and training for all Bank’s staff related to application of Anti Money Laundering and Counter Financing of Terrorism (AML-CFT) policies and procedures. Bank OCBC NISP applies internal policy requiring all new employees to participate in basic/primary training on AML-CFT and all existing employees must attend follow-up training/awareness program related to AML-CFT. This policy serves to ensure proper responsibility and awareness of AML-CFT and continued active involvement in current developments related to AML-CFT.

Selain program pelatihan tersebut, peningkatan pengetahuan yang berkesinambungan juga diberikan kepada Front Liner dan operation cabang dalam bentuk Forum Operasional. Hal ini ditujukan untuk meningkatkan awareness dan pemahaman terhadap teknis operasional pelaksanaan program APU - PPT.

In addition, knowledge building on a continuous basis is also applied to Front Liners and branch operation in the form of Operational Forum. This is intended to increase awareness and understanding on the day-to-day operation of applying the Bank’s AML-CFT programs.

Pelaporan Dalam rangka penerapan prinsip Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT), Bank OCBC NISP melakukan pelaporan kepada Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK) untuk Laporan Transaksi Keuangan Tunai (LTKT) dan Laporan Transaksi Keuangan Mencurigakan (LTKM). Selama tahun 2012, jumlah transaksi yang mencurigakan

Reporting In order to apply the principles of the Anti Money Laundering and Counter Financing of Terrorism (AML-CFT), Bank OCBC NISP makes reporting to Indonesia Financial Transaction Reports and Analysis Center (INTRAC) for Cash Transaction Reports (CTR) and Suspicious Transaction Reports (STR). In 2012, there were a total of 35 (thirty five) reports of



yang telah dilaporkan ke PPATK sebanyak 35 (tiga puluh lima) laporan. Sedangkan laporan transaksi tunai yang telah dilaporkan ke PPATK 17.598 laporan.

suspicious transactions submitted to INTRAC, whereas cash transaction reports made to INTRAC were 17,598.

INTERNAL AUDIT

INTERNAL AUDIT

Tugas, tanggung jawab, kewenangan, dan cakupan kerja Divisi Internal Audit diuraikan dalam Piagam Internal Audit yang dievaluasi secara berkala dan disepakati oleh Presiden Direktur dan Dewan Komisaris melalui Komite Audit. Kepala Internal Audit diangkat dan diberhentikan oleh Presiden Direktur dengan persetujuan Dewan Komisaris.

Internal Audit’s authority, responsibility and scope of work are clearly specified within the Internal Audit Charter that is periodically evaluated and approved by the President Director and the Board of Commissioners Through Audite Committee. The Head of the Internal Audit unit is appointed and dismissed by the President Director, subject to approval from the Board of Commissioners.

Tugas utama Internal Audit adalah melakukan penilaian yang independen terhadap kecukupan dan efektivitas sistem pengendalian internal, manajemen risiko dan tata kelola, serta secara selektif turut serta mengevaluasi proses pengembangan sistem-sistem penting serta proyek-proyek khusus yang sedang dilakukan Bank agar kelemahan sistem pengendalian internal dan manajemen risiko yang teridentifikasi dapat segera diperbaiki.

The Internal Audit mainly functions to independently assess the adequacy and effectiveness of the internal control, risk management and governance systems, as well as selectively evaluates the processes for developing vital systems and special projects that the Bank undertakes. Hence, any weaknesses detected in the internal control and risk management systems can be immediately remedied.

Misi dari Internal Audit adalah membantu Bank mencapai tujuan strategisnya melalui penyempurnaan sistem pengendalian internal dan manajemen risiko.

The Internal Audit has mission to assist the Bank in attaining its strategic purposes by making enhancements on the Bank’s internal control and risk management systems.

Fungsi Internal Audit dilaksanakan dengan berpedoman pada Standar Pelaksanaan Fungsi Audit Intern Bank (SPFAIB) yang ditetapkan dalam Peraturan Bank Indonesia No. 1/6/PBI/1999 tanggal 29 September 1999 tentang Penugasan Direktur Kepatuhan (Compliance Director) dan Penerapan Standar Pelaksanaan Fungsi Audit Intern Bank Umum, serta standar praktik profesional internal audit yang ditetapkan oleh Institute of Internal Auditors (IIA), dan ditinjau secara internal setiap tahun dan eksternal setiap 3 (tiga) tahun.

The Bank’s Internal Audit functions under the guidelines of the Standards for the Practice of the Bank Internal Audit Function (SPFAIB), which are specified under Bank Indonesia Regulation No. 1/6/PBI/1999 dated September 29, 1999 regarding the Assignment of a Compliance Director and Application of Standards for Internal Audit Implementation by Commercial Banks, and the Standards for the Professional Practice of Internal Auditing of the Institute of Internal Auditors (IIA); also internally reviewed on an annual basis and complemented by an external review once in every 3 (three) years.

Internal Audit melaksanakan audit dengan menggunakan pendekatan audit berbasis risiko. Aktivitas audit direncanakan dengan mempertimbangkan tingkat risiko yang ada di setiap unit kerja. Tingkat risiko di setiap unit kerja dievaluasi dengan mempertimbangkan risiko yang melekat maupun control

environment yang ada di unit yang bersangkutan, termasuk tingkat risiko yang ada di 8 (delapan) jenis risiko Bank yang ditetapkan oleh Bank Indonesia.

Internal Audit performs audit with a risk-based audit approach. The audit plan takes into consideration the level of risk that exists in every working unit. To evaluate the overall risks in each working unit, Internal Audit considers the inherent risk as well as the control environment within the working unit, including the position of risk level for 8 (eight) categories of bank risks that have been established by Bank Indonesia.

Metode audit yang digunakan oleh Internal Audit senantiasa disempurnakan, disesuaikan dengan dinamika organisasi dan lingkungan eksternal.

The audit method employed by Internal Audit is continually improved in order to be more consistent with the dynamics of the organization and the external environment.

Kepala Divisi Internal Audit adalah Rudy Dekriadi Jacobalis sesuai dengan Surat Keputusan Komisaris No. 012/DEKOM/UA-LS/III/2010 tanggal 31 Maret 2010. Divisi Internal Audit merupakan satuan kerja yang independen terhadap satuan kerja operasional Bank, bertanggung jawab langsung kepada Presiden Direktur, serta memiliki akses langsung kepada Komite Audit yang dibentuk oleh Dewan Komisaris.

Internal Audit Division Head is Rudy Dekriadi Jacobalis in line with BOC Decree No. 012/DEKOM/UA-LS/III/2010 tanggal 31 Maret 2010.The Internal Audit Division is an independent working unit to the Bank’s operational working units, directly responsible to the President Director, and provided direct access to the Audit Committee that is formed by the Board of Commissioners.


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Internal Audit juga melakukan pertemuan dengan Direksi dan Komite Audit secara berkala untuk melaporkan hasil dan temuan audit. Direksi dan Komite Audit memastikan bahwa seluruh temuan audit dan rekomendasi telah ditindaklanjuti secara tepat waktu.

Internal Audit regularly meets with the Audit Committee and Management to report audit results and findings. In turn, the Audit Committee and Management ensure timely follow up of these audit findings and recommendations.

Per 31 Desember 2012, Divisi Internal Audit memiliki pegawai 45 (empat puluh lima) orang (termasuk Kepala Divisi Internal Audit) yang dikelompokan dalam 6 (enam) departemen yang disesuaikan dengan struktur organisasi, profil risiko Bank, dan kebutuhan kerja fungsi internal audit.

As of December 31, 2012, the Internal Audit unit comprised of 45 (fourty five) personnel (including the Head of Internal Audit Division), grouped into 6 (six) departments that conform to the Bank’s organisational structure, risk profile and current needs for an effective internal audit function.

President Director

BOC/ AUDIT COMMITTEE

INTERNAL AUDIT DIVISION HEAD PLANNING, ADMINISTRATION & Q A HEAD

TREASURY & CORPORATE SERVICES AUDIT HEAD

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CREDIT RISK REVIEW HEAD

BRANCH NETWORK AUDIT HEAD

OPERATIONS AUDIT & INVESTIGATION HEAD

INFORMATION TECHNOLOGY AUDIT HEAD

Seiring dengan perkembangan bisnis Bank OCBC NISP yang pesat, menuntut tersedianya Sumber Daya Manusia/Auditor yang handal yang memiliki pengetahuan, keterampilan, dan kompetensi yang dibutuhkan dalam melaksanakan tanggung jawabnya. Untuk memenuhi kebutuhan tersebut, Divisi Internal Audit senantiasa melakukan pengembangan dan pelatihan terhadap auditornya. Selama tahun 2012, Divisi Internal Audit telah melakukan program pendidikan dan pelatihan profesi berkelanjutan, baik internal maupun eksternal, serta program sertifikasi sesuai dengan training road map yang telah dibuat untuk setiap auditor.

Rapid development of Bank OCBC NISP’s business demands constant availability of reliable human resource/Auditors with certain knowledge, skills and competencies needed in carrying out their responsibilities. To fulfill this need, the Internal Audit Division consistently pursues development and training of auditors. During 2012, Internal Audit continually held internal and external professional training and education programs as well as certification programs in accordance with the training road map that have been prepared for each auditor.

Fokus Tahun 2012 Selama tahun 2012, Divisi Internal Audit Bank OCBC NISP telah menyelesaikan 91 (sembilan puluh satu) penugasan, dengan perincian sebagai berikut: 84 (delapan puluh empat)audit terhadap Kantor Pusat dan Kantor Cabang, dan 7 (tujuh) audit investigasi, dengan memfokuskan pada penilaian kecukupan dan efektifitas sistem pengendalian internal, manajemen risiko, dan tata kelola, serta kepatuhan terhadap peraturan yang ada.

Focus in 2012 Throughout 2012, the Internal Audit Division of Bank OCBC NISP completed 91 (ninety one) audit assignments, made up of 84 (eighty four) head office and branch office audits, and 7 (seven) investigative audits, by focusing on assessment of the adequacy and effectiveness of the internal control, risk management and governance systems as well as compliance with prevailing regulations.

Berdasarkan hasil penilaian yang dilakukan selama tahun 2012, Internal Audit berpendapat bahwa secara keseluruhan sistem pengendalian internal dan manajemen risik0 telah memadai dan berjalan dengan efektif. Hasil penilaian ini telah disampaikan oleh Internal Audit kepada Dewan Komisaris melalui Komite Audit.

Based on the assessment results in 2012, Internal Audit found that in overall the Bank’s internal control system and risk management has been sufficient and effective. The assessment result has been submitted by Internal Audit to the Board of Commissioners through the Audit Committee.

Fokus Tahun 2013 Rencana Audit Tahun 2013 telah dikembangkan berdasarkan risk based audit dan pelaksanaan audit akan tetap difokuskan pada penilaian kecukupan dan efektifitas sistem pengendalian internal, manajemen risiko, dan tata kelola, serta kepatuhan terhadap peraturan yang ada.

Focus in 2013 The Audit Plan of 2013 was developed based on a risk-based audit and the audit process will remain focused on assessment of the adequacy and effectiveness of the internal control, risk management and governance systems as well as compliance with prevailing regulations.



Selain itu, guna peningkatkan peran fungsi audit, di tahun 2013 Divisi Internal Audit akan melaksanakan beberapa inisiatif, antara lain membentuk departemen Corporate Function Audit, mengimplementasikan Audit Automation System, dan terus menyempurnakan metodologi audit dengan melakukan evaluasi atas faktor-faktor risiko bagi masing-masing entitas audit.

Furthermore, in 2013 the Internal Audit Division will carry out several initiatives to improve the role of the audit function, among others, forming the Corporate Function Audit department, implementing the Audit Automation System, and continually enhancing audit methodology by performing evaluation on risk factors for each audit entity.

AUDIT EKSTERNAL

EXTERNAL AUDIT

Penunjukkan Auditor Eksternal RUPS Tahunan yang diselenggarakan pada tanggal 22 Mei 2012 telah menyetujui pemberian wewenang kepada Direksi Bank OCBC NISP berdasarkan persetujuan dari Dewan Komisaris atau sekurang-kurangnya 3 (tiga) anggota Dewan Komisaris Bank OCBC NISP yang ditunjuk oleh Dewan Komisaris Bank OCBC NISP, setelah mendapatkan rekomendasi dari Komite Audit untuk mengangkat Akuntan Publik untuk tahun buku 2012 dan menetapkan jumlah honorarium serta persyaratan lainnya bagi Akuntan Publik yang ditunjuk tersebut, guna melakukan audit independen atas Laporan Keuangan Bank OCBC NISP tahun buku 2012.

Appointment of External Auditor The Annual General Meeting of Shareholders held on May 22, 2012 resolved to grant authority to Bank OCBC NISP’s Board of Directors, subject to approval from the Board of Commissioners or no less than 3 (three) members of the Board of Commissioners of the Bank as appointed by the Board of Commissioners and following the recommendations of the Audit Committee, to appoint a Public Accountant for the financial year 2012 and to determine the amount of honorarium and other requirements for such appointment, in order to perform independent audit of Bank OCBC NISP’s Financial Statements for the financial year 2012.

Selanjutnya, Direksi telah menunjuk Kantor Akuntan Publik (KAP) Tanudiredja, Wibisana & Rekan (a member firm of PricewaterhouseCoopers Global Network) yang terdaftar di Bank Indonesia untuk melakukan audit independen atas Laporan Keuangan Bank OCBC NISP tahun 2012.

The Board of Directors subsequently appointed the Public Accountant of Tanudiredja, Wibisana & Partners (a member firm of PricewaterhouseCoopers Global Network) that is duly registered with Bank Indonesia to conduct an independent audit of Bank OCBC NISP’s financial statements for the financial year 2012.

Jumlah Periode Akuntan & Kantor Akuntan Publik (KAP) telah Mengaudit Laporan Keuangan Pada periode 2010 - 2012, Kantor Akuntan Publik yang telah melakukan audit atas laporan keuangan Bank OCBC NISP adalah KAP Tanudiredja, Wibisana & Rekan, dengan akuntan Ibu Lucy Luciana Suhenda, SE, AK, CPA untuk periode 2010 - 2011 dan Bapak Drs. Muhammad Jusuf Wibisana, M.Ec.,CPA untuk periode 2012.

The Number of Periods that the Accountant & Public Accounting Firm has Audited the Company’s Financial Statements For the period of 2010 - 2012, the appointed Public Accounting Firm that performed audit of Bank OCBC NISP’s financial statements is Public Accounting Firm Tanudiredja, Wibisana & Partner with Ms. Lucy Luciana Suhenda, SE, AK CPA as the assigned Accountant for the periods of 2010 - 2011 and Mr. Drs. Muhammad Jusuf Wibisana, M.Ec., CPA for the period of 2012.

Honorarium Auditor Eksternal Total honorarium yang dibayarkan kepada KAP Tanudiredja, Wibisana dan Rekan (a member firm of PricewaterhouseCoopers Global Network) terkait dengan jasa audit atas laporan keuangan tahunan, jasa audit laporan keuangan interim dan jasa non audit selama tahun 2012 adalah Rp 5.402.000.000,- (lima miliar empat ratus dua juta Rupiah).

External Auditor Honorarium Total honorarium paid to Public Accountant Firm of Tanudiredja, Wibisana and Partners (a member firm of PricewaterhouseCoopers Global Network) in regards to its audit of the Bank’s financial statements, interim financial statements and other non-audit services rendered for the year of 2012 is Rp 5,402,000,000.- (five billion four hundred two million Rupiah).

PENERAPAN MANAJEMEN RISIKO TERMASUK SISTEM PENGENDALIAN INTERN

IMPLEMENTATION OF RISK MANAGEMENT INCLUDING INTERNAL CONTROL SYSTEM

Sistem Pengendalian Internal Sistem kendali internal yang dikelola manajemen Bank OCBC NISP selama tahun 2012 mencakup antara lain: • Pengembangan Lingkungan Pengendalian (Control Environment) yang efektif dan mendukung penerapan manajemen risiko.

Internal Control System The internal control system managed by Bank OCBC NISP’s management during 2012 covers the following: • Development of a Control Environment that is effective and supportive of risk management implementation. An effective

Penjelasan lebih rinci atas penerapan Manajemen Risiko disampaikan pada bagian Manajemen Risiko pada halaman 162 209 di Laporan Tahunan ini.

A detailed explanation of the implementation of Risk Management is presented in the Risk Management section on page 162 - 209 in the Annual Report.


103


•

•

•

104

Lingkungan pengendalian yang efektif adalah lingkungan dimana semua karyawan mengerti mengenai tanggung jawab mereka, limit kewenangan mereka, mempunyai pengetahuan yang memadai, dan mengerti serta berkomitmen untuk melakukan aktivitas yang benar dengan cara yang benar. Pengembangan yang dilakukan meliputi penetapan kode etik perusahaan, sosialisasi budaya perusahaan, penerapan manajemen sumber daya manusia, penetapan prinsip three lines of defense dalam mengelola risiko di Bank. Adanya Dewan Komisaris dan Direksi yang berkomitmen dalam mengembangkan, memelihara dan meningkatkan lingkungan pengendalian internal guna terciptanya lingkungan dengan etika kerja dan integritas yang tinggi serta menciptakan suatu kultur organisasi yang mendukung pencapaian sasaran usaha dengan risiko yang terkendali. Penilaian Risiko (Risk Assessment), berupa aktivitas untuk senantiasa melakukan identifikasi, analisa dan menilai risiko yang dihadapi Bank yang terkandung dalam aktivitas pencapaian sasaran usaha yang ditetapkan. Inisiatif yang dikembangkan berupa diterapkannya proses self assessment oleh unit kerja, penerapan Kebijakan New Product Approval

Process sebagai langkah untuk mengidentifikasi dan mengelola risiko-risiko yang ada pada setiap produk atau aktivitas baru yang akan diimplementasikan. Aktivitas Pengendalian (Control Activities), berupa penerapan prinsip-prinisip dan teknik-teknik pengendalian internal yang dituangkan dalam kebijakan, prosedur dan penetapan limit. Pelaksanaan Aktivitas Kontrol mengacu pada jenis risiko yang diidentifikasi, risk appetite serta praktik-praktik yang berkembang dengan tujuan untuk mencapai sasaran usaha Bank dan mengendalikan risiko-risiko yang melekat pada aktivitas Bank. Secara umum hal ini direalisasikan dalam bentuk penerapan four-eyes principle, penetapan limit, pembedaan antara persetujuan, otorisasi, verifikasi, rekonsiliasi atas kinerja operasi, keamanan aset perusahaan dan pemisahan tugas. Keseluruhan kontrol ini merupakan bagian yang melekat (embedded) dalam prosedur operasional sehari-hari atau juga melekat dalam sistem teknologi informasi Bank. Informasi dan Komunikasi (Information and Communication), berupa penyediaan sumber-sumber informasi (internal dan eksternal) yang diperlukan dalam penyelenggaraan pengendalian internal. Informasi yang ada harus relevan, terpercaya, tepat waktu, dapat diakses oleh pihak yang berwenang dan tersedia dalam format yang konsisten. Pengembangan saluran-saluran komunikasi guna memfasilitasi terjadinya komunikasi yang efektif dan tepat waktu untuk menyampaikan strategi dan pencapaian sasaran usaha, risiko-risiko yang dijumpai serta kendala-kendala dalam pelaksanaan pengendalian internal. Hal ini dilakukan antara lain berupa penyampaian informasi periodik perihal pencapaian sasaran bisnis Bank beserta informasi profil risiko Bank. Mengembangkan saluran-saluran distribusi informasi dan sarana komunikasi dengan tetap memperhaitikan prinsipprinsip keamanan informasi. Dengan demikian seluruh sumber daya memiliki perilaku yang terarah dalam mengenali masalah, menentukan sebab, mengatasinya secara efektif dan mengambil tindakan yang bersifat preventif dan korektif yang tepat untuk sebesar-besarnya mencapai sasaran usaha Bank.


control environment is the manner by which all employees understand their respective responsibilities and authority limits, have adequate knowledge, also understand and committed to do the appropriate activities in the correct manners. The Bank developed, among others, formulation of the code of ethics, socialization of the corporate culture, implementation of human resource, management implementation of 3 (three) lines of defence principles in managing risks within the Bank. With full commitment of the Board of Commissioners and Directors to develop, maintain and improve the internal control environment to promote creating an environment with high integrity and work ethics as well as building an organizational culture that is conducive for achievement of business targets at controlled risks. • Risk Assessment, constitutes activities to constantly identify, analyse and assess inherent risks in the Bank’s activities in the efforts to achieve business targets. Initiatives that were developed include implementation of self assessment by working units, application of New Product Approval Process policy as the mechanism to identify and manage inherent risks identified in the Bank’s new products or activities before being implemented/launched.

• Control Activities, constitute the implementation of internal control principles and techniques as defined in policies, procedures and limit setting. Implementation of Control Activities takes reference to types of risks identified, risk appetite as well as current best practices that are designed to achieve the Bank’s business targets and control risks that are inherent in the Bank’s business. In general, this is achieved through the application of the four-eyes principle, determining limit, differentiating between approval, authorization, verification and reconciliation of operational performance, safety/security of the Company’s assets and segregation of duties. All these controls are embedded in the day-to-day operational procedure or embedded in the Bank’s information technology system. • Information and Communication, constitutes providing sources of (internal and external) information required to enforce internal control. Informasi provided must be relevant, reliable, up-dated, accessible by authorized parties, and available in consistent formats. Development of channels needed to facilitate effective and timely communication for disseminating strategies and business targets, risks and constraints, encountered in applying internal control. These objectives are met by, among others, distribution of periodic information on achievement of the Bank’s business targets as well as Bank’s risk profile; and developing information distribution and communication channels that also satisfy concerns on security and safety of information. Therefore, all resources possess behaviors that are directed toward identifying problems, determining causes and resolving them effectively, and taking accurate preventive and corrective actions to optimally attain business targets established by the Bank.


Pemantauan (monitoring) adalah kegiatan penilaian atas adanya dan berfungsinya komponen-komponen manajemen risiko dilaksanakan dengan efektif. Pemantauan dilaksanakan melalui aktivitas pemantauan berkelanjutan, evaluasi terpisah atau kombinasi keduanya, antara lain melalui aktivitas Risk and Control Self Assessment (RCSA), Key Performance Indicator, Key Risk Indicator monitoring, pelaporan kejadian risiko operasional (Risk and Loss Event Data Report), whistleblowing atas kejadian fraud serta proses audit baik oleh auditor internal maupun auditor eksternal. Aktivitas pemantauan tersebut ditujukan untuk memastikan bahwa sistem pengendalian internal telah berlangsung sebagaimana direncanakan dan atas kelemahan yang ditemukan Bank telah melakukan perbaikan, sehingga sistem pengendalian internal semakin baik dari waktu ke waktu

•

•

Monitoring, constitutes assessment activities to ensure the adequacy of as well as effective performance of risk management components. Monitoring is implemented by on-going monitoring activities, independent evaluation or a combination of both, including by Risk and Control Self Assessment (RCSA) activities, Key Performance Indicator, Key Risk Indicator monitoring, Risk and Loss Event Data Report, whistleblowing on fraud incidents and audit by both internal and external auditors. Monitoring by activities is designed to ensure that the internal control system has functioned as planned and ensure that improvements have been made to address any apparent weaknesses of the internal control system, hence bettering the Bank’s internal control system over time.

Berdasarkan hasil penilaian Internal Audit selama 2012 sebagaimana telah dilaporkan juga kepada Dewan Komisaris, secara keseluruhan sistem pengendalian intenal dan manajemen risiko telah memadai dan berjalan efektif.

Based on the risk assessment result conducted by Internal Audit in 2012, which has been submitted to the Board of Commissioner, in overall the Bank’s internal control system and risk management has been sufficient and effective.

PENYEDIAAN DANA TERHADAP PIHAK TERKAIT DAN PENYEDIAAN DANA BESAR

EXPOSURES EXPOSURES

Dewan Komisaris berperan dalam melakukan pengawasan untuk memastikan penyediaan dana pada pihak terkait telah sesuai dengan hukum dan peraturan perundangan yang berlaku.

Furthermore, the Board of Commissioners oversees to ensure that exposures for related parties are made in accordance with the prevailing law and regulation.

Selama tahun 2012, Penyediaan Dana Kepada Pihak Terkait (related party) dan Penyediaan Dana Besar (large exposure), telah dilaksanakan sesuai dengan ketentuan dan perundangundangan yang berlaku, dan tidak terdapat pelampauan dan/atau pelanggaran atas penyediaan dana, baik kepada Pihak Tidak Terkait maupun Pihak Terkait.

Throughout 2012, Exposures of Related Party and Large Exposures were carried out in accordance with applicable rules and regulations, with no incidence of exceeding and/ or breaching ruling on exposure of fund to Third Parties and Related Parties.

Dalam pelaksanaan penyediaan dana pada Pihak Terkait, Bank telah merumuskan suatu kebijakan pengaturan dalam bentuk peraturan dan prosedur tertulis sebagai bagian dari prinsip kehatihatian. Kebijakan tersebut selalu diperbaharui, sehingga dapat sesuai dengan hukum dan peraturan perundangan yang berlaku.

TO

RELATED

PARTY

AND

LARGE

In regards to the exposures to Related Party, the Bank has formulated a policy in the form of written rules and procedures as part of prudent principle. This policy is constantly updated to maintain consistency with prevailing law and regulations.

Jumlah Amount No 1. 2.

Penyediaan Dana

Debitur

Nominal (Jutaan Rupiah)

Debitor

Nominal (In Million Rupiah)

208

361.224

a. Individu

2

211.68

b. Group

23

10.885.233

Kepada Pihak Terkait Kepada Debitur Inti:

RENCANA BISNIS BANK

Exposures Of Funds To Related Party To Prime Debtors:

Penyusunan Rencana Bisnis (RBB) Bank telah dilakukan secara realistis, komprehensif, terukur, memperhatikan prinsip kehati-hatian dan responsif terhadap perubahan internal dan eksternal. Penyusunan RBB OCBC NISP telah mengacu kepada Peraturan Bank Indonesia No. 12/21/PBI/2010 tentang Rencana Bisnis Bank Umum. Rencana Bisnis Bank 2013-2015 telah disampaikan ke Bank Indonesia pada 28 November 2012.

a. Individual b. Group

BANK’S BUSINESS PLAN

The Bank’s Strategic Plan is made in a realistic, comprehensive, measurable manner, taking into consideration the prudential principles and responsiveness to both internal and external changes. Bank OCBC NISP Business Plan was formulated on the basis of Bank Indonesia Regulation No. 12/21/PBI/2010 on Business Plan of Commercial Banks. The Bank’s Business Plan 2013-2015 was submitted to Bank Indonesia on November 28, 2012. OCBC NISP Annual Report 2012

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Realistis : RBB disusun sesuai dengan mempertimbangkan kondisi yang sedang dan akan dihadapi oleh Bank baik faktor internal maupun eksternal yang mempengaruhi bisnis Bank.

Realistic : The Bank’s Business Plan was formulated in consideration of the current and future conditions faced by the Bank in respect to its positioning against competitors.

Penggunaan asumsi-asumsi proyeksi kondisi eksternal dalam penyusunan Business Plan mengacu pada asumsi Bank Indonesia, Pemerintah maupun institusi-institusi terkait lainnya. Selain itu Bank juga melakukan review pencapaian kinerja berdasarkan target internal serta pencapaian kinerja bankbank kompetitor lainnya.

The Business Plan was made using assumptions of projected external conditions that are based on assumptions made/used by Bank Indonesia, the Government, and other related institutions. In addition, the Bank performs review on performance achievement based on internal targets as well as performance achievement of competitor banks.

Komprehensif : Penyusunan Business Plan telah mengacu kepada ketentuan PBI No. 12/21/PBI/2010 tentang Rencana Bisnis Bank Umum. Business Plan telah mencakup: - Ringkasan Eksekutif. - Kebijakan dan Strategi Manajemen. - Penerapan Manajemen Risiko dan Kinerja Bank saat ini - Proyeksi Laporan keuangan.

Comprehensive : The Business Plan was made with reference to BI Regulation No.12/21/PBI/2010 concerning Business Plan of Commercial Banks. The contents of the Business Plan comprise of: - Executive Summary. - Management Policies and Strategy. - Implementation of Risk Management & Bank’s Current Performance.

- - -

Rencana Pengembangan Organisasi dan Sumber Daya Manusia. Rencana Penerbitan dan/atau Pelaksanaan Aktivitas Baru. Rencana Pengembangan dan/atau Perubahan Jaringan Kantor.

Financial Statement projections and ratios. Plan for Organizational development and Human Resources. Plans for development of new activities. Plans for expansion and/or changes to the branch network.

Terukur : Pencapaian Business Plan diukur dengan menggunakan Key Performance Indicator (KPI) baik yang bersifat kuantitatif maupun kualitatif. Pengukuran KPI secara kuantitatif dilakukan melalui ukuran pencapaian realisasi budget/target keuangan sedangkan realisasi pencapaian kualitatif diukur berdasarkan pencapaian atas target waktu, kualitas, dampak terhadap bisnis, dan lain sebagainya.

Measurable : The achieved Business Plan is measured quantitatively and qualitatively on the basis of Key Performance Indicators (KPI). Quantitative measuring of the KPI is carried out on the basis of measuring the level in comparison to the budget/financial target while the qualitative measurement is made on the basis of the targeted date, quality, business impact, and others.

Memperhatikan Prinsip Kehati-hatian : Penetapan target mengacu pada standar kriteria pengukuran Tingkat Kesehatan Bank dan prinsip Prudential Banking.

Attention to Prudent Principle : Determining the target based on the standard criteria for measuring the Bank soundness level and Prudent Banking principle.

Responsif terhadap Perubahan Eksternal dan Internal : Pada periode berjalan, dilakukan review terhadap perkembangan kondisi internal maupun eksternal untuk tetap menjaga asumsi yang digunakan tetap relevan dengan perkembangan yang terjadi serta melakukan tindakan korektif yang diperlukan untuk mengantisipasi setiap perkembangan yang mempengaruhi bisnis Bank.

Responsive towards External and Internal Changes : Developments affecting internal as well as external conditions are reviewed within the period to ensure that the assumptions used remain relevant with developments taking place by adjusting the Bank’s Business Plan.

Internal Fraud

Internal Fraud

Internal fraud adalah suatu pelanggaran secara sengaja atas standar/prosedur dan/atau code of conduct yang dilakukan oleh karyawan dan/atau keluarga karyawan dan/atau kerjasama antara karyawan/keluarga karyawan dengan nasabah atau pihak ketiga lainnya, yang terjadi di lingkungan Bank atau menggunakan sarana Bank dan mengakibatkan kerugian baik langsung/tidak

106

- - - -


Internal fraud is a deviant act (or misconduct) to standards/ procedures and/or code of conduct carried out, with intent, by an employee and/or family of an employee and/or collaboration between employee(s)/family(ies) of employees with a customer or another third party, taking place within the Bank or using Bank’s assets/facilities and resulting in tangible/intangible


langsung, tangible/intangible baik bagi Bank maupun nasabahnya

losses, whether directly or indirectly, for the Bank and customer to improperly obtain direct or indirect gains for the benefit of the perpetrator.

Program penanganan fraud diselenggarakan sebagaimana diatur dalam kerangka kerja, kebijakan dan prosedur penanganan fraud Bank OCBC NISP dan dengan mengembangkan Program Whitsleblowing. Melalui kebijakan dan program ini Bank telah memiliki pedoman dalam mencegah, mendeteksi dan melakukan tindakan korektif atas risiko fraud. Setiap kejadian fraud yang terdeteksi harus dilaporkan oleh unit kerja terkait. Laporan tersebut kemudian akan diinvestigasi dan ditindaklanjuti oleh Tim Penanganan Fraud (TPF). Hasil yang diperoleh dari proses investigasi maupun penanganan kejadian tersebut akan disampaikan secara langsung oleh Ketua Tim Penanganan Fraud kepada Presiden Direktur secara rutin dan berkala.

Fraud-handling program is carried out as outlined in the framework, policies and procedures pertaining to handling fraud within Bank OCBC NISP and with the development of the Whitsleblowing program. These policies and programs serve as guidelines for the Bank to prevent, detect and undertake corrective actions to address fraud risk. Each fraud incident detected must be reported to the relevant units, for subsequent follow-up investigation by the Fraud Handling Team. Results from the investigative review and fraud case handling are reported directly by Head of the Fraud Handling Team to the President Director periodically.

Keputusan yang diambil untuk penanganan setiap kejadian akan terus dimonitor perkembangan penyelesaiannya. Human Capital akan menindaklanjuti keputusan yang ada hubungannya dengan sanksi terhadap karyawan dengan didasarkan pada keputusan yang diambil oleh Tim Penanganan Fraud.

Decisions are made in respect to handling each fraud incident, and progress of follow-up is monitored until completion. With regard to sanctions, Human Capital will carry out imposition of sanctions on

Informasi internal fraud dengan dampak penyimpangan lebih dari Rp 100.000.000,- (seratus juta Rupiah) adalah sebagai berikut :

Information regarding internal fraud, carrying impact in excess of Rp 100,000,000.- (one hundred million Rupiah) is as follows:

untuk meningkatkan keuntungan secara tidak wajar bagi pelaku baik secara langsung maupun tidak langsung.

employees based on decisions made by the Fraud Handling Team.

Jumlah Kasus yang Dilakukan oleh / Total Cases Caused by

Internal Fraud dalam 1 Tahun Internal Fraud Case in 1 year

Total Fraud Total Fraud Case

Dewan Komisaris/Direksi

Pegawai Tetap

Pegawai Tidak Tetap

BOD/BOC

Permanent Employees

Non Permanent Employees

Tahun

Sebelumnya

Tahun Berjalan

Tahun

Tahun Berjalan

Current Year

Sebelumnya

Current Year

Previous Year

-

Telah diselesaikan Resolved

-

Previous Year

7

5

-

4

Tahun

Tahun Berjalan

Sebelumnya

Current Year

Previous Year

-

-

2

-

-

Dalam proses penyelesaian di internal Bank In the process of resolution internally within the Bank

-

-

-

-

-

-

Belum diupayakan penyelesaiannya Resolution have not been carried out

-

-

-

-

-

-

-

3

3

-

-

Telah ditindaklanjuti melalui proses hukum Pursued legal process

Program Whistleblowing Whistleblowing merupakan salah satu sarana yang efektif dalam mendeteksi kejadian fraud dan penyimpangan lainnya. Melalui program ini setiap karyawan didorong dan difasilitasi untuk melaporkan setiap dugaan tindakan fraud, penyimpangan atau pelanggaran yang mereka jumpai.

Whistleblowing Program Whistleblowing is one of the measures to detect fraud and other violations. This system encourages every employee, by facilitating a mechanism, to report alleged acts of fraud, irregularities or violations that they encounter.

Hal yang disediakan melalui program ini mencakup proses pelaporan, investigasi atas kejadian fraud beserta tindakan perbaikannya, proses komunikasi dan program perlindungan bagi whistleblower.

This program encompasses procedures for reporting, investigating the incidence of fraud and corrective actions, communication as well as protection provided to the whistleblower.


107


Progam ini dilaksanakan berlandaskan pada nilai budaya perusahaan yang menyatakan bahwa semua karyawan adalah pribadi yang memiliki integritas dan selalu bertindak profesional, sehingga dengan demikian, Program Whistleblowing ini merupakan bukti nyata dilaksanakannya nilai-nilai budaya perusahaan tersebut.

The program is carried out on the basis of values underlying the corporate culture, which identifies all employees as individuals who possess high integrity and professional conducts. Hence, the Whistleblowing Program is testimony to consistent implementation of the values of the corporate culture.

Nilai tambah yang dicapai oleh Bank melalui penerapan program ini adalah berupa dimilikinya sistem pengendalian internal perusahaan yang dapat mendeteksi kejadian risiko operasional khususnya kejadian fraud secara dini dan memungkinkan perusahaan untuk dapat mengatasi kejadian risiko tersebut secara cepat.

An added value obtained by the Bank through the program’s application is an operational system for internal control that enables the Bank to detect operational risk occurrence, in particular early identification of fraud cases that allows immediate response and mitigation of risk taking place.

Perlindungan bagi Whistleblower Human Capital Business Partner Division adalah pihak yang ditunjuk sebagai penanggung jawab pelaksanaan Whistleblower Protection Program. Human Capital Business Partner Division akan menunjuk Whistleblowing Protection Officer yang bertugas untuk melindungi kepentingan pelapor dan untuk memastikan bahwa pelapor tidak dirugikan setelah menyampaikan laporan.

Protection for the Whistleblower The Human Busines Partner Division is designated as the party responsible for the implementation of the Whistleblower Protection Program. The Human Capital Business Partner Division appoints a Whistleblowing Protection Officer, who is charged with duties to ensure protection for a whistleblower and facilitate his right to invoke the necessary protective measures should a threat be made against him.

Penanganan Pengaduan Internal Audit Division merupakan unit yang bertanggungjawab untuk melaksanakan fungsi investigasi atas setiap laporan yang diterima dari whistleblower. Internal Audit Division Head akan menunjuk Whistleblowing Investigation Officer yang berasal dari lingkungan Internal Audit Division untuk melakukan investigasi. Peran Whistleblowing Investigation Officer adalah untuk menginvestigasi substansi laporan yang bertujuan untuk menentukan apakah terdapat bukti-bukti yang mendukung masalah yang dilaporkan atau menyangkal laporan yang telah disampaikan.

Complaint Handling The Bank delegates to the Internal Audit Division the responsibility for conducting investigations related to whistleblowing. The Internal Audit Division Head will appoint a Whistleblowing Investigations Officer on duty for the investigation. The role of the Whistleblowing Investigation Officer is to examine the validity of the report in order to determine whether there is sufficient evidence to support the reported problem or disprove the reported claim.

Setelah investigasi selesai dilakukan dan jika ditemukan adanya penyimpangan dari hasil pemeriksaan, Internal Audit Division wajib menyampaikan pendapatnya kepada Presiden Direktur/ Division Head/Regional Coordinator untuk segera mengambil langkah-langkah penanganan yang sesuai. Selain itu, Internal Audit Division wajib membuat laporan secara berkala kepada Komite Audit perihal kasus-kasus yang diterima dari pelapor dan tindakan-tindakan penanganan yang telah diambil.

Upon completion of the investigative examination with results for positive indication of breach/violation, the Internal Audit Division is obliged to voice an opinion to the President Director/Division Head/Regional Coordinator on appropriate handling procedures. In addition, the Internal Audit Division provides a compulsory periodic report to the Audit Committee on information related to existing reported cases and progress of corrective measures taken.

PERMASALAHAN HUKUM

COURT CASES

Dari perkara hukum yang dihadapi Bank OCBC NISP selama tahun 2012, tidak terdapat kasus hukum yang apabila diputuskan mengalahkan Bank OCBC NISP akan berdampak negatif bagi kondisi keuangan dan kelanjutan usaha Bank OCBC NISP. Berikut ini adalah data permasalahan hukum per 31 Desember 2012 yang dihadapi oleh Bank OCBC NISP:

108


On the basis of the court cases that Bank OCBC NISP was involved with in 2012, there were no indications of legal cases that, in the event the decision went against Bank OCBC NISP, will have a significant impact on the Bank’s financial condition and business continuity. The following data shows Bank OCBC NISP’s legal issues as at December 31, 2012:


Permasalahan Hukum / Legal Cases Telah selesai (telah mempunyai kekuatan hukum yang tetap)

Perdata / Civil

Pidana / Criminal

1

1

4

7

5

8

Resolved (with firm legal basis) Dalam proses penyelesaian In the process of resolution TOTAL

TRANSAKSI YANG MENGANDUNG BENTURAN KEPENTINGAN Di tahun 2012, tidak terdapat transaksi kepentingan yang dapat merugikan Bank OCBC NISP.

CONFLICT OF INTEREST TRANSACTIONS benturan

During 2012, there were no conflict of interest transactions that may cause potential losses for Bank OCBC NISP.

BUYBACK OBLIGASI DAN BUYBACK SAHAM

BOND AND SHARE BUYBACK

PEMBERIAN DANA UNTUK KEGIATAN SOSIAL DAN KEGIATAN POLITIK

ALLOCATION OF FUNDS FOR SOCIAL AND POLITICAL ACTIvITIES

Untuk tahun buku 2012, Bank OCBC NISP mengalokasikan dana untuk kegiatan Corporate Social Responsibility (CSR) sejumlah Rp. 6.769.065.716,- (enam miliar tujuh ratus enam puluh sembilan juta enam puluh lima ribu tujuh ratus enam belas Rupiah) untuk dukungan dalam bidang pendidikan, lingkungan hidup dan sosial lainnya. Informasi kegiatan CSR Bank OCBC NISP disajikan pada halaman 144 -161 pada Laporan Tahunan ini.

For Financial Year 2012, Bank OCBC NISP allocated funds for Corporate Social Responsibility (CSR) activities amounting to Rp 6,769,065,716.- (six billion seven hundred sixty nine million sixty five thousand seven hundred sixteen Rupiah) to provide support in the education, environment preservation and other social aspects. Information concerning Bank OCBC NISP’s CSR activities is shown on page 144-161 of this Annual Report.

INFORMASI LAINNYA

OTHER INFORMATION

Rasio Gaji Tertinggi dan Terendah Total Gaji adalah imbalan dalam bentuk uang yang diberikan Bank kepada karyawan berdasarkan perjanjian kerja, kesepakatan atau peraturan perundang-undangan, termasuk tunjangan bagi karyawan dan keluarganya. Berikut ini adalah merupakan figur rasio gaji tertinggi dan terendah total di Bank OCBC NISP tahun 2012:

Ratio of Highest and Lowest Salaries Salaries are benefits in the form of money given by the Bank to its employees on the basis of their work contracts, agreement or regulations, inclusive of allowances accorded to employees and their dependents. The following details the ratio of the highest and lowest salaries within Bank OCBC NISP for 2012:

Selama tahun 2012, Bank OCBC NISP tidak melakukan transaksi Buyback Saham dan Buyback Obligasi.

Bank OCBC NISP tidak pernah terlibat dalam kegiatan politik dan tidak pula memberikan bantuan untuk kegiatan politik. Sebaliknya, sejalan dengan visi dan misi untuk menjadi Bank yang diakui kepeduliannya, Bank OCBC NISP secara konsisten terus berupaya memberikan kontribusi optimal pada kegiatan sosial dalam penerapan tanggung jawab sosial perusahaan.

Bank OCBC NISP did not carry out any share or bond buyback throughout 2012.

Bank OCBC NISP has never been involved in political activities and has never provided support for political activities. On the other hand, in accordance with its vision and mission to be recognized as a Bank that is known for being caring, Bank OCBC NISP consistently contributes to social activities in line with the Company’s Social Responsibility policy.

Rasio Gaji Tertinggi dan Terendah Ratio of Highest and Lowest Salaries Gaji Pegawai / Employee Salaries Gaji Direksi / Directors Salaries

Gaji Komisaris / Commissioners Salaries

Rasio Gaji Direktur Tertinggi dan Gaji Karyawan Tertinggi

112.5 1.81

3.96 1.71

Ratio of the Highest Director’s salary and the highest employee’s salary


109


110

Opsi Saham Bank OCBC NISP tidak memberikan opsi saham baik kepada Komisaris, Direksi maupun kepada karyawan.

Stock Option Bank OCBC NISP has no outstanding stock option program for Commissioners, Directors, or employees.

Informasi Orang Dalam Bank OCBC NISP melarang Komisaris, Direksi dan seluruh karyawan menggunakan ‘informasi orang dalam’ untuk melakukan perdagangan saham Bank OCBC NISP demi keuntungan pribadi maupun pihak lain. Semua informasi disampaikan secara adil kepada seluruh pemegang saham. Untuk menghindari benturan kepentingan, seluruh karyawan Bank OCBC NISP harus tunduk pada Panduan Perilaku Karyawan dan Pedoman Kebijakan Perusahaan.

Insider Information Bank OCBC NISP restricts its Commissioners, Directors, and all of its employees to use ‘insider information’ to transact Bank OCBC NISP’s shares so as to benefit either personally or for others. All information is presented fairly to all shareholders. To prevent conflict of interest, all of Bank OCBC NISP’s employees must adhere to the Employee’s Code of Conduct and Corporate Policy.

Hak-Hak Para Pemegang Saham Para pemegang saham Bank OCBC NISP memiliki hak sebagai berikut: 1. Berhak menghadiri Rapat Umum Pemegang Saham (RUPS) melalui undangan yang disampaikan di surat kabar maupun undangan khusus yang dikirimkan kepada seluruh pemegang saham. 2. Memberikan suara dalam RUPS sesuai dengan ketentuan yang berlaku. 3. Memperoleh informasi penting mengenai Bank OCBC NISP secara berkala yang memungkinkan para pemegang saham membuat keputusan terkait dengan investasinya di Bank OCBC NISP. 4. Memperoleh keuntungan sesuai dengan proporsi kepemilikan saham, baik berupa dividen atau keuntungan dari semakin meningkatnya nilai pasar saham Bank.

Shareholder Rights Bank OCBC NISP’s Shareholders possess the following rights: 1. The right to attend the General Meeting of Shareholders through an invitation that is conveyed through the newspaper or a special invitation that is sent to all of the shareholders. 2. Provide their vote at the General Meeting of Shareholders in

accordance with the prevailing regulations. 3. Obtain vital information regarding Bank OCBC NISP regularly, which allows the shareholders to make decisions pertaining to their investment in Bank OCBC NISP. 4. Obtain profits in accordance with the amount of shares owned, either in the form of dividends or gains that arise from the rising value of the Bank shares.

Hak-hak tersebut diatur dalam Anggaran Dasar dan Code of Conduct Bank OCBC NISP sebagai langkah untuk melindungi dan memfasilitasi terpenuhinya hak-hak para pemegang saham Bank OCBC NISP.

These rights are prescribed within Bank OCBC NISP’s Articles of Association and Code of Conduct as a measure to protect and fulfill the rights of Bank OCBC NISP’s shareholders.

Perlakuan Setara Kepada Para Pemegang Saham Bank OCBC NISP senantiasa memberikan perlakuan yang setara kepada seluruh pemegang saham, baik pemegang saham mayoritas maupun minoritas. Seluruh pemegang saham memiliki kesempatan dan waktu yang sama dalam memperoleh informasi penting dari Bank OCBC NISP.

Equal Treatment for Shareholders Bank OCBC NISP constantly strives to provide equal treatment to all of its shareholders, whether they are majority or minority shareholders. All of the shareholders have the same opportunity and time to obtain vital information from Bank OCBC NISP.

Bank OCBC NISP memastikan bahwa: 1. Informasi penting disampaikan secara bersamaan dan seragam kepada seluruh pemegang saham. 2. Seluruh transaksi saham yang dilakukan para Komisaris, Direksi, dan para pemegang saham dengan jumlah kepemilikan Bank di atas 5% (lima persen) segera dilaporkan kepada Bapepam-LK. 3. Larangan perdagangan oleh orang dalam (insider trading) dan informasi sensitif yang dapat mempengaruhi harga saham ditangani dengan sangat hati-hati dan bertanggung jawab.

Bank OCBC NISP assures that: 1. Important information is submitted both simultaneously and uniformly to all of its shareholders. 2. All of the share transactions that are carried out by the Commissioners, the Directors, and shareholders whose ownership exceed 5% (five percent) are immediately reported to Bapepam-LK. 3. Restrictions on insider trading and the dissemination of sensitive information that may affect the share’s price are prudently and responsibly addressed.



SEKRETARIS PERUSAHAAN

CORPORATE SECRETARY

Sekretaris Perusahaan juga merupakan penghubung antara Bank dan otoritas pasar modal, pemegang saham, investor dan kalangan publik, termasuk media massa. Aktivitas sehari-hari fungsi Sekretaris Perusahaan sehubungan dengan peran Bank OCBC NISP sebagai perusahaan publik dijalankan dengan berkoordinasi dengan Divisi Corporate Communication dan Corporate

The Corporate Secretary is also the liaison between the Bank and the capital market authorities, shareholders, investors and the general public, including mass media. The day-to-day duties of the Corporate Secretary with respect to the Bank’s status as a public company are executed by active coordination with the Corporate Communication Division and Corporate Development Function.

Sebagai bentuk dari implementasi keterbukaan informasi kepada publik Bank OCBC NISP secara rutin melakukan komunikasi dengan Bapepam-LK, Bursa Efek Indonesia dan menerbitkan informasi perusahaan (corporate information) di surat kabar.

In line with its commitment towards public information disclosure, Bank OCBC NISP regularly communicates with Bapepam-LK, the Indonesia Stock Exchange, and issues corporate information through the newspapers.

Sepanjang tahun 2012, Bank OCBC NISP telah menerbitkan dan melaporkan 11 kali informasi perusahaan dengan perincian sebagai berikut:

During 2012, Bank OCBC NISP has issued and reported corporate information 11 times, as detailed below:

Sekretaris Perusahaan Bank OCBC NISP adalah Uliya Ariani., sesuai dengan Surat Keputusan Direksi Bank OCBC NISP No. KPTS/ Dir/HCM/HK.02.02/086/2009 tentang Pengangkatan Sebagai Corporate Secretary tanggal 01 April 2009. Sekretaris Perusahaan menghadiri dan mengkoordinasikan pencatatan pertemuan antara Dewan Komisaris dan Direksi, dan memastikan bahwa prosedur Dewan Komisaris dan Direksi serta semua regulasi yang dapat diterapkan dalam tata kelola sudah sesuai dengan peraturan yang berlaku. Selain itu, Sekretaris Perusahaan melakukan tugastugas sekretariat untuk Dewan Komisaris dan Direksi dalam berkomunikasi dengan para stakeholder.

Development Function

The position of Corporate Secretary at Bank OCBC NISP is currently held by Uliya Ariyani in line with Decree of BOD of Bank OCBC NISP No. KPTS/Dir/HCM/HK.02.02/086/2009 on the appointment of Corporate Secretary dated 01 April 2009. The Corporate Secretary attends and coordinates documentation of minutes of all meetings of the BOC and BOD, and ensures that Board procedures and all applicable regulations on governance are complied with. In addition, the Corporate Secretary undertakes secretariat duties for the Boards and assists Board members in communicating with the stakeholders.

No

Tanggal/Date

Jenis Laporan

1

11 Januari January 11

2

9 Februari February 9

Pengumuman pemberitahuan hasil rating PT Bank OCBC NISP Tbk dari PT Pemeringkat Efek Indonesia (PEFINDO) di surat kabar Bisnis Indonesia.

Announcement of Results of PT Bank OCBC NISP Tbk’s Rating from PT Pemeringkat Efek Indonesia (PEFINDO) in Bisnis Indonesia.

3

2 April April 2

Pengumuman Pemberitahuan Rapat Umum Pemegang Saham Tahunan PT Bank OCBC NISP Tbk di surat kabar Bisnis Indonesia dan Kontan.

Publication of PT Bank OCBC NISP Tbk’s Financial Statements for the periods of 31 December 2011 and 2010 (Audited) in Bisnis Indonesia and Kontan.

4

27 April April 27

Pengumuman Laporan Keuangan PT Bank OCBC NISP Tbk periode 31 Maret 2012 dan 2011 (Unadited) di surat kabar Bisnis Indonesia.

Publication of PT Bank OCBC NISP Tbk’s Financial Statements for the periods of 31 March 2012 and 2011 (Unadited) in Bisnis Indonesia.

5

7 Mei May 7

Pengumuman Panggilan Rapat Umum Pemegang Saham Tahunan PT Bank OCBC NISP Tbk di surat kabar Bisnis Indonesia dan Kontan.

Announcement of Notice of Invitation to PT Bank OCBC NISP Tbk’s Annual General Meeting of Shareholders in Bisnis Indonesia and Kontan.

6

24 Mei May 24

Pengumuman Hasil Rapat Umum Pemegang Saham Tahunan PT Bank OCBC NISP Tbk di surat kabar Bisnis Indonesia dan Kontan.

Announcement of Results of PT Bank OCBC NISP Tbk’s Annual General Meeting of Shareholders in Bisnis Indonesia and Kontan.

7

26 Juli July 26

Pengumuman Laporan Keuangan PT Bank OCBC NISP Tbk periode 30 Juni 2012 dan 2011 (Unadited) di surat kabar Bisnis Indonesia.

Publication of PT Bank OCBC NISP Tbk’s Financial Statements for the periods of 30 June 2012 and 2011 (Unaudited) in Bisnis Indonesia.

8

31 Oktober October 31

Pengumuman Laporan Keuangan PT Bank OCBC NISP Tbk periode 30 September 2012 dan 2011 (Unadited) di surat kabar Bisnis Indonesia.

Publication of PT Bank OCBC NISP Tbk’s Financial Statements for the periods of 30 September 2012 and 2011 (Unaudited) in Bisnis Indonesia.

9

19 November November 19



10

4 Desember December 4

Pengumuman pemberitahuan hasil rating PT Bank OCBC NISP Tbk dari Fitch Rating di surat kabar Bisnis Indonesia.

Announcement of Results of PT Bank OCBC NISP Tbk’s Rating from Fitch Rating in Bisnis Indonesia.

11

7 Desember December 7



Pengumuman Laporan Keuangan PT Bank OCBC NISP Tbk periode 31 Desember 2011 dan 2010 (Audited) di surat kabar Bisnis Indonesia.

Type of Report

Publication of PT Bank OCBC NISP Tbk’s Financial Statements for the periods of 31 December 2011 and 2010 (Audited) in Bisnis Indonesia.


111


Korespondensi dengan Regulator 2012 Sepanjang tahun 2012, Bank OCBC NISP telah melakukan 19 (sembilan belas) kali korespondensi dengan regulator dengan perincian sebagai berikut: No

Tanggal/Date

No. Surat/Letter No.

Perihal

1

11-Jan-12

001/REG/CCD-CSR-AL/I-2012

Pemberitahuan Hasil Rating PT Bank OCBC NISP Tbk.

Disclosure of Rating for PT Bank OCBC NISP Tbk.

2

9-Feb-12

002/REG/CCD-BM-AL/II-2012

Laporan Keuangan PT Bank OCBC NISP Tbk periode 31 Desember 2011 dan 2010 (Audited).

Financial Statements of PT Bank OCBC NISP Tbk for the periods of December 31, 2011 and 2010 (Audited).

3

26-Mar-12

003/REG/CCD-BM-AL/ III-2012

Rapat Umum Pemegang Saham PT Bank OCBC NISP Tbk.

General Meeting of Shareholders of PT Bank OCBC NISP Tbk.

4

2-Apr-12

004/REG/CCD-BM-AL/ IV-2012

Penyampaian Bukti Iklan Pemberitahuan Rapat Umum Pemegang Saham dan Prospektus Ringkas PT Bank OCBC NISP Tbk.

Submission of Proof of Advertisement of Notice of PT Bank OCBC NISP Tbk’s Shareholders Meeting and Abridged Prospectus of PT Bank OCBC NISP Tbk.

5

16-Apr-12


Surat Persetujuan ke Biro Administrasi Efek.

Approval Letter to Securities Administration Bureau.

6

27-Apr-12


Penyampaian Laporan Tahunan 2011 PT Bank OCBC NISP Tbk.

Submission of Annual Report 2011 of PT Bank OCBC NISP Tbk.

7

27-Apr-12


Laporan Keuangan PT Bank OCBC NISP Tbk periode 31 Maret 2012 dan 2011 (Unaudited).

Financial Statements of PT Bank OCBC NISP Tbk for the periods of March 31, 2012 and 2011 (Unaudited).

8

7-May-12

008/REG/CCD-BM-AL/V2012

Penyampaian Bukti Iklan Panggilan Rapat Umum Pemegang Saham PT Bank OCBC NISP Tbk.

Submission of Proof of Advertisement of Invitation to PT Bank OCBC NISP Tbk’s Shareholders Meeting.

9

11-May-12

009/REG/CCD-BM-AL/V2012

Pemberitahuan Public Expose PT Bank OCBC NISP Tbk.

Announcement on Public Expose of PT Bank OCBC NISP Tbk.

10

15-May-12

029/Corp Secr/UA/V/2012

Penyampaian Materi Public Expose Tahunan tahun buku 2012 tgl. 22 Mei 2012, ONT Lt. 23, jam 14:30-15:30, agenda Kinerja Bank OCBC NISP Q12012.

Submission of Material for Annual Public Expose for financial year 2012 held on May 22, 2012 at ONT Fl. 23, time: 14:30-15:30, with agenda: Bank OCBC NISP Q1-2012 Performance.

11

23-May-12

010/REG/CCD-BM-AL/V-2012

Laporan Hasil Rapat Umum Pemegang Saham PT Bank OCBC NISP Tbk Laporan Hasil Public Expose PT Bank OCBC NISP Tbk

Report on General Meeting of Shareholders of PT Bank OCBC NISP Tbk Report on Public Expose of PT Bank OCBC NISP Tbk.

12

25-May-2012

011/GR/CCD-BM-AL/V-2012

Laporan Hasil Public Expose PT Bank OCBC NISP Tbk.

Report on Public Expose of PT Bank OCBC NISP Tbk.

13

6-Jun-12

012/REG/CCD-BM-AL/VI-2012

Penyampaian Laporan Tahunan 2011 PT Bank OCBC NISP Tbk.

Submission of Annual Report 2011 of PT Bank OCBC NISP Tbk.

14

26-Jul-12

060/Corp Secr/KS/UA/ XII/2012

Laporan Keuangan PT Bank OCBC NISP Tbk. periode 30 Juni 2012 dan 2011 (Unaudited).

Financial Statements of PT Bank OCBC NISP Tbk for the periods of June 30, 2012 and 2011 (Unaudited).

15

12-Sep-12

074/Corp Secr/KS/UA/ IX/2012

Persetujuan atas pengangkatan Komisaris dan Direktur PT Bank OCBC NISP Tbk.

Approval for the appointment of Commissioner and Director of PT Bank OCBC NISP Tbk.

16

31-Oct-12

092/Corp Secr/KS/UA/ X/2012

Laporan Keuangan PT Bank OCBC NISP Tbk. periode 30 September 2012 dan 2011 (Unaudited).

Financial Statements of PT Bank OCBC NISP Tbk for the periods of September 30, 2012 and 2011 (Unaudited)

17

4-Dec-12




18

7-Dec-12




19

14-Dec-12


Persetujuan atas pengangkatan Komisaris PT Bank OCBC NISP Tbk.

Approval for the appointment of Commissioner of PT Bank OCBC NISP Tbk.

AKSES INFORMASI DAN DATA PERUSAHAAN

Bank OCBC NISP berusaha untuk memberikan kemudahan bagi seluruh stakeholder dalam mendapatkan berbagai informasi tentang Bank. Oleh karena itu, Bank mengembangkan berbagai media/sarana komunikasi agar dapat memenuhi kebutuhan dan memberikan kemudahan bagi setiap stakeholder yang berbeda.

112

Correspondence with Regulators in 2011 During 2012, Bank OCBC NISP issued and reported 19 (nine teen) corporate information, as detailed below:


Subject

ACCESS TO CORPORATE INFORMATION AND DATA

Bank OCBC NISP continually works to provide convenience to all stakeholders in obtaining information on the Bank. For this purpose, the Bank develops various communication media and channels in order to meet the needs as well as provide maximum convenience to its different stakeholders.


Hubungan Investor Untuk memberikan informasi terkini kepada para investor dan pemegang saham, Bank OCBC NISP secara aktif melibatkan mereka dalam berbagai diskusi dan sesi berbagi informasi secara berkala, terutama terkait kinerja dan prospek perusahaan. Hal tersebut dilakukan diantaranya melalui pertemuan resmi secara berkelompok maupun perorangan, conference call, video conference, publikasi laporan keuangan triwulanan dan tahunan, pengungkapan informasi dan peristiwa penting, siaran pers, dan update website Bank secara berkala.

1.

2.

Investor Relations Bank OCBC NISP actively engages shareholders and investors in discussions and information sharing sessions, especially information related to company performance and prospects. These activities are carried out through various means and communication channels, including formal meetings in groups or individually, conference calls and video conferences, as well as through the publication of annual and quarterly financial statements, disclosure of information and event of materiality, as well as press releases, bulletins and website updates.

Investor secara aktif juga dapat menghubungi langsung Investor Relations Bank OCBC NISP untuk mendapatkan informasi melalui email [email protected].

Investor can also directly contact Bank OCBC NISP’s Investor Relations to obtain information via email: [email protected].

Selama tahun 2012, Unit Investor Relations telah melakukan: • Pertemuan dengan analis dan lembaga pemeringkat: 15 kali • Paparan Publik: 2 kali • RUPST: 1 kali • RUPSLB: 1 kali • Pendistribusian Informasi Perusahaan: 6 kali • Laporan Tahunan: 1 kali

During 2012, the Investor Relations Unit conducted: • Meetings with analysts and rating agencies: 15 times • Public Expose: 2 times • AGM: 1 time • EGM: 1 times • Distribution of Corporate Information: 6 times • Annual Report: 1 time

Call OCBC NISP Call OCBC NISP merupakan saluran informasi utama yang telah ada sejak tahun 2005 Call OCBC NISP disediakan untuk melayani nasabah dan/atau calon nasabah selama 24 jam sehari dan 7 hari seminggu, serta dapat diakses dari seluruh Indonesia. Dengan menghubungi CALL OCBC NISP di nomor telepon 500-999 (dari telepon) atau 66-999 (dari handphone), nasabah dapat mencari informasi tertentu, mengajukan keluhan, serta melakukan berbagai macam transaksi pembayaran dan pengiriman dana.

Jumlah Telepon yang diterima Call OCBC NISP Tahun 2011 – 2012 Keterangan Jumlah telepon yang diterima

3.

1.

Jumlah SMS Push yang dikirimkan ke nasabah

2012

1,408,254

2011 663,505

Call OCBC NISP Call OCBC NISP is the Bank’s main information channel, which was first introduced in 2005 Call OCBC NISP is available to serve customers and/or potential customers nationwide for 24 hours and 7 days a week. By contacting CALL OCBC NISP at 500-999 (from a landline telephone) or 66-999 (from a mobile phone), customers can obtain information needed, report complaints, and make various kinds of payment and money transfer transactions.

Number of Incoming Calls via Call OCBC NISP 2011 – 2012

2011

SMS Push Sejak tahun 2005, Bank OCBC NISP menyediakan Layanan SMS Push sebagai saluran komunikasi bagi Bank untuk menyampaikan informasi kepada nasabah. Melalui layanan ini, Bank dapat mengirimkan informasi yang sesuai dengan kebutuhan nasabah. Keterangan

2.

1,361,016

3.

Description Calls received

SMS Push Since 2005, Bank OCBC NISP provided a Push SMS service as a communication channel to disseminate banking information to customers. Through this media, the Bank is able to distribute information in accordance with the customers’ needs.

2012 2,153,686

Description SMS received


113


4. Website Perusahaan Untuk mempermudah nasabah mendapatkan informasi perusahaan, baik produk dan layanan yang tersedia maupun promo yang sedang berlaku, Bank OCBC NISP menyediakan website Perusahaan (www.ocbcnisp.com) yang berfungsi sebagai portal layanan dan juga menyediakan informasi terkini. Informasi yang terkandung di website Bank mencakup informasi korporat (termasuk informasi keuangan), produk, promo, dan event.

4. Corporate Website Bank OCBC NISP provides customers with convenient access to information on the Company, products and services as well as ongoing promotion programs through the corporate website (www.ocbcnisp.com) that serves as a portal service to provide up-to-date information. Information presented on the Bank’s website includes corporate information (including financial information), as well as information on products, promotion, and events.

Jumlah pengunjung website www.ocbcnisp.com Tahun 2011 – 2012

Number of visitors of website: www.ocbcnisp.com 2011 – 2012

Keterangan Jumlah pengunjung Jumlah halaman yang dikunjungi

2011

114

Description

770,877

1,400,795

Total Visitor

1,538,011

2,618,523

Page Views

Informasi yang di-upload di website Bank OCBC NISP Tahun 2011 – 2012: Jenis Informasi

2012

2011

Information up-loaded on Bank OCBC NISP’s website in 2011 -2012

2012

Type of Information

Informasi Korporasi dan Event

65

78

Corporate & Event Information

Informasi Produk (promo)

87

100

Product Information (promotion)

Total

152

178

Total



Selain menyajikan informasi terkini, untuk menjalin komunikasi dua arah dengan pihak eksternal, website Bank OCBC NISP juga dilengkapi dengan menu Contact Us dimana masyarakat luas dapat menyampaikan saran, pertanyaan maupun keluhan.

In addition to providing the latest information, Bank OCBC NISP’s website also facilitates two-way communication with external parties through the menu “Contact Us”, which allows public audience to submit suggestions, questions or complaints.

E-mail yang diterima melalui Website Bank OCBC NISP tahun 2011 – 2012

E-mail submitted via Bank OCBC NISP’s website 2011 – 2012

Keterangan E-mail yang diterima melalui menu ”Hubungi Kami

2011

2012

1,774

2,173

(Contact Us)”

5.

Media Sosial Dengan perkembangan teknologi yang semakin pesat, dan guna menyajikan informasi yang semakin cepat, Bank OCBC NISP meluncurkan secara resmi akun social media yaitu Facebook fan page Bank OCBC NISP dan Twitter @BankOCBCNISP pada tanggal 1 Desember 2011. Kedua akun ini menjadi media baru bagi publik untuk mendapatkan berbagai informasi, menyampaikan keluhan dan saran, serta menjalin keterikatan (engagement) baik antara Bank dengan publik maupun antar sesama anggota (fans dan follower). Keluhan, pertanyaan, atau masukan baik di Twitter maupun Facebook akan direspon oleh Tim Media Sosial Perusahaan selama jam kerja, 08.00 – 17.00, hari Senin hingga Jumat (kecuali hari libur nasional).

Description Email Received though “Contact us”

5.

Social Media On December 1, 2011 Bank OCBC NISP has officially launched social media accounts: facebook fan page Bank OCBC NISP dan twitter @BankOCBCNISP, in order to keep up with high pace of technological advances and the need to provide information more quickly. These two accounts provide new channels to the public in accessing Bank information, reporting complaints and inputs, as well as building engagement between the Bank and the general public and among fans and followers. The Bank’s social media team responds and follows up complaints, queries, or recommendations received through Twitter and Facebook, during office hours from Monday to Friday at 08.00 – 17.00 (except national holidays).


115


Selain berfungsi sebagai layanan nasabah, social media juga digunakan sebagai sarana bagi Bank untuk menjalin hubungan emosional dan keterikatan (engagement) dengan para pengikutnya (fans dan follower), melalui berbagai kuis dan lomba.

Other than as a service provided to customers, social media are also used by the Bank to build engagement with the fans and followers, including through quizzes and competitions.

Jumlah fans dan follower Facebook dan Twitter Bank OCBC NISP Tahun 2011 – 2012

Number of Facebook Fans and Twitter Followers of Bank OCBC NISP 2011 – 2012

Keterangan Jumlah fans Facebook Jumlah follower Twitter

116

2011

2012

Description

3,474

18,903

Total Fans of Facebook

717

10,272

Total Follower of Twitter

6. Media Massa Bank OCBC NISP menyadari bahwa media menjadi salah satu saluran komunikasi yang penting dalam menyampaikan pesan kepada publik. Untuk itu, Bank OCBC NISP membina hubungan baik dengan media dan menjalin kerja sama yang erat dengan media dalam penyampaian informasi perusahaan secara berkala. Aktivitas tersebut dilakukan secara berkesinambungan melalui komunikasi dua arah yang efektif.

6. Mass Media Bank OCBC NISP realizes that mass media is a critical communication channel for distribution of important messages and information to the general public. Therefore, Bank OCBC NISP maintains cordial relations with the mass media and also close cooperation for delivery of corporate information on a regular basis. These activities are sustained consistently through effective two-way communication.

Sebagai bank publik, Bank OCBC NISP aktif mengundang wakilwakil media massa melalui konferensi, wawancara khusus, one on one meeting, dan kunjungan media. Dengan demikian, publik senantiasa mendapatkan informasi tentang perkembangan Bank, melalui ulasan yang berimbang dari perwakilan media. Kemudahan akses dalam membina hubungan dengan media menjadi hal yang utama dalam menjalin komunikasi yang efektif dengan media. Hal ini menjadi perhatian penting dari manajemen, sehingga Divisi Corporate Communication membuka jalur komunikasi melalui berbagai akses dan terus memperbaharui mekanisme penyampaian informasinya kepada media.

As a public bank, Bank OCBC NISP actively invites mass media representatives through conferences, special interviews, one on one meetings and media visits. By this mechanism, the public is constantly informed about the developments taking place in the Bank through positive reviews in mass media. Establishing effective communication with mass media rests primarily on convenience of access in developing media relationships. This is a prioritized management focus, which is addressed by the Corporate Communication Division by opening lines of communication for extensive access and continuing to enhance mechanisms for information distribution to mass media.

Apresiasi atas kolaborasi yang baik dengan media terwujud melalui serangkaian kegiatan yang dikemas khusus bagi para perwakilan media. Bentuk dan materi kegiatan tidak selalu merupakan inisiatif Bank, namun Divisi Corporate Communication mengelolanya dengan memperhatikan kebutuhan perwakilan media. Kegiatan yang telah

Appreciation for positive collaboration with mass media is made through a series of activities that are exclusively packaged for media representatives. The form and material for these activities are not solely based on the Bank’s initiatives, and are managed by the Corporate Communication Division based on the needs of mass media representatives. To date,



dilaksanakan diantaranya adalah Media Gathering, Media Workshop, Buka Puasa Bersama, serta keterlibatan dan dukungan aktif Bank dalam aktivitas internal media.

activities have included Media Gathering, Media Workshop, Breaking Fast events as well as Bank’s active participation and support in internal media activities.

Selain itu, untuk meningkatkan brand awareness serta meningkatkan volume bisnis, Bank juga melakukan promosi melalui berbagai media massa dan papan iklan yang terdapat di beberapa wilayah.

Further, to enhance brand awareness and increase the Bank’s business volume, we also carry out promotional programs via numerous mass media and billboards that are found in many locations.

Berikut ini adalah aktivitas Hubungan dengan Media dan Iklan Promosi Bank OCBC NISP sepanjang tahun 2012: 1. Siaran pers = 41 kali 2. Ulasan media = 1.440 kali 3. Kunjungan media = 7 kali 4. Pertemuan dengan media = 12 kali 5. Media Gathering = 2 kali 6. Keterlibatan dalam aktivitas internal media = 10 kali 7. Papan iklan (billboard) = 135 kali 8. Iklan di media massa = 97 kali

The following are activities related to Media Relations and promotional advertisements by Bank OCBC NISP throughout 2012: 1. Press releases = 41 times 2. Media coverage = 1,440 times 3. Media visits = 7 times 4. Meeting with mass media = 12 times 5. Media Gathering = 2 times 6. Participation in internal media activities = 10 times 7. Billboards = 135 times 8. Advertisement in mass media = 97 times

Beberapa iklan di media massa dan papan iklan selama tahun 2012 adalah sebagai berikut:

Some media advertisement and billboards in 2012 are as follows:


117


Beberapa pemberitaan tentang Bank OCBC NISP di media massa: 31 - 10 - 2012

Some news about Bank OCBC NISP in printed media: 20 - 09 - 2012

29 - 06 - 2012

05 - 04 - 2012

23 - 05 - 2012

19 - 12 - 2012

11 - 06 - 2012

Siaran Pers yang Dikeluarkan Bank OCBC NISP Tahun 2012 No

Tanggal

Press Releases Issued by Bank OCBC NISP in 2012

Judul Rilis

Title

Event Date

118

1

19-Jan

Bank OCBC NISP Luncurkan ”Solid Titanium Card” Kartu Kredit dengan Bunga Retail Terendah Pertama (1,99%) di Indonesia.

Bank OCBC NISP Launched “Solid Titanium Card”, the first credit card with the lowest interest for retail (1.99%) in Indonesia.

2

8-Feb

Kinerja Bank OCBC NISP Naik 31%.

Bank OCBC NISP’s performance increased 31%.

3

9-Feb

Bank OCBC NISP, Your Partner For Life bagi Masyarakat Makassar.

Bank OCBC NISP, Your Partner For Life for People of Makassar.

4

10-Feb

Grand Opening Bank OCBC NISP Kantor Pettarani.

Grand Opening of Bank OCBC NISP Pettarani Office.

5

21-Feb

Bank OCBC NISP dan Great Eastern Life Indonesia Hadirkan Dua Solusi Kesehatan Keluarga.

Bank OCBC NISP and Great Eastern Life Indonesia Launched Two Family Healthcare Solutions.

6

7-Mar

Bank terkemuka di Indonesia memilih VMware sebagai data center virtual utama.

Leading Indonesian Bank Chooses VMware for its First Virtualized Data center.

7

17-Mar

Bank OCBC NISP Buka Kantor di Alam Sutera, Tangerang.

Bank OCBC NISP opened new branch office at Alam Sutera, Tangerang.

8

30-Mar

Bank OCBC NISP Akan Rights Issue Rp 1,5 Triliun .

Bank OCBC NISP will hold the Rights Issue worth Rp 1.5 Trillion.

9

4-Apr

Bank OCBC NISP Rayakan Ulang Tahunnya yang ke 71.

Bank OCBC NISP Celebrate Its 71th Anniversary Anniversary.

10

12-Apr

Bank OCBC NISP Gelar Seminar Kesehatan di Medan Colorectal Cancer - Early Detection and Treatment.

Bank OCBC NISP held the Seminar on Colorectal Cancer - Early Detection and Treatment in Medan.



No

Tanggal

Judul Rilis

Title

Event Date 11

13-Apr

Bank OCBC NISP Dukung Pemenuhan 4,5 juta Kantong Darah Penyerahan Mobil Donor Darah kepada Palang Merah Indonesia (PMI).

Bank OCBC NISP supports collection of 4.5 million Blood BagsDonation of Blood Donor Vehicle to the Indonesian Red Cross (PMI).

12

19-Apr

CEO Bank OCBC NISP, Parwati Surjaudaja Raih Anugerah Perempuan Indonesia.

CEO Bank OCBC NISP, Parwati Surjaudaja was Bestowed with Anugerah Perempuan Indonesia.

13

19-Apr

Bank OCBC NISP Gelar Seminar Kesehatan di Jakarta Knee Pain, Prevention and Cure.

Bank OCBC NISP Held Seminar on Knee Pain, Prevention and Cure, in Jakarta.

14

20-Apr

Bank OCBC NISP Targetkan Kenaikan Volume Kartu Kredit Sebesar Rp 1,5 triliun. Gelar Sejumlah Program Unggulan Bernilai Tambah.

Bank OCBC NISP Targets Rp 1.5 trillion Increase in Volume of Credit Card Transaction. Offers a variety of Attractive, Value added Programs.

15

26-Apr

Bank OCBC NISP Raih Risk Management Award 2012 Pengakuan atas Pengelolaan Enterprise Risk Management.

Bank OCBC NISP Received Risk Management Award 2012, an Acknowledgment on the Enterprise Risk Management.

16

27-Apr

Aset, Kredit, DPK dan Laba Bank OCBC NISP Naik Diatas 30%. Laporan Kinerja Triwulan I- 2012.

Bank OCBC NISP Assets, Credits, Third Party Funding and Income Grew Above 30%. Performance Report of Semester I- 2012.

17

4-May

Bank OCBC NISP Gelar Seminar Kesehatan di Surabaya Prevention, Early detection & Treatment for Cancer.

Bank OCBC NISP Held Seminar on Prevention, Early Detection & Treatment for Cancer in Surabaya.

18

22-May

Bank OCBC NISP Rights Issue Rp 1,5 Triliun Sekilas Hasil RUPS Tahunan dan RUPS Luar Biasa.

Bank OCBC NISP Rights Issue of Rp 1,5 Trillion. Highlight of AGMS and EGMS Resolutions.

19

8 juni

Bank OCBC NISP Gencar Tingkatkan Layanan “One Stop Service” ”Grand Opening Bank OCBC NISP Bukit Golf Mediterania”.

Bank OCBC NISP Vigorously Improve the Quality of “One Stop Service” ”Grand Opening of Bank OCBC NISP Bukit Golf Mediterania”.

20

21 juni

Rights Issue VI Bank OCBC NISP Oversubscribed 12%.

Rights Issue VI Bank OCBC NISP Oversubscribed 12% .

21

28 juni

Bank OCBC NISP Peringati Hari Keluarga Nasional Melalui Edukasi Dana Bijak Keluarga.

Bank OCBC NISP Commemorated National Family Day by Conducting Education on Smart Family Finance.

22

13 juli

Jelang Bulan Ramadhan, Bank OCBC NISP Gelar Seminar ”Edukasi Dana Bijak Keluarga” Untuk Masyarakat Tangerang.

Towards Ramadhan, Bank OCBC NISP Held Seminar ”Education on Smart Family Finance” in Tangerang.

23

13 juli

Bank OCBC NISP Raih Predikat Sangat Bagus Untuk yang ke-3 Kalinya Untuk 10 Tahun Berturut-turut dari Infobank Awards.

Bank OCBC NISP Won The Predicate of Very Excellent for the 3rd Tine for 10 Years in A Row from Infobank Awards.

24

25 juli

Bank OCBC NISP Berikan Beasiswa Pendidikan Rp 1 Miliar untuk Putra/i Anggota TNI AL yang Berprestasi.

Bank OCBC NISP Distributes Scholarships Worth Rp 1 Billion to Children of Naval Officers with Outstanding Academic Achievement.

25

26 juli

Laba Bersih Semester I Bank OCBC NISP Naik 30% Kredit Tumbuh 39%, Dana Pihak Ketiga Tumbuh 29% (year-onyear).

Bank OCBC NISP’s 1H2012 Net Income Up 30%, Credit Grew 39%, Third Party Funds Increased 29% (year-onyear).

26

3 agustus

Bank OCBC NISP Hadirkan Bazar Sembako Untuk Masyarakat ”Berbagi dan Bersyukur di Bulan Ramadhan”.

Bank OCBC NISP Held a Community Foods Bazaar “Sharing and Appreciating in the Holy Month of Ramadan”.

27

13-Sep

Bank OCBC NISP Syariah Berhasil Tingkatkan Pembiayaan Sebesar 275 % ”Grand Opening Kantor Cabang Syariah di Makassar”.

Bank OCBC NISP Sharia Increased Total Financing by 275% “Grand Opening of Sharia Branch Office in Makassar.

28

19-Sep

Bank OCBC NISP dan Great Eastern Life Indonesia Luncurkan MaxPrestige Heritage ”Perlindungan Warisan Harta Kekayaan Bagi Nasabah”.

Bank OCBC NISP and Great Eastern Life Indonesia Launched MaxPrestige Heritage “Protection of Heritage Assets for Clients “.

29

21-Sep

Bank OCBC NISP Raih Annual Report Awards 2011.

Bank OCBC NISP Obtained Annual Report Awards 2011.

30

21-Sep

Bank OCBC NISP Mantapkan Komitmen Menjadi Your Partner For Life ”Seminar Dana Bijak Keluarga Bagi Karyawan RS Santo Borromeus”.

Bank OCBC NISP Strengthened Commitment to Become Your Partner For Life, “Family’s Smart Fund Seminar for Santo Borromeus Hospital Employees”.

31

21-Sep

One Day Workshop ”Plan Your Future” Hadir Lagi di Medan ”Wujud Komitmen Bank OCBC NISP Bagi Dunia Pendidikan”.

One Day Workshop “Plan Your Future” Held Once More in Medan “Realising Bank OCBC NISP’s Commitment for the Nation’s Education “.

32

15-Oct

Bank OCBC NISP Peduli Gizi Anak Indonesia ”Wujud Komitmen Bank OCBC NISP Bagi Dunia Kesehatan”.

Bank OCBC NISP Cares for Nutrition of Indonesian Children “Realising Bank OCBC NISP’s Commitment in the area of Health”.

33

18-Oct

One Day Workshop ”Plan Your Future” Hadir Lagi di Surabaya ”Wujud Komitmen Bank OCBC NISP Bagi Dunia Pendidikan”.

One Day Workshop “Plan Your Future” Held Once More in Surabaya “Realising Bank OCBC NISP’s Commitment for the Nation’s Education”.

34

31-Oct

Bank OCBC NISP Mantapkan Komitmen Menjadi Your Partner For Life ” Seminar Dana Bijak Keluarga Bagi Guru dan Orang Tua Murid”.

Bank OCBC NISP Strengthened Commitment to Become Your Partner For Life, “Family’s Smart Fund Seminar for Teachers and Parents “.

35

31-Oct

Kredit Triwulan III Bank OCBC NISP Tumbuh 40 % (YoY), Sekilas Kinerja per 30 September 2012 (YoY).

Bank OCBC NISP’s 3Q2012 Credit Grew 40% (YoY), Performance Overview as of September 30, 2012 (YoY).


119


No

Tanggal

Judul Rilis

Title

Event Date

120

36

12-Nov

Bank OCBC NISP Bergerak Bersama Anak Jalanan Peduli Lingkungan “Wujud Komitmen Bank OCBC NISP Sebagai Your Partner For Life”.

Bank OCBC NISP Cooperates with Street Children in Environment Preservation Effort “Realizing Bank OCBC NISP’s Commitment as Your Partner For Life “.

37

14-Nov

One Day Workshop ”Plan Your Future” Hadir Lagi di Batam ”Wujud Komitmen Bank OCBC NISP Bagi Dunia Pendidikan”.

One Day Workshop “Plan Your Future” Held Once More in Batam “Realizing Bank OCBC NISP’s Commitment for the Nation’s Education” .

38

22-Nov

Bank OCBC NISP Raih Penghargaan Governance 2012”.

“Best Corporate

Bank OCBC NISP Obtained “Best Corporate Governance 2012”.

39

18-Dec

”Bank OCBC NISP Peduli Thalassaemia”.

“Bank OCBC NISP Cares for Thalassaemia”.

40

13-Dec

”Bank OCBC NISP Raih 4 Penghargaan dalam Ajang Anugerah Perbankan Indonesia 2012”.

“Bank OCBC NISP Received 4 Awards in Anugerah Perbankan Indonesia 2012 “.

41

19-Dec

Bank OCBC NISP Raih Penghargaan “Indonesia Most Trusted Company”.

Bank OCBC NISP Obtained “Indonesia Most Trusted Company“.

PENGADUAN NASABAH & ESKALASI PENGADUAN Bank OCBC NISP telah memiliki unit kerja khusus untuk mengelola keluhan nasabah, dengan tugas utama memastikan keluhan nasabah ditangani dan diselesaikan dengan baik dan cepat. Secara umum fungsi pengelolaan keluhan nasabah di Bank OCBC NISP berada pada unit Quality Tracking & Complaint Management (QTCM) di bawah koordinasi Customer Experience Division (CX). Kegiatan dalam unit kerja ini diatur dalam kebijakan dan prosedur Penanganan Keluhan Nasabah, dimana dalam pelaksanaan hariannya telah dibentuk fungsi-fungsi penanganan dan penyelesaian keluhan yang menjamin terselesaikannya keluhan secara efektif.

CUSTOMER COMPLAINT & ESCALATION OF COMPLAINTS Bank OCBC NISP has a special unit responsible to manage customer complaint, with the main task of ensuring that complaint handling is done in an effective and timely manner. In general, the Bank runs its customer complaint management function through the Quality Tracking & Complaint Management (QTCM) under the coordination of the Customer Experience Division (CX). Complaint handling and resolution activities within this unit refers to Customer Complaints Handling policy and procedures, whereby complaints handling and resolution functions have been established to ensure effective resolution of complaints in an effective manner.

Proses pengelolaan dan eskalasi pengaduan nasabah meliputi antara lain: • Penerimaan keluhan nasabah yang masuk baik melalui Service Assistant (SA)/Customer Service di Cabang, Call Center, Media massa, website Bank, atau akun sosial media yang kemudian disentralisasi ke dalam sistem Complaint Handling Management (CHM) pada hari yang sama saat keluhan tersebut diterima. • Sistem CHM sesuai dengan jenis keluhan yang diinput, akan secara otomatis membuat email notification di unit kerja terkait yang dapat memberikan solusi/tanggapan tersebut. Jawaban (solusi) atas investigasi/penyelesaian keluhan disampaikan kepada nasabah melalui unit Call Center Outbound. • Unit QTCM – CX melakukan monitoring atas keluhan yang telah tercatat di CHM dengan cara memantau penyelesaian pengaduan mengacu pada Service Level Agreement (SLA) yang berlaku sesuai Peraturan Bank Indonesia (PBI). • Melakukan analisa keluhan nasabah secara berkala dan mencari akar permasalahannya agar dapat dilakukan tindakan antisipatif untuk masa mendatang. • Nasabah yang masih belum puas dengan solusi yang telah diberikan, mempunyai hak untuk melanjutkan pengaduan ke lembaga Mediasi Perbankan, sesuai prosedur yang berlaku.

The process for managing and escalating customer complaints covers, among others: • Receiving incoming customer complaints through the Service Assistant (SA)/Customer Service in branch offices, Call Center, mass media, corporate website or social media account that are eventually centrally processed into the Complaint Handling Management (CHM) system within the same day on which the complaint was received. • Based on the type of complaint inputed, the CHM system will serve an automatic notification via email to the related unit, which is expected to give resolution/responses. The Call Center Outbound Unit will deliver resolution on the investigation to the customers. • The QTCM – CX Unit conducts monitoring on complaints registered in the CHM system based on the prevailing Service Level Agreement (SLA) in accordance with BI regulations. • Periodically analyzes customer complaints and seeks to identify the root of the problem so as to be able to carry out anticipative steps needed in future. • If unsatisfied with the complaint resolution process, a customer is granted rights to pursue their complaints through the Banking Mediation institution in accordance with the prevailing procedures.



Selama tahun 2012, Bank OCBC NISP mencatat sebanyak 7.175 keluhan nasabah terkait keuangan dimana seluruhnya atau 100% telah berhasil diselesaikan dengan baik.

In 2012, Bank OCBC NISP recorded a total of 7,175 costumer complaints related to financial matters, of which all were fully resolved.

Budaya Perusahaan

CORPORATE CULTURE

Hal ini dilakukan dengan pemikiran bahwa dalam beberapa tahun belakangan terakhir telah terjadi perubahan yang begitu cepat. Berbagai hal yang semula dinilai baik sudah berubah dan digantikan dengan hal yang lebih baik lagi. Kondisi ini juga berpengaruh kepada budaya perusahaan. Oleh karenanya, Bank terus berupaya memperbaharui dan memperkuat budaya perusahaan sesuai dengan perkembangan zaman, perkembangan organisasi secara internal serta perkembangan diluar perusahaan seperti persaingan, tuntutan nasabah, peraturan, dan teknologi yang berkembang dengan cepat.

This initiative was taken with the rationale that change in recent years has accelerated quickly. Those considered as best practices are replaced by improved and better methods. Such condition also affects the validity of the corporate culture. As such, the Bank continually strives to renew/align its internal culture parallel with the current time, internal organisational developments as well as changes in the external environment, including competition, customer demands, regulations and rapid pace of technological advances.

Jajaran Direksi mengawal secara langsung proses penyusunan ONe PIC ini, mulai dari diskusi, penjabaran nilai, pengemasan bentuk hingga internalisasi ONe PIC. Proses sosialisasi budaya perusahaan ini dilakukan secara bertahap dan berkesinambungan, dimulai dari level Division Head, Unit Head hingga ke seluruh karyawan. Untuk memperkuat pemahaman, Bank membuat berbagai media komunikasi internal seperti buku, poster, video, sticker, kalendar, majalah internal, dan lain-lain.

The Board of Directors directly handled the ONe PIC project, starting from discussions, value definition, program formulation and up to internalisation of ONe PIC. Socialisation of the corporate culture was implemented continuously in stages, starting from the level of Division Heads to the Unit Heads and all the employees. To reinforce comprehension and awareness, the Bank also uses various internal communication media such as books, posters, videos, stickers, calendar, internal magazines and so on.

Untuk mendukung kegiatan sosialisasi diatas, Bank juga melaksanakan berbagai bentuk program internalisasi, antara lain dengan memasukkan unsur ONe PIC pada: • Sistim penilaian kinerja karyawan • Sistim rekrutmen karyawan baru • Modul pelatihan karyawan baru (NEO – new employee orientation) • Pengembangan produk dan perbaikan proses (New Product Approval Process (NPAP) dan Standard Form Approval Template (SFAT)

As follow up to these socialisation activities, the Bank implemented various forms of internalisation programs, including by incorporating ONe PIC into: • Employee performance assessment • New employee recruitment • Modules for NEO – new employee orientation • Product development and process improvement through New Product Approval Process (NPAP) and Standard Form Approval Template (SFAT)

Tidak hanya itu, Bank juga melaksanakan berbagai program internalisasi langsung kepada karyawan, antara lain: • Pemberian apresiasi bagi karyawan yang menjalankan ONe PIC, sehingga bisa menjadi contoh bagi karyawan lain. • Membentuk ”Change Agent” yang berasal dari berbagai unit kerja. Change Agent adalah mereka yang memiliki perhatian atas pelaksanaan budaya perusahaan di unit kerja masingmasing sekaligus penggerak budaya perusahaan diantara rekan-rekan rekan-rekan anggota tim.

In addition, the Bank also conducted a variety of internalisation programs directly to employees, for example: • Appreciation to all employees who actively implement One PIC, hence becoming a role model among other employees. • Forming ”Change Agent” from various work units. Change Agents are individuals who possess notable dedication to corporate culture implementation in their respective work units and simultaneously a driving force for team members to observe the corporate culture.

Sejalan dengan pengembangan bisnisnya, Bank OCBC NISP terus memperbaharui budaya perusahaan yang selama ini menjadi pedoman perilaku bagi seluruh karyawan dalam bekerja, berinteraksi dan mengambil keputusan. Di tahun 2012, untuk memperbaharui dan memperkuat nilai-nilai budaya perusahaan, Bank meluncurkan budaya perusahaan ONe PIC (OCBC NISP One, Professionalism, Integrity, Customer Focus).

In line with the development of its business, Bank OCBC NISP continues to align its corporate culture that has consistently served as code of conduct for all employees in their work, interaction, and decision-making process. In 2012, the Bank initiated to renew and strengthen the values of the corporate culture, by launching the corporate culture of ONe PIC (OCBC NISP One, Profesionalism, Integrity, Customer Focus).


121


122

Kedepannya, ONe PIC akan terus dilanjutkan dengan berbagai program internalisasi yang sudah dilakukan pada tahun 2012 serta melakukan berbagai program baru dan perbaikan program lama. Program baru akan lebih menekankan pada sisi implementasi budaya perusahaan dalam bentuk perilaku (behavior), yang diperkuat dan dimulai dari jajaran pimpinan di Bank.

Going forward, the Bank will continue to promote ONe PIC with a range of internalization programs that were initiated in 2012 coupled with new programs and improved past programs. New programs will emphasize on implementing the corporate culture by behaviors, which would be strengthened by and initiated from the Bank’s management.

Melalui pelaksanaan ONe PIC, diharapkan seluruh karyawan Bank OCBC NISP akan memiliki kesamaan cara pandang, cara pikir, dan cara kerja yang sama sehingga dapat mempercepat pencapaian tujuan perusahaan.

With the implementation of ONe PIC, Bank OCBC NISP expects all employees to have uniformity in perspectives, thoughts and work ethics, hence facilitating acceleration of the company goals and objectives.

Bank menyadari bahwa ONe PIC merupakan program jangka panjang, yang hasilnya tidak bisa langsung dilihat dan dirasakan, itulah sebabnya sosialisasi dan internalisasi ONe PIC harus terus menerus dilakukan secara konsisten.

The Bank realizes that ONe PIC is a long-term program, and its results are not immediately seen and felt. Consequently, ONe PIC socialisation and internalisation will be continually and consistently pursued going forward.

Selain ONe PIC yang merupakan budaya perusahaan yang harus dipahami dan dilaksanakan oleh seluruh karyawan, Bank OCBC NISP juga memiliki Brand Values. Brand Values yang lebih dikenal sebagai 6 values (solid, genuine, supportive, connected, forward looking, dynamic) oleh karyawan. Brand values adalah positioning Bank OCBC NISP atau persepsi yang dilihat oleh masyarakat terhadap merk Bank OCBC NISP. Setelah karyawan menjalankan ONe PIC sebagai budaya perusahaan, diharapkan masyarakat akan melihat dan merasakan Bank OCBC NISP sebagai Bank yang solid, genuine, supportive, connected, forward looking, dynamic.

In addition to One PIC serving as the corporate culture to be understood and implemented by employees, Bank OCBC NISP also observes 6 Brand Values, which are more commonly known

ETIKA PERUSAHAAN Pedoman Perilaku / Kode Etik Sejak tahun 2005, Bank OCBC NISP telah memperbaharui Pedoman Perilaku (Code of Conduct) yang memberikan arahan tentang cara karyawan Bank OCBC NISP berpikir, bertindak, dan berperilaku di lingkungan Bank OCBC NISP, sehingga menumbuh kembangkan kebiasaan baik dan tata pergaulan profesional di lingkungan Bank.

CORPORATE ETHICS Code of Conduct Since 2005, Bank OCBC NISP has reviewed and improved a Code of Conduct, which provides direction for employees of Bank OCBC NISP for proper behaviors and conducts within the environment of Bank OCBC NISP. Hence, proper habits and professional interaction/ relationships are internalized within the Bank.

Code of Conduct dibuat untuk menjadi panduan bersama Dewan Komisaris, Direksi seluruh karyawan di seluruh level, jabatan, job function, unit kerja, untuk diketahui, dipahami dan terutama dilakukan. Hal ini dimaksudkan untuk menjadikan lingkungan kerja Bank OCBC NISP menjadi lingkungan kerja yang profesional, menyenangkan, dan mengoptimalkan seluruh potensi karyawan, yang memancarkan kebaikan serta memiliki prinsip untuk menjalankan usaha demi tujuan bersama.

The Code of Conduct is prepared to serve a set of guidelines applicable to Board of Commissioners, Board of Directors all employees, at all levels, positions, job functions and working units. It is to be read, known, understood and, most importantly, applied. Its application is intended to build a working environment within Bank OCBC NISP that is pleasant and also optimizes employees’ full potentials, radiates kindness and supports aspirations to run the business based on common goals.

Tujuan Kebijakan Code of Conduct Maksud penyusunan Code of Conduct adalah untuk mewujudkan komitmen bersama dari pegawai dan manajemen dalam rangka mewujudkan visi dan melaksanakan Misi perusahaan secara profesional serta beretika tinggi.

Objectives of the Code of Conduct The Code of Conduct is prepared in order to establish commitment of employees and management in serving the corporate vision and mission in a professional manner and with high ethical standards.

Tujuan yang ingin dicapai dari adanya Code of Conduct adalah mendorong terwujudnya standar kerja yang maksimal bagi manajemen dan seluruh karyawan.

The Code of Conduct is intended to promote optimum working standards for the Bank’s management and employees.


to employees as 6 values (solid, genuine, supportive, connected, forward looking, dynamic). Brand values represent Bank OCBC NISP’s positioning or perception as seen by the public of Bank OCBC NISP’s brand. After employees implement ONe PIC as the corporate culture, the Bank expects that the public will gradually see and feel that Bank OCBC NISP is a bank that is solid, genuine, supportive, connected, forward looking, dynamic.


Bank OCBC NISP berusaha untuk melaksanakan Code of Conduct ini secara konsisten sehingga dapat memberikan manfaat jangka panjang, bagi: 1. Karyawan a. Memberikan pedoman kepada Karyawan tentang tingkah laku yang diinginkan dan yang tidak diinginkan oleh perusahaan. b. Menciptakan lingkungan kerja yang menjunjung tinggi nilai-nilai kejujuran, etika dan keterbukaan sehingga akan meningkatkan kinerja dan produktivitas Karyawan secara menyeluruh. 2. Perusahaan a. Mendorong kegiatan operasional perusahaan agar lebih efisien dan efektif,mengingat hubungan dengan pelanggan, masyarakat, pemerintah dan stakeholders lainnya dan memiliki standar etika yang harus diperhatikan. b. Meningkatkan nilai perusahaan dengan memberikan kepastian dan perlindungan kepada para stakeholders, sehingga menghasilkan reputasi yang baik, yang pada akhirnya mewujudkan keberhasilan usaha dalam jangka panjang. 3. Pemegang Saham Memastikan bahwa Bank OCBC NISP dikelola secara hatihati (prudent), efisien, transparan, akuntabel dan fair untuk mencapai tingkat profitabilitas yang diharapkan oleh Pemegang Saham (Shareholders) dengan tetap memperhatikan kepentingan Bank. 4. Pemangku Kepentingan Menciptakan hubungan yang harmonis dan saling menguntungkan antara Bank dan seluruh pihak yang berkepentingan (stakeholders).

2. Company a. Driving the Company’s operations to be more efficient and effective, minding relationship with customers, the community, government and other stakeholders, and also possessing ethical standards to be followed. b. Increasing company value by providing assurance and protection to all stakeholders in order to build a solid reputation, which would ultimately produce success of the business in the long run.

Isi Code of Conduct Code of Conduct Bank OCBC NISP mengatur 5 hal utama yaitu kebiasaan baik dan tata pergaulan profesional di lingkungan Bank OCBC NISP, kepemimpinan OCBC NISP, keanggotaan yang bertanggung jawab, hubungan antara anggota yang profesional, dan kemitraan usaha yang saling menguntungkan.

Content of the Code of Conduct Bank OCBC NISP’s Code of Conduct provides guidelines on 5 principal areas: positive habits and professional relationships within Bank OCBC NISP, OCBC NISP Leadership, responsible Membership, professional Relationship among members and mutually beneficial business Partnership.

Beberapa kebijakan yang menyangkut Code of Conduct diantaranya adalah: 1. Kebiasaan baik dan tata pergaulan profesional di lingkungan Bank OCBC NISP a. Kebiasaan baik di tempat kerja • Bank OCBC NISP perlu beradaptasi dengan lingkungan eksternal dengan cepat dan efektif secara berkesinambungan tanpa mengabaikan keutuhan internal, serta didorong oleh semangat kebersamaan dan kekeluargaan yang kuat. • Semua anggota berkewajiban saling mendukung untuk mengembangkan kebiasaan baik. • Dalam rangka mengembangkan kebiasaan baik, anggota berkewajiban meningkatkan kualitas komunikasi antar-anggota maupun diantara perusahaan dengan masyarakat.

Several policies concerning the Code of Conduct include the following: 1. Positive habits and professional relationships within Bank OCBC NISP a. Positive habits in the workplace • Bank OCBC NISP needs to adapt to the external environment quickly and effectively in a sustainable manner without neglecting internal unity, and driven by a strong spirit of togetherness and kinship/ familiarity. • All members shall support one another in developing positive habits. • In developing positive habits, members shall increase the quality of communication among members as well as between the company and the community.

Bank OCBC NISP strives to consistently implement the Code of Conduct that would produce long-term benefits for: 1. Employees a. Specifies a set of guidelines for employees on desired and undesired behaviours as viewed by the Company. b. Established a working environment that strongly upholds values as honesty, ethics and transparency that would thoroughly enhance the performance and productivity of employees.

3. Shareholders Ensuring that Bank OCBC NISP is managed in a manner that is prudent, efficient, transparent, accountable and fair in order to attain the level of profitability as expected/targeted by Shareholders while simultaneously taking into consideration the Bank’s interests. 4. Stakeholders Building a harmonious and mutually beneficial relationship between the Bank and its stakeholders.


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b. Tata pergaulan profesional • Anggota berkewajiban menjaga agar pergaulan di lingkungan perusahaan bukan hanya mencerminkan suasana kekeluargaan yang akrab, tetapi juga berlangsung dalam suasana profesional di mana kelugasan dihargai serta rasionalitas dan norma etika dijunjung tinggi. • Pemimpin dan anggota berkewajiban saling berbagi informasi dan pengetahuan sebagai wahana belajar bersama guna menghasilkan keputusan profesional yang lebih baik, lebih cepat, dan lebih akseptabel. • Anggota berkewajiban memandang setiap tantangan sebagai peluang untuk maju. • Anggota berkewajiban memanfaatkan setiap peluang bisnis dengan tetap mempertimbangkan risiko bisnis secara cermat. • Anggota berkewajiban memperbaiki dan menyempurnakan sistem kerja dan proses pengambilan keputusan secara berkesinambungan dengan melakukan inovasi dan belajar dari praktik terbaik.

b. Professional relationships • Members shall maintain that relationships/interaction within the company does not merely reflect an intimate family atmosphere, but also takes place in a professional atmosphere wherein openness is appreciated and rationality and ethical norms are highly respected. • Leaders and members shall share information and knowledge as a medium for mutual learning in order to generate professional decisions that are better, faster and more acceptable. • Members shall view every challenge as an opportunity to develop/succeed. • Members shall take advantage of every business opportunity while maintaining careful consideration of business risks. • Members shall improve and enhance work systems and decision-making processes in a sustainable manner with innovation and by learning from best practices.

2. Kepemimpinan OCBC NISP Bank OCBC NISP berkeyakinan bahwa untuk menciptakan lingkungan kerja yang menggairahkan, inovatif, aspiratif, dan bebas dari rasa takut yang kondusif bagi kerja keras dan aspiratif serta kerja sama sinergistik, mereka berkewajiban menjaga agar kepemimpinan profesional dipraktekkan dengan semangat berikut: a. Egaliter Para pemimpin di lingkungan Bank OCBC NISP berkeyakinan bahwa para anggota adalah mitra kerja yang setara, dimana seorang pemimpin merupakan orang yang bertanggung jawab untuk mengambil keputusan akhir dalam batas wewenangnya. b. Bertumbuh-kembang bersama Para pemimpin berkeyakinan bahwa sebagai anggota keluarga besar Bank OCBC NISP, keberadaan mereka hanya akan menjadi bermakna apa bila anggota dapat mencapai kemajuan bersama mereka. c. Saling percaya Para pemimpin berkeyakinan bahwa mereka hidup didalam suatu komunitas orang berintegritas tinggi, terpercaya dan dapat diandalkan, saling peduli, saling mendukung, dan saling menghargai. d. Aspiratif Para pemimpin berkeyakinan bahwa mewujudkan masa depan sesuai dengan falsafah, visi, misi, dan tata nilai perusahaan hanya dapat tercapai apabila mereka berhasil membangkitkan hasrat para anggota untuk memberikan kontribusi terbaik dalam rangka bertumbuh-kembang bersama.

2. OCBC NISP Leadership Bank OCBC NISP believes that in order to build a working environment that is stimulating, innovative, aspirational and free from fear, to be condusive to hard work and aspirations as well as cooperation based on synergy, they must sustain the implementation of a professional leadership under the following conditions: a. Egalitarian Leaders within Bank OCBC NISP believe that all members are working partners with equal standing, in which a leader is the one in charge of making the final decisions within his/her assigned authority level.


b. Growing together Leaders believe that in their position as members of the large Bank OCBC NISP family, their existence/role will only be meaningful if members are enabled to attain success together. c. Mutual trust Leaders believe that they live within a community consisting of individuals with high integrity, who are trusted and reliable, as well as caring, supportive and respectful of one another. d. Aspiring Leaders believe that it is possible to attain a future that is aligned to the corporate philosophy, vision, mission and values only if they can invoke the desire in members to give the best contribution on the path to grow together.


3. Keanggotaan yang bertanggung jawab Bank OCBC NISP berkeyakinan bahwa kemajuan bersama hanya dapat diwujudkan oleh anggota yang bangga pada perusahaannya, menyukai pekerjaannya, menghargai sesama anggota, dan mendapat kepuasan yang sesungguhnya dari kerja yang dijalankan dengan penuh tanggung jawab, dengan semangat sebagai berikut: a. Kredibilitas Karyawan Bank OCBC NISP beryakinan bahwa kehormatan dan kepercayaan kepada mereka hanya dapat dibangun dengan bertumpu pada kontribusi nyata yang dapat dipertanggungjawabkan secara bisnis dan etikal. b. Komitmen untuk maju bersama Karyawan Bank OCBC NISP menyadari bahwa sebagai anggota keluarga besar Bank OCBC NISP, kontribusi mereka hanya akan menjadi bermakna dengan melakukan usaha dan kerja yang membawa kemajuan dan hasil yang dinikmati bersama. c. Belajar inovatif Karyawan Bank OCBC NISP menyadari bahwa kemajuan perusahaan dan mereka hanya akan terwujud dengan senantiasa memperbaharui diri dan mengambil inisiatif untuk melakukan pembaharuan organisasional secara berkelanjutan.

3. Responsible membership Bank OCBC NISP believes that shared success can only be realised by members who are proud of their company, like their jobs, respect every member and obtain complete satisfaction from work that they perform with full responsibility, under the following conditions: a. Credibility Bank OCBC NISP employees believe that respect and trust will only be given onto them on the basis of their real contribution that could be held accountable from a business and ethical perspective. b. Commitment to succeed/prosper together Bank OCBC NISP employees realise that as members of the large Bank OCBC NISP family, their contribution will only be meaningful by pursuing efforts and work that produce success and achievement to be enjoyed/shared together. c. Innovative learning Bank OCBC NISP employees realises that success for the company and themselves will only be attained by continually aligning themselves to developments and taking initiatives to conduct organisational alignment on a continual basis.

4. Hubungan antara anggota yang profesional Berkeyakinan bahwa untuk menghasilkan kinerja terbaik, mereka berkewajiban menjalin hubungan kerja diantara sesama mereka dengan berpegang teguh pada semangatsemangat sebagai berikut: a. Kemitraan inklusif Karyawan Bank OCBC NSIP memandang semua rekan kerja mereka sebagai mitra terpercaya dalam usaha mewujudkan kinerja perusahaan yang terbaik. b. Pembaharuan melalui belajar organisasional Karyawan Bank OCBC NSIP berhak mendapatkan peran dan posisi sesuai dengan kapabilitas mereka serta mendapatkan kesempatan yang sama untuk diperbaharui melalui belajar bersama. c. Saling menghargai Karyawan Bank OCBC NSIP adalah orang-orang yang saling menghormati dan saling menjaga martabat sesama anggota yang berperilaku santun dan ceria serta menjaga tata krama dalam pergaulan professional. d. Bekerja sama untuk prestasi terbaik Karyawan Bank OCBC NSIP percaya bahwa bekerja keras, bekerja sama dengan tulus, dan belajar bersama adalah upaya yang paling tepat untuk mewujudkan kemajuan bersama yang melebihi harapan.

4. Professional inter-member relationships Believing that to produce the best performance, they must foster working relationship among themselves by strongly upholding the following principles: a. Inclusive partnership Bank OCBC NSIP employees view all work associates as trusted partners in the effort to realise the best company performance. b. Alignment through organisational learning Bank OCBC NSIP employees are entitled to obtain roles and positions in accordance with their capabilities and provided equal opportunities for alignment through collective learning programs. c. Mutual respect Bank OCBC NSIP employees are individuals who respect each other and preserve the dignity of fellow members who behave politely and amiably and maintain decorum in their professional relationship/interaction. d. Working together for the best performance/achievement Bank OCBC NSIP employees believe that working hard, sincere cooperation and collective learning are the most appropriate efforts/initiatives to achieve common success/ progress over and above expectations.


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5. Kemitraan usaha yang saling menguntungkan Bank OCBC NISP berkeyakinan bahwa pencapaian kemajuan bersama dengan mitra bisnisnya secara maksimal, apabila seluruh jajaran perusahaan mau dan mampu memberikan pelayanan dan menjalin hubungan eksternal yang terbaik. a. Kesepakatan yang adil Pemimpin dan anggota berkeyakinan bahwa manfaat dan keuntungan yang maksimal hanya dapat diperoleh Bank OCBC NISP dari transaksi yang adil dengan nasabah dan mitra usahanya yang terpercaya. b. Kepedulian Pemimpin dan anggota berkeyakinan bahwa citra dan reputasi Bank OCBC NISP sangat ditentukan oleh kemampuan mereka untuk bersikap cepat tanggap dan empatik terhadap pihak eksternal yang terlibat dalam proses transaksi dengan bank ini. c. Kemitraan yang setara Pemimpin dan anggota berkeyakinan bahwa memperlakukan nasabah dan pihak eksternal lain secara non-diskriminatif sebagai mitra usaha yang terhormat adalah cara terbaik untuk memperoleh manfaat maksimal dari kemitraan yang dikembangkan. d. Bebas dari konflik kepentingan Pemimpin dan anggota bertekad menjaga agar transaksi bisnis yang dijalankan Bank OCBC NISP terbebas dari benturan kepentingan pribadi dengan kepentingan perusahaan dengan hanya menggunakan wewenang semata-mata untuk kepentingan terbaik perusahaan. e. Kejujuran Pemimpin dan anggota berkeyakinan bahwa pelayanan dan transaksi bisnis dapat memberikan manfaat dan keuntungan yang maksimal apabila mereka menyampaikan informasi yang benar, tidak berbohong, tidak menipu, serta memenuhi kesepakatan dan janji secara konsisten.

5. Mutually beneficial (business) partnership Bank OCBC NISP believes in attaining optimum success/ progress together with business partners, if all ranks of the organisation are willing and able to provide services and foster external relationships. a. Fair dealing/ agreement Leaders and members believe that maximum benefits and advantages are attainable for Bank OCBC NISP only through fair dealing/transactions with trusted customers and business partners. b. Concern Leaders and members believe that Bank OCBC NISP’s image and reputation are largely determined by their ability providing quick and empathic response to the needs of external parties involved in the Bank’s transactional processes. c. Equal partnership Leaders and members believe in providing nondiscriminative treatment to customers and other external parties as respected business partners as the best manner/approach in generating maximum benefits from partnerships that the Bank develops.

Upaya Penerapan dan Penegakan Code of Conduct Dalam rangka menginternalisasi Code of Conduct kepada seluruh karyawan, Bank OCBC NISP melakukan berbagai kegiatan yaitu antara lain: 1. Sosialisasi Langsung Sosialisasi langsung Code of Conduct dilakukan khususnya bagi karyawan baru melalui program Oritentasi Karyawan Baru. 2. Sosialisasi melalui Login Quotes Setelah karyawan mendapatkan informasi keberadaan Code of Conduct melalui program orientasi, untuk me-refresh ingatan kayawan tentang implementasi Code of Conduct, maka setiap hari, saat melakukan log in pada komputer diruang kerja maka akan tampil kutipan-kutipan (quotes) tunggal tentang Code of Conduct yang akan mengingatkan karyawan bagaimana

Implementation and Enforcement of the Code of Conduct To internalize the Code of Conduct to all employees, Bank OCBC NISP carried out a series of activities, including:

bertindak dan berperilaku di lingkungan Bank OCBC NISP. 3. Sosialisasi via Website Internal Jika karyawan ingin mendapatkan informasi selengkapnya tentang Code of Conduct, maka informasi ini dapat diakses di website internal Bank OCBC NISP.

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d. Free from conflicts of interest Leaders and members are determined to ensure that business transactions carried out by Bank OCBC NISP are free from conflicts between personal and corporate interests by appropriately using authority solely for the best interests of the company. e. Honesty Leaders and members believe that business transactions and service can generate maximum benefits and advantages if they provide accurate information and refrain from lies and cheating, as well as fulfil agreements and promises/contracts consistently.

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Direct socialization Direct socialization of the code of conduct is made especially for new employees through the New Employee Orientation program. 2. Socialization through Login Quotes After employees are informed of the Code of Conduct application through the orientation program, in refreshing employees to implementation of the code of conduct, then everyday employees log in computers in their respective working area and are greeted by daily quote on the Code of Conduct, which serve as reminders on proper conducts and behaviors within the environment of Bank OCBC NISP. 3. Socialization via internal website Should employees need to obtain complete information on the Code of Conduct, they can access additional information on Bank OCBC NISP’s internal website.


PROGRAM PENGEMBANGAN KOMUNITAS KARYAWAN

EMPLOYEE COMMUNITY DEVELOPMENT PROGRAMS With a large number of employees who are distributed in large cities across Indonesia, Bank OCBC NISP supports various community activities to build synergy and improve employee productivity. Employee community takes form under 2 (two) main areas, namely sports and arts.

Komunitas Olah Raga Komunitas olah raga, sesuai dengan cabang olah raganya, terdiri dari softball, baseball, futsal, bola basket, volley ball, gowes (sepeda), dan atletik. Kegiatan karyawan yang tergabung dalam komunitas olah raga tersebut mendapat dukungan dari Bank, seperti biaya latihan, biaya dalam mengikuti kompetisi dan turnamen olah raga baik skala lokal, nasional maupun Internasional. Kegiatan-kegiatan dalam komunitas olah raga ini diharapkan dapat meningkatkan hubungan antar karyawan lintas unit kerja, membangun semangat sportivitas, dan meningkatkan produktivitas karyawan.

Sports Community Community sport consists of softball, baseball, futsal, basketball, volleyball, bicycles, and athletics. The Bank fully supports the employee’s sport community activities by providing training costs,

Hingga tahun 2012, karyawan Bank OCBC NISP telah mengukir prestasi di beberapa kompetisi dan turnamen olah raga. Di cabang atletik, Adeline Windy mengikuti loba marathon jarak jauh 21 KM di Singapura tahun 2010 dan 2011, serta Jakarta Race Series. Sementara itu prestasi lain juga diukir oleh Ernawan yang sepanjang tahun 2012 memenangkan 3 (tiga) kejuaraan sekaligus yaitu Medali emas dalam Master Indonesia Terbuka, 2 (dua) medali emas dalam Singapore Master, serta 1 (satu) medali emas dalam Asia Master Athletic Championship di Taiwan.

Until 2012, Bank OCBC NISP employees made achievements in a number of sports event and tournament. In athletics, Adeline Windy competed in the 21 KM marathon in Singapore in 2010 and 2011, and the Jakarta Race Series. Other achievement was made by Ernawan who won medals in 3 (three) competitions, namely the gold medal in the Indonesia Masters Open, 2 (two) gold medals in the Singapore Masters, and 1 (one) gold medal in the Asian Masters Athletic Championship in Taiwan.

Tim Bola Basket Putri Bank OCBC NISP pada tanggal 10-21 Desember 2012 mengikuti Liga Bola Basket antar Bank dan meraih juara ketiga. Sementara Tim Gowes OCBC NISP ikut berpartisipasi dalam mendukung program Bank Indonesia, terkait sosialisasi tentang perlindungan kepada nasabah.

On December 10 - 21, 2012, Bank OCBC NISP Women Basketball Team competed in inter-bank Basketball League and won the third place. While the OCBC NISP Bank Bicycle Team participated in supporting Bank Indonesia’s program of socialization of customer protection.

Di cabang olah raga softball, Tim Softball Bank OCBC NISP pada bulan Februari dan Maret 2012 meraih Juara I pada Walikota Cup 2012, dan pada bulan yang sama pula meraih Gorgeous Cup ASEAN Women Championship 2012. Pada bulan April 2012, Tim Softball kembali meraih peringkat ke-3 pada Perbasasi kota Bandung 2012. Sedangkan Tim Baseball menempati peringkat 1 pada Bandung Baseball Tournament.

In February and March 2012, Bank OCBC NISP Softball Team won the Mayor Cup 2012 and in the same month also won the ASEAN Gorgeous Cup Women Championship 2012. In April 2012, the softball team again won the 3rd rank in Bandung Perbasasi 2012. While Baseball team was ranked first in Bandung Baseball Tournament.

Untuk cabang futsal, pada bulan Mei 2012 Bank OCBC NISP mengadakan sport competition yang diikuti karyawan dari berbagai kota seperti Solo, Yogyakarta, Purwokerto, Tegal, Kudus, Pekalongan, Magelang, Surabaya, Bali, Semarang, Bandung, Palembang, Medan, Makassar, Batam, dan Jakarta. Kompetisi ini diharapkan dapat meningkatkan engagement antar karyawan dan membangun kerjasama yang baik lintas unit kerja, serta sebagai penyeimbang bagi kegiatan karyawan.

For Futsal, in May 2012, Bank OCBC NISP held a sport competition

Pengembangan sumber daya manusia menjadi salah satu prioritas yang dilakukan oleh Bank OCBC NISP secara berkesinambungan. Berbagai inisiatif dijalankan, termasuk diantaranya melalui pengembangan komunitas karyawan. Saat ini, terdapat 2 (dua) komunitas karyawan yang dikembangkan di Bank, yakni komunitas olah raga dan komunitas seni.

the cost of entering a sport competition or sports tournaments locally, nationally and at International. The activity of the sport community is aimed at promoting relationship among employees across units, building the spirit of sportsmanship, and increasing employee productivity.

event participated by employees from various cities such as Solo, Yogyakarta, Purwokerto, Tegal, Kudus, Pekalongan, Magelang, Surabaya, Bali, Semarang, Bandung, Palembang, Medan, Makassar, Batam and Jakarta. The competition is expected to promote engagement among employees and to form collaboration across units, and to balance employee activities.


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Komunitas Seni Komunitas seni yang dikembangkan di Bank OCBC NISP meliputi komunitas fotografi dan komunitas paduan suara.

Art community Bank OCBC NISP art community comprised photography and choirs community.

Kegiatan yang dilakukan komunitas fotografi diantaranya berupa workshop, hunting foto bersama serta lomba fotografi di majalah internal karyawan.

Activities undertaken by photography community among others are workshops, photo hunting as well as photography competition on internal employee magazine.

Kegiatan komunitas paduan suara meliputi latihan paduan suara untuk mengisi berbagai acara internal kantor seperti: Acara HUT Bank OCBC NISP, acara CEO Town Hall, acara apresiasi karyawan, acara CSR bagi anak-anak Thallasaemia, serta acara CSR bagi lanjut usia di panti werdha.

The children choirs community activities include choir rehearsal for various internal events, such as: The Anniversary of Bank OCBC NISP, CEO Town Hall events, employee appreciation events, CSR events for children with Thallasaemia and CSR program for the elderly in nursing home.

Keberadaan komunitas karyawan ini merupakan wahana dalam mempererat hubungan antar karyawan, sehingga tercipta kebersamaan dan kerjasama yang baik, tidak hanya dalam komunitas tetapi juga dalam menyelesaikan pekerjaan seharihari.

The existence of those communities helped forging a strengthened relationship among employees, creating closeness and cooperation, not only in the community but also in completing their daily duties.

Komunikasi Internal Intensitas komunikasi internal merupakan kunci penyebaran informasi perusahaan dan alat untuk membangun soliditas tim kerja dalam Bank.

Internal Communications The intensity of internal communication is key to dissemination of corporate information and tools used to build solidity of working units within the Bank.

Keberhasilan komunikasi internal sangat ditunjang dari muatan informasi yang disebarkan, serta media komunikasi itu sendiri.

The success of internal communication is highly supported by the content of distributed information, as well as the communication medium used.

Kedua hal ini sangat saling terkait agar seluruh karyawan dapat mengerti informasi yang disampaikan dengan cepat dan tepat dapat menindaklanjuti informasi tersebut.

Both these factors are largely interconnected so that all employees can understand the information conveyed and take follow up actions quickly and precisely.

Media komunikasi Internal yang ada: 1. Web internal Portal berbasis internet yang ditujukan sebagai media komunikasi internal, dapat diakses oleh seluruh karyawan yang diberi fasilitas akses ke sistem. Dalam fungsinya, web internal tidak hanya menyajikan informasi perusahaan tapi juga informasi seputar kegiatan karyawan baik dalam lingkup unit kerja maupun komunitas karyawan, selain itu juga sebagai media survei, serta kegiatan yang bersifat korporat yang berlangsung diseluruh kantor dan lain lain. Fasilitas ini dikelola oleh Divisi Information Technology sedangkan materi informasinya dapat dilakukan oleh semua unit kerja yang berkepentingan.

Communication media used are:

2. CEO Email Keterbukaan dan komunikasi dua arah dimungkinkan untuk dilakukan. Karyawan dengan bebas dapat menyampaikan pertanyaan, ide bahkan masukan langsung kepada CEO dan Presiden Direktur & CEO melalui email CEO.

2. CEO Email Openness and two-way communication are made available. Employees are free to submit questions, ideas and criticism directly to the CEO and President Director & CEO via CEO email.


1. Internal web Designed as a medium of internal communication, internetbased portal is accessible to all employees who are given access to the system. In its function, the internal web does not only display corporate information but also information about employee’s activities within working units or in its communities, it is also used for surveys, and corporate activities in all of the Bank’s offices, etc. This facility is managed by the Information Technology Division, while information materials can be presented by all relevant work units.


3. Email Blast Untuk menunjang pemerataan pencapaian informasi bagi karyawan, informasi tertentu disebarkan melalui email : a. Email to everyone Email yang ditujukan kepada seluruh karyawan jika informasi diperuntukkan bagi seluruh karyawan. Email to everyone dimaksudkan agar jangkauan dan waktu penyebaran informasi lebih luas dan cepat. b. Email to Leaders up to Manager Email yang ditujukan kepada leaders mulai dari level Direksi sampai dengan level Manager. Email ini digunakan terkait informasi maupun program yang akan dilaksanakan dan melibatkan karyawan di masing masing kantor cabang dan/atau unit kerja lainnya. c. Email to all Leaders up to Division Head (Info Leader) Email yang ditujukan khusus kepada level Direksi sampai dengan Division Head. Email info leader terkait target dan pencapaian, kinerja maupun program dan aktifitas korporat yang bersifat nasional.

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4. Forum OCBC NISP One Forum OCBC NISP One merupakan pertemuan para pemimpin divisi di kantor pusat dan pimpinan area dilakukan dua bulanan bertempat di kantor pusat. Dalam pertemuan ini dipaparkan kinerja perusahaan serta hal-hal terkait dengan aktivitas korporat yang dilakukan secara nasional. Melalui Forum OCBC NISP One ini juga diharapkan para pimpinan divisi dan area dapat menyebarkan informasi yang mereka terima kepada semua anggota yang berada di bawah kordinasi para pimpinan ini.

4. Forum OCBC NISP One Forum OCBC NISP One is a meeting of division heads at the Head Office and area managers is convened bi-monthly at the Head Office. In these meetings, reports are made on Bank’s performance and other matters related to corporate activities that are carried out nationally. Through Forum OCBC NISP One, division and area leaders are also expected to disseminate information that they receive to all members under their respective coordination.

5. Video Conference Untuk memudahkan diskusi langsung antar daerah, di kotakota metropolitan seperti Jakarta, Bandung, Surabaya, Medan dan Makassar, disediakan fasilitas-fasilitas video conference, agar jarak tidak lagi menjadi kendala.

5. Video Conference To facilitate direct discussions between regions, in metropolitan cities such as Jakarta, Bandung, Surabaya, Medan and Makassar, the Bank provides video conference facilities; hence, distance is a constraint no more.

6. Tele Conference Selain video conference, diskusi juga dapat dilakukan melalui tele conference, terutama bila hendak dilakukan dengan pihak OCBC Bank di Singapura. Melalui tele conference, pelaporan dan monitoring terhadap pelaksanaan beberapa program dan kegiatan dapat dilakukan.

6. Tele Conference In addition to video conferencing, discussions can take place via tele conference, especially when communicating with OCBC Bank in Singapore. With tele conference, reporting and monitoring on programs and activities implementation may be carried out.

7. Papan informasi & poster Tidak hanya yang bersifat teknologi, penyebaran informasi juga dimungkinkan melalui papan informasi yang ada di cabang dan kantor pusat. Melalui papan informasi, kegiatankegiatan yang bersifat lokal dan terbatas dapat dilakukan secara mandiri di tiap cabang atau lokasi. Dibeberapa lokasi informasi juga dilakukan melalui media monitor LED dalam bentuk tayangan foto maupun video.

7. Information Board & poster Not merely facilitated by technology, information is also distributed by way of information boards found in the Head Office and branch offices. In this manner, activities targeting a local and limited audience are informed independently in the branch or location concerned.

Email Blast In order to better allocate information to the employees, certain information are distributed via email: a. Email to everyone Email that is sent to all employees if the information is intended for all employees. Email to everyone aims to provide information with an extensive coverage and timely delivery. b. Email to Leaders up to Manager Email that is sent to leaders, starting with the Directors and down to the manager level. This email is used for information or program that will be implemented and will involve employees in each branch office and or other work unit. c. Email to all Leaders up to Division Head (Info Leader) Email specifically intended for the Directors and down to the Division Heads. The Email provides leaders with information related to targets and achievement, performance as well as corporate activities and programs applied nationwide.


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8. Majalah Internal ON Us Majalah internal ON Us berarti Majalah Internal OCBC NISP Us (OCBC NISP Kita). Majalah internal ini merupakan media komunikasi dari karyawan dan untuk karyawan. Berbagai informasi disampaikan melalui berbagai rubrik majalah ini, baik yang bersifat korporat maupun informasi umum lainnya. Melalui Majalah ON Us, diharapkan karyawan dapat memperoleh berbagai informasi baik yang bersifat korporat, seperti kegiatan perusahaan & karyawan, maupun informasi umum lainnya yang menambah pengetahuan, seperti tentang keluarga, kuliner, dll. Dengan keberadaan majalah internal ini diharapkan seluruh karyawan mendapat jangkauan informasi yang sama sehingga tercipta keterikatan dan rasa memiliki dengan perusahaan (engagement).

8. ON Us Internal Magazine OCBC NISP has an internal magazine called ON Us, short for OCBC NISP Us, which serves the purpose of establishing communication and sharing information for employees and by employees. A large variety of information is conveyed through this magazine, including corporate information as well as other general information. Through ON Us magazine, employees are expected to gain a wide range of corporate information related to company and employee activities, as well as other valuable information and knowledge on family issues, culinary, and many more. With this internal magazine, the Bank expects that all employees have equal access to important information, hence building a sense of belonging and company engagement.

9. Komunikasi Internal diantara tim Untuk menciptakan soliditas dalam unit kerja dilakukan berbagai bentuk komunikasi internal, diantaranya meeting rutin, coaching, MOT (Meet our team) dimana setiap karyawan dapat memberikan masukan maupun feedback dari dan ke atasan masing-masing.

9. Internal Communication between Teams In order to create a solidity within the work units, the Bank uses various forms of internal communication, including regular meetings, coaching, MOT (Meet our team) where each employee can voice an input and feedback to and from their respective superiors.

10. Employee Engagement Survey (EES) Sebagai bentuk kepedulian Perusahaan terhadap karyawan, serta untuk meningkatkan keterikatan (engagement) antara karyawan dan perusahaan, maka dilakuakan survey terhadap keterikatan karyawan kepada Perusahaan (Employee Engagement Survey / EES). Melalui EES, Bank menerima berbagai pendapat dan saran karyawan yang dapat dipergunakan bagi pengembangan dimasa yang akan datang.

10. Employee Engagement Survey (EES) As a mechanism that also expresses the company’s concern toward the welfare of its employees and also to enhance engagement between employees and the company, the Bank conducts the Employee Engagement Survey (EES). Through EES, the Bank obtains much valuable insight and suggestions from employees to be used in future development programs.

GCG SELF ASSESSMENT

GCG SELF ASSESSMENT

Dalam kegiatan self assessment tersebut, dilakukan pemeringkatan dalam penilaian terhadap pelaksanaan penerapan Tata Kelola Perusahaan Bank OCBC NISP yang didasarkan oleh kriteria yang ditetapkan Bank Indonesia, berdasarkan hasil perbandingan antara kinerja penerapan Tata Kelola Perusahaan di Bank OCBC NISP dengan kriteria minimal penerapan yang ditentukan oleh Bank Indonesia.

This self-assessment uses a rating system in evaluation of the Bank’s Good Corporate Governance implementation, based on the criteria established by Bank Indonesia. Based on a comparison of results of performance of Good Corporate Governance practices implemented within Bank OCBC NISP with the minimum criteria set by Bank Indonesia.

Pada tahun 2012, Bank OCBC NISP telah melakukan GCG self assessment mengacu kepada ketentuan Bank Indonesia tentang Pelaksanaan Tata Kelola Perusahaan (GCG) bagi Bank Umum sebagaimana yang diatur dalam PBI No. 8/4/PBI/2006, PBI No. 8/14/PBI/2006 dan SEBI No. 9/12/ DPNP.

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In 2012, Bank OCBC NISP completed the Good Corporate Governance (GCG) self-assessment, pursuant to Bank Indonesia Regulation on Good Corporate Governance (GCG) Implementation for Commercial Banks as prescribed by BI Regulation No. 8/4/ PBI/2006, BI Regulation No. 8/14/PBI/2006, and BI Circular No.9/12/ DPNP.


Penilaian terhadap pelaksanaan prinsip-prinsip Good Corporate Governance Bank OCBC NISP diwujudkan dan difokuskan dalam 11 (sebelas) Faktor Penilaian Pelaksanaan Good Corporate Governance yang terdiri dari: - Pelaksanaan tugas dan tanggung jawab Dewan Komisaris. - Pelaksanaan tugas dan tanggung jawab Direksi. - Kelengkapan dan pelaksanaan tugas Komite. - Penanganan benturan kepentingan. - Penerapan fungsi kepatuhan. - Penerapan fungsi audit internal. - Penerapan fungsi audit eksternal. - Penerapan manajemen risiko termasuk sistem pengendalian intern; - Penyediaan dana kepada pihak terkait (related party) dan penyediaan dana besar (large exposures); - Transparansi kondisi keuangan dan non keuangan Bank, laporan pelaksanaan Good Corporate Governance dan pelaporan internal; - Rencana strategis Bank.

Evaluation of Bank OCBC NISP’s implementation of Good Corporate Governance principles highlights 11 (eleven) Good Corporate Governance Implementation Assessment Factors that comprise of: - Duties and responsibilities of the Board of Commissioners. - Duties and responsibilities of the Board of Directors. - Completeness and implementation of the Committee. - Handling of Conflict of Interest. Implementation of the compliance function. - Implementation of the internal audit function. - Implementation of the external audit function; - Implementation of risk management including internal control system; - Exposure to related parties and large exposures; - Transparency of financial and non-financial conditions of the Bank, Good Corporate Governance implementation report and internal reporting; - Bank’s strategic plan.

Kesimpulan Umum Hasil Self Assessment Berdasarkan penilaian pada Self Assessment Tata Kelola Perusahaan yang merupakan perbandingan antara kinerja penerapan Tata Kelola Perusahaan di Bank OCBC NISP dengan kriteria minimal penerapan Tata Kelola Perusahaan yang ditentukan oleh Bank Indonesia, maka dapat dilaporkan sebagai berikut:

Overall Conclusion of the Results of Self Assessment Based on the results of the Good Corporate Governance SelfAssessment that serves as a comparison between the performance of Good Corporate Governance implemented within Bank OCBC NISP with the minimum criteria set by Bank Indonesia, we hereby report the following:

No 1

2

Aspek Yang Dinilai Aspects Evaluated Pelaksanaan tugas dan tanggung jawab Dewan Komisaris. Implementaion of duties and responsibilities of the Board of Commissioners. Pelaksanaan tugas dan tanggung jawab Direksi.

Bobot Weight 10.00%

Peringkat Rank 1

Nilai Score 0.1

20.00%

1

0.2

10.00%

1

0.1

10.00%

1

0.1

Implementation of duties and responsibilities of the Board of Directors.

3

Kelengkapan dan pelaksanaan tugas Komite. Completeness and implementation of the Committee.

4

Penanganan benturan kepentingan. Handling of Conflict of Interest.

Catatan

Notes

Dewan Komisaris telah memiliki komposisi, integritas dan kompetensi yang sesuai dengan kompleksitas Bank OCBC NISP, melakukan tugas dan tanggungjawabnya secara efektif, mampu mengambil keputusan secara independen dan tidak pernah melanggar ketentuan dan peraturan yang berlaku serta menyelenggarakan Rapat Dewan Komisaris secara efektif dan efisien yang didokumentasikan dengan baik.

The Board of Commissioners has the composition, integrity and competency that is in accordance with Bank OCBC NISP’s complexity, to effectively implement its duties and responsibilities, capable of making independent decisions and has never violated prevailing rules and regulations as well as effectively and efficiently convened the Board of Commissioners Meeting, which is well documented.

Direksi telah memiliki komposisi, integritas dan kompetensi yang sesuai dengan kompleksitas Bank OCBC NISP, tugas dan tanggung jawab Direksi berjalan dengan efektif dan tidak ada kelemahan minor serta memenuhi prinsip-prinsip GCG. Seluruh Direksi mampu mengambil keputusan secara independen dengan memperhatikan aspek transparansi dan tidak pernah melanggar ketentuan dan peraturan yang berlaku sekaligus mampu menyelenggarakan Rapat Direksi secara efektif dan efisien yang didokumentasikan dengan baik. Komite telah memiliki komposisi dan kompetensi yang sesuai dibandingkan dengan ukuran dan kompleksitas usaha Bank, melaksanakan tugas secara efektif dan tidak ada kelemahan minor, memberikan rekomendasi yang bermanfaat dan dapat dipergunakan sebagai bahan acuan keputusan Dewan Komisaris serta menyelenggarakan rapat sesuai dengan pedoman intern dan terselenggara secara sangat efektif dan efisien. Bank OCBC NISP telah memiliki kebijakan dan prosedur Benturan Kepentingan. Pengungkapkan kondisi benturan kepentingan pada pengambilan keputusan dilengkapi risalah rapat yang di administrasikan dan didokumentasikan dengan sangat baik.

The Board of Directors has the composition, integrity, and competency that is in accordance with Bank OCBC NISP’s complexity; the duties and responsibilities of the Board of Directors were effectively implemented, and there were no minor weaknesses and is in compliance to GCG principles. All Directors are able to make independent decisions with due respect to transparency and has never violated prevailing rules and regulations, effectively and efficiently convenes Board of Directors Meetings, which is well documented. The Committee has the composition and competency in accordance with the scale and complexity of the Bank’s business; performed tasks effectively and there were no minor weaknesses; provided valuable recommendations that were utilized as a reference for the Board of Commissioners’ decisions; and effectively and efficiently convenes meetings in accordance with internal guidelines. Bank OCBC NISP has the policy and procedure on Conflict of Interest. Conflict of Interest conditions are disclosed in regards to decision making and supported by minutes of meeting that is very well administered and documented.


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No 5

Aspek Yang Dinilai Aspects Evaluated Penerapan fungsi kepatuhan.

Bobot Weight 5.00%

Peringkat Rank 2

Nilai Score 0.1

5.00%

2

0.1

5.00%

1

0.05

7.50%

1

0.075

7.50%

2

0.15

Implementation of the compliance function.

6

Penerapan fungsi audit internal. Implementation of the internal audit function.

7

Penerapan fungsi audit eksternal. Implementation of the external audit function.

8

Penerapan manajemen risiko termasuk sistem pengendalian internal. Implementation of risk management including internal control system.

9

Penyediaan dana kepada pihak terkait (related party) dan penyediaan dana besar (large exposures). Allocation of funds to related parties and large exposures.

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Catatan

Notes

• Bank OCBC NISP telah memastikan pemenuhan ketentuan Bank Indonesia dan Perundang-undangan yang berlaku serta pemenuhan komitmen dengan lembaga otoritas yang berwenang. • Pelaksanaan tugas dan independensi Direktur Kepatuhan dan Satuan Kerja Kepatuhan telah dilaksanakan. • Pelanggaran terhadap ketentuan dan komitmen yang telah dibuat pernah terjadi namun tidak material. • Pelaksanaan fungsi audit intern Bank telah berjalan efektif, pedoman intern sesuai dengan standar minimum yang ditetapkan dalam SPFAIB namun terdapat kelemahan minor yang telah/dapat diatasi dengan tindakan rutin. • SKAI menjalankan fungsinya secara independen dan obyektif. • Pelaksanaan audit oleh Akuntan Publik sangat efektif dan sesuai dengan persyaratan minimum yang ditetapkan dalam ketentuan . • Kualitas dan cakupan hasil audit Akuntan Publik sangat baik. • Pelaksanaan audit dilakukan oleh Akuntan Publik/KAP sangat independen dan telah memenuhi kriteria yang ditetapkan. • Dewan Komisaris sangat efektif melaksanakan fungsi pengawasan dan Direksi terlibat aktif menetapkan kebijakan, prosedur, dan penetapan limit serta implementasinya serta mendukung tersedianya sistem informasi manajemen yang komprehensif dan efektif untuk memelihara kondisi internal Bank yang sehat dan melakukan pemantauan kesesuaian kondisi Bank dengan prinsip pengelolaan Bank yang sehat, ketentuan yang berlaku baik kebijakan dan prosedur internal maupun ketentuan eksternal. • Penerapan manajemen risiko komprehensif dan sesuai dengan tujuan, ukuran dan kompleksitas usaha dan risiko yang dihadapi Bank. • Penerapan pengendalian intern menunjukkan perbaikan untuk beberapa jenis risiko. • Meraih penghargaan Corporate Governance Perception Index (CGPI) sebagai Perusahaan dengan predikat Sangat Terpercaya (Indonesia Most Trusted Company), dimana tema penilaian tahun 2012 adalah ”GCG dalam Perspektif Risiko”.

• Bank OCBC NISP has ensured compliance with Bank Indonesia regulations and prevailing rules and regulations as well as fulfilled its commitment with relevant authority bodies. • The duties and independence of the Compliance Director and the Compliance Division were carried out well. • Violations to prevailing rules and existing commitments occurred but not material.

• Bank telah memiliki kebijakan, sistem dan prosedur tertulis yang up to date dan lengkap untuk penyediaan dana kepada pihak terkait, penyediaan dana besar dan kualitas assetnya. • Tidak ada pelampauan dan pelanggaran BMPK dan Bank telah melaksanakan prinsip kehati-hatian. • Pengambilan keputusan dalam penyediaan dana kepada pihak terkait dilakukan oleh Dewan Komisaris. • Telah dilakukan penyebaran/diversifikasi portofolio penyediaan dana khususnya terhadap konsentrasi kepada 25 dan 50 Peminjam Terbesar dan masih dalam batas risk appetite yang ditetapkan Dewan Komisaris. • Telah dilakukan pelaporan profil risiko dan penyediaan dana kepada pihak terkait dan penyediaan dana besar secara reguler kepada Direksi, Dewan Komisaris dan Bank Indonesia secara tepat waktu.

• The Bank’s internal audit function was carried out effectively, using internal guidelines based on the minimum standards as established in SPFAIB, but with minor weaknesses that were/could be remedied by routine actions. • Internal Audit performed its tasks independently and objectively. • Audit carried out by the Public Accountant was very effective and atleast in accordance with the minimum specified requirements. • The quality and scope of the Public Accountant’s audit results was very satisfactory. • The audit was independently carried out by the Public Accountant and has fulfilled the specified criteria. • The Board of Commissioners has effectively carried out oversight duties and the Board of Directors was actively involved in formulating policies, procedures, and setting limits as well as their subsequent implementation; and supportive of the availability of a comprehensive and effective management information system to sustain sound internal conditions of the Bank and perform monitoring on alignment of Bank conditions to the principles for sound Bank management, as well as applicable internal and external provisions, policies and procedures. • Implementation of risk management is comprehensive and aligned to the purpose, size and complexity of business as well as risks faced by the Bank. • Implementation of internal control indicates improvements on several types of risks. • Obtained Corporate Governance Perception Index (CGPI) as Indonesia’s Most Trusted Company, in which assessment theme for the year 2012 is ”GCG in Risk Perspective”. • The Bank’s policies, systems and procedures related to exposures of related party funds, large exposures and asset quality are relatively comprehensive and up to date. • There is no incidence of excess or violation of the LLL stipulation, and the Bank has observed the prudent banking principle. • Decision-making on exposures of related party funds is the authority of the Board of Commissioners. • The Bank allocates distribution/ diversification of portfolio, particularly related to concentration to 25 and 50 Top Borrowers, which currently remains consistent with the Bank’s risk appetite as determined by the Board of Commissioners. • The Bank makes regular reporting on risk profile as well as exposures of related party funds and large exposure to the Board of Directors, Board of Commissioners and Bank Indonesia in a timely manner.


No 10

Aspek Yang Dinilai Aspects Evaluated Transparansi kondisi keuangan dan non keuangan Bank, laporan pelaksanaan GCG dan pelaporan internal;

Bobot Weight 15.00%

Peringkat Rank 1

Nilai Score 0.15

5.00%

1

Catatan

Notes

• Bank sangat transparan dalam menyampaikan informasi keuangan dan non-keuangan kepada publik melalui homepage Bank dan media yang sangat mudah diakses. • Cakupan informasi keuangan dan non-keuangan tersedia sangat tepat waktu, lengkap, akurat, kini dan utuh. • Bank sangat transparan menyampaikan informasi produk dan jasa, menerapkan pengelolaan pengaduan nasabah dengan sangat efektif serta memelihara data dan informasi pribadi nasabah dengan sangat memadai. • Cakupan laporan pelaksanaan GCG sangat lengkap, akurat, kini dan utuh, telah disampaikan secara sangat tepat waktu kepada shareholder sesuai ketentuan yang berlaku. • Sistem Informasi Manajemen Bank khususnya terkait Sistem Pelaporan Internal Bank mampu menyediakan data dan informasi dengan sangat tepat waktu, akurat, lengkap dan sangat handal serta efektif untuk pengambilan keputusan manajemen.

• The Bank was very transparent in disclosing financial and non-financial information to the public through the Bank’s homepage and other media that are easily accessible. • The Bank provides financial and non-financial information in comprehensive, accurate, current and complete form, in a timely manner. • The Bank transparently discloses information on products and services, implements an effective customer complaint management system and maintains adequate procedures on handling customer data and personal information. • The Bank’s GCG implementation report is in comprehensive, accurate, current and complete form, and delivered in a timely manner to shareholders in accordance with prevailing rules and regulations. • The Bank’s Management Information System, particularly in regards to its internal reporting system, sufficiently provides data and information in a timely, accurate, comprehensive and dependable manner; also effective in serving the management’s decision-making process.

0.05

• Rencana Bisnis Bank telah disusun dan sangat sesuai dengan visi dan misi Bank serta Rencana Korporasi (corporate plan) dan telah disampaikan ke Bank Indonesia tepat waktu. • Proses penyusunan Corporate Plan dan Business Plan telah dilakukan sesuai dengan pedoman dan ketentuan yang berlaku serta mempertimbangkan aspek internal dan eksternal yang dapat mempengaruhi kondisi bisnis bank. • Proses Pengawasan dan Evaluasi atas Corporate Plan dan Business Plan dilakukan secara berkala guna memantau pencapaian target yang sudah ditetapkan serta bila diperlukan akan dilakukan penyesuaian atas Corporate Plan & Business Plan tersebut sesuai dengan kondisi yang ada.

1.175

Sangat Baik

• The Bank’s strategic plan was prepared and is significantly consistent with the Bank’s corporate vision and mission and corporate plan; and submitted to Bank Indonesia in a timely manner. • The Bank prepares the Corporate Plan and Business Plan in accordance with applicable guidelines and provisions, with due consideration to internal and external aspects that could potentially affect the Bank’s overall business conditions. • The Bank performs oversight and evaluation on the Corporate Plan and Business Plan on a regular basis in order to monitor achievement of targets and, whenever required, makes proper adjustments to the Corporate Plan and Business Plan in accordance with the existing conditions.

Transparency of financial conditions and non-financial conditions of the Bank, Good Corporate Governance implementation report and internal reporting;

11

Rencana Stategis Bank The Bank’s strategic plan

Nilai Komposit

Composite Score

100%

Excellent

Tabel Keterangan Nilai Komposit

Composite Value Description

Nilai Komposit

Predikat Komposit

Nilai < 1.5

Sangat Baik

1,5 ≤ Nilai Komposit <2,5

Baik

2,5 ≤ Nilai Komposit < 3,5

Cukup Baik

3,5 ≤ Nilai Komposit < 4,5

Kurang Baik

4,5 ≤ Nilai Komposit < 5

Tidak Baik

Composite Score

Composite Value

Excellent

Score < 1.5

Good

1.5 ≤ Composite Score <2.5

Fairly Good

2.5 ≤ Composite Score < 3.5

Sub Standard


Poor

4.5 ≤ Composite Score < 5


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Nilai Komposit dan Predikat Hasil self assessment GCG tahun 2012 menunjukkan bahwa penerapan GCG Bank OCBC mencapai nilai komposit 1,175 dengan kategori Sangat Baik.

Composite Score and Predicate The results of the GCG self-assessment for 2012 indicate that GCG implementation within Bank OCBC NISP achieved a composite score of 1.175 with the category Excellent.

Kelemahan dan Penyebab Hasil self assessment GCG tahun 2012 menunjukkan bahwa terdapat kelemahan minor dalam penerapan GCG di Bank OCBC NISP yang tidak berdampak signifikan dan dapat segera diperbaiki.

Weakness and Causes The results of the GCG self-assessment for 2012 indicate that there were minor weaknesses with regard to GCG implementation within Bank OCBC NISP, but with no material impacts and would be immediately corrected.

Kekuatan Pelaksanaan Good Corporate Governance Struktur dan kerangka operasional tata kelola Bank OCBC NISP yang didukung oleh pelaksanaan Rapat Umum Pemegang Saham, pengawasan aktif Dewan Komisaris dan peran aktif Direksi, serta dukungan dari seluruh karyawan menjadikan pelaksanaan GCG di Bank OCBC NISP, dapat dilaksanakan sesuai dengan peraturan, perundang-undangan yang berlaku dengan menjunjung tinggi nilai-nilai etika yang berlaku umum pada industri perbankan.

The Strength of Good Corporate Governance Implementation The structure and operational framework of Bank OCBC NISP’s corporate governance is supported by the implementation of General Meeting of Shareholders, active supervision of the Board of Commissioners and active role of the Board of Directors, as well as support of all employees. Hence, GCG implementation at Bank OCBC NISP is in accordance with prevailing rules and regulations, as well as high ethical values commonly applied within the banking industry.

Tindak lanjut Sejalan dengan pengembangan usahanya, Bank OCBC NISP akan tetap berkomitmen dalam penerapan tata kelola perusahaan serta melakukan penyempurnaan yang berkesinambungan atas pelaksanaan setiap aspek GCG demi kemapanan jangka panjang (sustainability) tata kelola.

Dengan Hormat,

Pramukti Surjaudaja Presiden Komisaris Chairman

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Follow up In line with business growth, Bank OCBC NISP remains committed to implementing good corporate governance and seeks to continually enhance the implementation of GCG in all its aspects to ensure long-term sustainability.

Respectfully,

Parwati Surjaudaja Presiden Direktur & CEO President Director & CEO

Laporan Tata Kelola Perusahaan unit usaha syariah Bank OCBC NIsP

BANK OCBC NIsP sharia Business unit Good Corporate Governance Report

UNIT USAHA SYARIAH (UUS) • Dalam mewujudkan cita-cita dan harapan menjadi ”Your Partner for Life” bagi nasabah, maka dengan ijin yang diberikan Bank Indonesia, Bank OCBC NISP pada tanggal 12 Oktober 2009 telah meluncurkan Unit Usaha Syariah (UUS). • Dengan adanya UUS di Bank OCBC NISP maka diharapkan kebutuhan nasabah atas pelayanan jasa perbankan syariah di Indonesia dapat dipenuhi. UUS terus mengembangkan kantor cabang dan layanan syariahnya di kota-kota di Indonesia. Saat ini di OCBC NISP Unit Usaha Syariah telah membuka 6 (enam) Kantor Cabang Syariah di Jakarta, Bandung, Surabaya, Semarang, Makassar dan Medan serta 191 (seratus sembilan puluh satu) Kantor Layanan Syariah yang tersebar di wilayah Jakarta dan sekitarnya (Jakarta, Bogor, Tangerang dan Bekasi), Jawa Barat, Jawa Tengah, Jawa Timur, Sulawesi Selatan dan Sumatera Utara. • Dalam melaksanakan kegiatan usahanya Bank OCBC NISP UUS konsisten menerapkan prinsip-prinsip utama Good Corporate Governance dan prinsip syariah sebagaimana diatur pada Undang-Undang Perbankan Syariah serta prinsip kehatihatian.

SHARIA BUSINESS UNIT • To deliver on the aspirations and hopes of becoming ”Your Partner for Life” to customers, Bank OCBC NISP launched the Sharia Business Unit (SBU) on October 12, 2009, upon obtaining approval from Bank Indonesia. • Bank OCBC NISP SBU is committed to serve customers’ needs for sharia banking services in Indonesia. To meet customers’ needs, SBU continually expands sharia service and branch office network in large cities throughout Indonesia. Today, OCBC NISP Sharia operates 6 (six) dedicated Sharia Branch offices in Jakarta, Bandung, Surabaya, and Semarang, Makassar and Medan along with 191 (one hundred ninety one) Sharia office channelling outlets (in conventional branches) located in and around Jakarta (Jakarta, Bogor, Tangerang and Bekasi), as well as West Java, East Java, Central Java, South Sulawesi and North Sumatera.

DIREKTUR UUS Bank OCBC NISP telah menunjuk 1 (satu) orang sebagai Direktur UUS yang bertanggung jawab penuh atas pelaksanaan pengelolaan UUS berdasarkan prinsip kehati-hatian dan Prinsip Syariah. Saat ini Direktur UUS dijabat oleh Rudy N. Hamdani sejak tanggal 14 September 2009 berdasarkan hasil RUPS tanggal 23 Maret 2009.

SHARIA BUSINESS UNIT (SBU) DIRECTOR Bank OCBC NISP has appointed 1 (one) Director to serve as the SBU Director, who is responsible for the management of the SBU based on prudent principles and Sharia principles. Rudy N Hamdani currently serves as the SBU Director, and he has held the position since September 14, 2009 on the basis of the resolutions of the GMS on March 23, 2009.

Pada tahun 2012, independensi Direktur UUS, telah sesuai dengan ketentuan Bank Indonesia sebagai berikut: 1. Dalam melaksanakan fungsi pengelolaan UUS, Direktur UUS tidak memiliki benturan kepentingan (conflict of interest); 2. Direktur UUS Bank OCBC NISP memiliki kompetensi dan komitmen dalam pengembangan UUS.

As of 2012, the independence of the SBU Director is deemed in line with the stipulations of Bank Indonesia as follows: 1. In implementing its duties in managing the SBU, the SBU Director does not possess a conflict of interest 2. Bank OCBC NISP SBU Director has the competency and commitment to develop the SBU.

Tugas dan Tanggung Jawab Direktur UUS Direktur UUS bertanggung jawab penuh atas pelaksanaan pengelolaan UUS berdasarkan prinsip kehati-hatian dan Prinsip Syariah. Dalam melaksanakan tugasnya Direktur UUS juga: 1. Selalu menindaklanjuti rekomendasi dari hasil pengawasan Dewan Pengawas Syariah (DPS). 2. Selalu siap dengan data dan informasi kepada Dewan Pengawas Syariah (DPS) guna memenuhi prinsip perbankan syariah yang akurat, relevan dan tepat waktu.

Duties and Responsibilities of the SBU Director The SBU Director is fully responsible for the management of the SBU on the basis of prudent principles and Sharia principles. To perform his tasks, the SBU Director also: 1. Consistently follow up the recommendations based on the Sharia Supervisory Board’s oversight; 2. Consistently ready with accurate, relevant, and timely information and data required by the Sharia Supervisory Board in accordance with Sharia banking principles.

DEWAN PENGAWAS SYARIAH (DPS)

SHARIA SUPERvISORY BOARD The Sharia Supervisory Board is tasked with and is responsible for providing advice and suggestions to the SBU Director as well as to oversee the activities of the SBU to ensure compliance with Sharia principles.

Dewan Pengawas Syariah bertugas dan bertanggung jawab memberikan nasihat dan saran kepada Direktur UUS serta mengawasi kegiatan UUS agar sesuai dengan prinsip Syariah.

•

In its business activities, OCBC NISP Sharia has consistently applied the principles of Good Corporate Governance and the Sharia principles as prescribed within the Sharia Banking Law, as well as prudent banking principles.


135


Jumlah, Komposisi dan Independensi Dewan Pengawas Syariah

Jumlah anggota Dewan Pengawas Syariah Bank OCBC NISP per 31 Desember 2012 berjumlah 2 (dua) orang dan salah satunya ditunjuk sebagai ketua, dengan susunan sebagai berikut: Ketua : Dr. Muhammad Anwar Ibrahim Anggota : Mohammad Bagus Teguh Perwira, Lc, MA

The members of Bank OCBC NISP’s Sharia Supervisory Board as of December 31, 2012 comprise of 2 (two) persons, of which one is appointed as Chairman, whose composition are as follows: Chairman : Dr. Muhammad Anwar Ibrahim Member : Mohammad Bagus Teguh Perwira, Lc, MA

Profil singkat Dewan Pengawas Syariah disajikan pada halaman 485 di Laporan Tahunan ini.

Abrief profile of the Sharia supervisory Board is shown in page 485 of this Annual report.

Pada tahun 2012, komposisi, kriteria dan independensi Dewan Pengawas Syariah, telah sesuai dengan ketentuan Bank Indonesia sebagai berikut: 1. Anggota DPS memiliki integritas, yang paling kurang mencakup: a. Memiliki ahlak dan moral yang baik. b. Memiliki komitmen untuk mematuhi ketentuan perbankan syariah dan ketentuan peraturan perundang-undangan yang berlaku.

The composition, criteria and independency of the Sharia Supervisory Board in 2012 is in accordance with regulations of Bank Indonesia as follows: 1. Board members shall have integrity, covering no less than the following: a. Possession of good character and moral values. b. Possession of commitment for complying with islamic banking stipulation and other prevailing legislations.

c. Memiliki komitmen terhadap pengembangan perbankan syariah yang sehat dan tangguh (sustainable). d. Tidak termasuk dalam Daftar Kepatutan dan Kelayakan (Daftar Tidak Lulus) sebagaimana diatur dalam ketentuan uji kemampuan dan kepatutan (fit and proper test) yang ditetapkan oleh Bank Indonesia. 2. Anggota DPS Bank OCBC NISP merupakan para profesional yang memiliki kompetensi dan pengetahuan serta pengalaman di bidang syariah mu’amalah dan pengetahuan di bidang perbankan dan/atau keuangan secara umum. 3. Anggota DPS Bank OCBC NISP memiliki reputasi keuangan yang baik, paling kurang mencakup : a. Tidak termasuk dalam daftar kredit macet. b. Tidak pernah dinyatakan pailit atau menjadi pemegang saham, anggota Dewan Komisaris, atau anggota Direksi suatu perseroan dan/atau anggota pengurus suatu badan usaha yang dinyatakan bersalah menyebabkan suatu perseroan dan/atau badan usaha dinyatakan pailit, dalam waktu 5 (lima) tahun terakhir sebelum dicalonkan. 4. Anggota DPS Bank OCBC NISP merangkap jabatan sebagai anggota DPS pada lembaga keuangan syariah lain tidak lebih dari 4 (empat) lembaga keuangan syariah lain. Berikut ini adalah jabatan rangkap yang dijabat oleh DPS Bank OCBC NISP yaitu: 1.

Dr. Muhammad Anwar Ibrahim : • BII (Unit Usaha Syariah) • Bank OCBC NISP (Unit Usaha Syariah) 2. Mohammad Bagus Teguh Perwira, Lc, MA • CitiBank Custodian • Bank OCBC NISP (Unit Usaha Syariah) • Schroder Invesment Management Indonesia (Reksadana Syariah) 5. Anggota DPS Bank OCBC NISP tidak merangkap jabatan sebagai konsultan di seluruh BUS dan/atau UUS

136

Number, Composition and Independency of the Sharia Supervisory Board


c. Possession of commitment for development of sound and sustainable islamic banking; and d. Not being listed in the List of Fit and Proper (List of Disqualified) as regulated in the stipulations concerning the fit and proper test determined by Bank Indonesia. 2. Members of Bank OCBC NISP’s Sharia Supervisory Board are competent professionals, possessing the required level of knowledge or experience in the field of Sharia mu’amalah as well as general knowledge of banking and/or finance. 3. Members of Bank OCBC NISP’s Sharia Supervisory Board have a good financial reputation, at least covers: a. Not being included in the list of non performing credits. b. Never having been declared as having been bankrupt or being a shareholder, member of Board of Commissioners, or member of Board of Directors and/or member of management of a business entity which has been declared guilty in causing a company and/or business entity to become bankrupt in at least 5 (five) years prior to nomination. 4. The members of Bank OCBC NISP’s Sharia Supervisory Board concurrently hold a position as a member of the Sharia Supervisory Board of another Sharia financial institution but not in more than 4 (four) other Sharia financial institutions. The following lists the concurrent positions held by members of Bank OCBC NISP’s Sharia Supervisory Board: 1. Dr. Muhammad Anwar Ibrahim • BII (Sharia Business Unit) • Bank OCBC NISP (Sharia Business Unit) 2. Mohammad Bagus Teguh Perwira, Lc, MA • CitiBank Custodian • OCBC NISP (Sharia Business Unit) • Schroder Invesment Management Indonesia (Sharia Mutual Fund) 5. Members of Bank OCBC NISP’s Sharia Supervisory Board do not concurrently hold positions as consultant in any Sharia Commercial Bank (BUS) and/or Sharia Business Unit


Masa Jabatan 1.

Rapat Umum Pemegang Saham Tahunan Bank OCBC NISP pada tanggal 22 Mei 2012, menyetujui mengangkat kembali Dewan Pengawas Syariah: Dr. Muhammad Anwar Ibrahim sebagai Ketua dan Mohammad Bagus Teguh Perwira, Lc, MA sebagai Anggota. Pengangkatan tersebut berlaku sejak ditutupnya RUPST tahun 2012 sampai dengan ditutupnya RUPST tahun 2013.

Term of Office 1.

Bank OCBC NISP’s Annual General Meeting of Shareholders on May 22, 2012 has agreed to reappoint the Sharia Supervisory Board: Dr. Muhammad Anwar Ibrahim as Chairman and Mohammad Bagus Teguh Perwira, Lc, MA as Member. The reappointment shall take effect immediately starting from the closing of AGMS until the closing of AGMS for the year 2013.

2.

Masa Jabatan masing-masing Anggota DPS adalah sebagai berikut:

2.

The term of office of the respective members of the Sharia Supervisory Board is as follows:

No 1

2

Nama Name

Dr. Muhammad Anwar Ibrahim

Mohammad Bagus Teguh Perwira, Lc, MA

Jabatan

Persetujuan BI

Ketua DPS

Mulai tanggal 14 September 2009

Mulai tanggal 1 Oktober 2009, dan pengangkatan kembali terakhir pada tanggal 22 Mei 2012

Pada saat ditutupnya RUPS tahunan berikutnya serta dapat diangkat kembali

Chairman of the Syariah Supervisory Board

Effective from September 14, 2009

Effective from October 1, 2009 and reappointed on May 22, 2012

Term ends or can be reappointed at the conclusion of the following AGM

Anggota DPS

Mulai tanggal 14 September 2009

Mulai tanggal 1 Oktober 2009, dan pengangkatan kembali terakhir pada tanggal 22 Mei 2012

Pada saat ditutupnya RUPS tahunan berikutnya serta dapat diangkat kembali

Member of the Syariah Supervisory Board

Effective from September 14, 2009

Effective from October 1, 2009 and reappointed on May 22, 2012

Term ends or can be reappointed at the conclusion of the following AGM

Position

RUPS

BI Approval

GMS

Tugas dan Tanggung Jawab Dewan Pengawas Syariah Dewan Pengawas Syariah bertugas dan bertanggung jawab memberikan nasihat dan saran kepada Direktur UUS serta mengawasi kegiatan UUS yang dilakukan berdasarkan prinsip syariah agar sesuai dengan prinsip syariah yang berlaku, antara lain meliputi: a. Menilai dan memastikan pemenuhan Prinsip Syariah dalam pedoman operasional dan produk yang dikeluarkan UUS. b. Mengawasi proses pengembangan produk baru UUS sejak awal sampai dengan dikeluarkannya produk tersebut. c. Memberikan opini syariah terhadap produk baru dan/atau pembiayaan yang direstrukturisasi. d. Meminta fatwa kepada Dewan Syariah Nasional untuk produk baru UUS yang belum ada fatwanya. e. Melakukan tinjauan secara berkala atas pemenuhan Prinsip Syariah terhadap mekanisme penghimpunan dana dan penyaluran dana serta pelayanan jasa bank. f. Meminta data dan informasi terkait dengan aspek syariah dari satuan kerja UUS dalam rangka pelaksanaan tugasnya. g. Menyampaikan hasil pengawasan syariah kepada Direksi, Dewan Komisaris, Dewan Syariah Nasional – Majelis Ulama Indonesia dan Bank Indonesia sesuai dengan ketentuan dan perundang-undangan yang berlaku.

Masa Jabatan Term of Office

Duties and Responsibilities of the Sharia Supervisory Board The Sharia Supervisory Board is responsible to provide advice and suggestions to the SBU Director and to oversee the activities of the SBU to ensure compliance with prevailing Sharia principles, including the following: a. Evaluate and ensure the fulfillment of Sharia Principles in terms of the operational and product guidelines issued by the Sharia Business Unit. b. Oversee the development process for the SBU’s new products from the initial stage and up to its launching. c. Provide Sharia opinion on new products and/or restructured financing. d. Request for a an edict from the Sharia National Council for SBU’s new products that have not received a edict. e. Periodically review the level of compliance towards Sharia Principles of the funding and financing mechanism as well as banking services. f. Request, in the course of its work, for data and information pertaining to Sharia aspects from the SBU. g. Provide results of sharia oversight to the Board of Directors, Board of Commissioners, Sharia National Council – Indonesian Council of Ulamas, and Bank Indonesia in accordance with prevailing rules and regulations.


137


Selama tahun 2012, DPS Bank OCBC NISP telah melakukan pengawasan dan memberikan nasihat, saran dan opini, terhadap produk dan kegiatan UUS agar senantiasa sesuai dengan prinsip Syariah, yang tercermin dari beberapa rangkaian Rapat Dewan Pengawas Syariah di bawah ini.

Throughout 2012, by way of a series of meetings as described below, Bank OCBC NISP’s Sharia Supervisory Board has carried out its duties in supervising and providing advise, suggestions and opinions regarding the SBU’s products and activities so as to ensure that they are in accordance with Sharia principles.

Rapat Dewan Pengawas Syariah

Meeting of the Sharia Supervisory Board

Hasil dan Keputusan Penting Rapat Dewan Pengawas Syariah: 1. Hingga bulan Desember 2012 telah diluncurkan: a. Produk Dana Pihak Ketiga adalah Tabungan Tanda iB, Tanda iB Target Savings, Tabunganku iB, Giro iB yang keseluruhannya menggunakan akad Wadiah serta Deposito iB dan Taka iB yang menggunakan akad Mudharabah. b. Produk Pembiayaan adalah KPR iB Secondary dengan akad Musyarakah Mutanaqisah dan KPR iB Primary dan

Sharia Supervisory Board resolotions and Important decisions are as follows: 1. Products launched up to December 2012: a. Third party fund products are Tabungan Tanda iB, Tanda iB Target Savings, Tabunganku iB, Giro iB, all of which are based on Wadiah covenant (akad), as well as Deposito iB (time deposit) and Taka iB based on the Mudharabah covenant

Laporan Hasil Pengawasan Dewan Pengawas Syariah Dewan Pengawas Syariah wajib menyampaikan Laporan Hasil Pengawasan Dewan Pengawas Syariah secara semesteran. Bank OCBC NISP telah menyampaikan laporan hasil pengawasan Dewan Pengawas Syariah semester II tahun 2012 kepada Bank Indonesia. Hasil Pengawasan Dewan Pengawas Syariah Bank OCBC NISP antara lain:

Supervision Report of the Sharia Supervisory Board The Sharia Supervisory Board is required to submit semi-annual Supervision Report of the Sharia Supervisory Board. Bank OCBC NISP has submitted the Supervisory Report of Sharia Supervisory Board for the second-half of 2012 to Bank Indonesia. The results of supervision of the Sharia Supervisory Board of Bank OCBC NISP includes:

Pada Semester II tahun 2012, DPS melaporkan: 1. Laporan pelaksanaan atas kesesuaian produk dan jasa Bank dengan fatwa Dewan Syariah Nasional – Majelis Ulama Indonesia. • Adanya kesesuaian produk dan jasa Bank dengan fatwa DSN-MUI untuk kegiatan pembiayaan (KPR iB), penghimpunan dana pihak ketiga (Tabungan iB, Giro iB dan Deposito iB), kegiatan Treasury (SUKUK Ritel Pemerintah, dan FASBIS) dan pelayanan jasa perbankan (Transfer, pemindahbukuan dan Electronic Banking). • Tidak terdapat produk dan jasa yang dilakukan bank yang tidak/belum diatur dalam fatwa DSN-MUI.

In the second half of 2012, the Sharia Supervisory Board reported the following: 1. Implementation report on the conformity of products and services with the edicts of the Sharia National Council – Majelis Ulama Indonesia (DSN-MUI). • The Bank’s products and services conformed with the edicts of DSN-MUI in terms of financing (KPR iB), funding (Tabungan iB, Giro iB and Deposito iB), Treasury (in the form of Government Retail SUKUK, and FASBIS) and banking services (fund transfer, account transfers and Electronic Banking). • There were no products and services provided by the Bank that were/have not been regulated by edicts of the DSNMUI.

Rapat Dewan Pengawas Syariah wajib diselenggarakan paling kurang 1 (satu) kali dalam 1 (satu) bulan. Sejak Januari - Desember tahun 2012, telah diselenggarakan 15 (lima belas) kali rapat DPS yang dihadiri secara fisik dan belum pernah melalui teleconference.

Secondary dengan Akad Murabahah. c. Produk Treasury adalah pembelian surat berharga (Sukuk Ritel Pemerintah), penempatan pada Bank Indonesia dan penempatan pada Bank lain. d. Produk Jasa yang telah ada adalahTransfer,Pemindahbukuan dan Electronic Banking (internet banking, phone banking, electronic data capture dan anjungan tunai mandiri). 2. Produk-produk yang diluncurkan telah sesuai dengan Fatwa Dewan Syariah Nasional – Majelis Ulama Indonesia.

138


Meetings of the Sharia Supervisory Board are convened at least once a month. Since January - December of 2012, the Sharia Supervisory Board convened 15 (fifteen) meetings. All meetings were attended in person by members of the Board and were never conducted via teleconference.

b. Financing products are KPR iB Secondary with Musyarakah Mutanaqisah covenant and KPR iB Primary and Secondary with Murabahah covenant. c. Treasury products are the purchase of securities (Government Retail Sukuk), and placement in Bank Indonesia as well as in other banks. d. Services currently offered are Transfers, Overbooking and Electronic Banking (internet banking, phone banking, electronic data capture and automated teller machine). 2. Products that were launched are in accordance with the edicts of the Sharia National Council.


2.

3.

Pengawasan terhadap kegiatan Bank dari 236 (dua ratus tiga puluh enam) sample yang diberikan, tidak terdapat kegiatan yang dilakukan Bank yang belum/tidak sesuai dengan SOP Bank. Opini Dewan Pengawas Syariah secara keseluruhan atas pelaksanaan operasional Bank dalam laporan publikasi Bank untuk periode 1 Juli 2012 sampai dengan 31 Desember 2012 sesuai dengan ketentuan syariah.

2.

3.

Based on supervision of the Bank’s activities on 236 (two hundred thirty six) samples provided, there was no Bank activity that has/was not consistent to the Bank’s SOP. Overall Sharia Supervisory Board’s opinion on Bank’s operations in the published reports for the period of July 1 2012 and up to December 31, 2012 in accordance with Sharia regulations.

Kesimpulan bahwa: 1) Tidak ditemukan laporan atau informasi dan bagian yang menunjukkan kelemahan pelaksanaan kegiatan pembiayaan, penghimpunan dana, pelayanan jasa dan treasury terhadap pemenuhan prinsip syariah kecuali catatan pada poin b diatas. 2) Tidak ada indikasi ketidaksesuaian pelaksanaan terhadap pemenuhan prinsip syariah atas kegiatan pembiayaan, penghimpunan dana, pelayanan jasa dan treasury. 3) Kegiatan pembiayaan telah dilakukan sesuai prinsip syariah yaitu menggunakan akad musyarakah mutanaqisah dan ijarah. 4) Kegiatan penghimpunan dana telah dilakukan sesuai prinsip syariah yaitu menggunakan akad wadiah dan mudharabah mutlaqah. 5) Kegiatan pelayanan jasa telah dilakukan sesuai prinsip syariah. 6) Kegiatan Treasury telah dilakukan sesuai prinsip syariah yaitu

Concludes that: 1) There were no reports or information and part that showed implementation weaknesses for financing, funding, services and treasury activities towards conformity with the Sharia principles, with the exception of note in point b above. 2) There was no indication of incompatibility in terms of the implementation that conforms to Sharia principles for financing, funding, services and treasury activities. 3) Financing activities were carried out in accordance with Sharia principles that used the covenants of musyarakah mutanaqisah and ijarah. 4) Funding activities conformed to Sharia principles through the application of wadiah and mudharabah mutlaqah covenants. 5) Service activities were carried out in accordance with Sharia principles. 6) Treasury activities conformed to Sharia principles that applied the mudharabah and Ijarah covenants and Lease back.

Prosedur penetapan dan besarnya remunerasi Dewan Pengawas Syariah DPS menerima remunerasi tetap dan tidak tetap yang terdiri dari gaji/honorarium dan tunjangan atas jasanya kepada Bank. Rumusan remunerasi tersebut dihasilkan melalui pembahasan yang dilakukan oleh Komite Nominasi dan Remunerasi yang selanjutnya diajukan kepada Dewan Komisaris. Paket remunerasi Dewan Pengawas Syariah pada 22 Mei 2012, adalah sebagai berikut:

Procedures for determining and amount of remuneration for the Sharia Supervisory Board

menggunakan akad mudharabah, ijarah dan lease back.

The Sharia Supervisory Board receives fixed and non-fixed remuneration that comprise of salary and allowances for services rendered to the Bank. Remuneration is formulated through discussions in the Nomination and Remuneration Committee that subsequently submits its recommendation to the Board of Commissioners. As of May 22, 2012 the Sharia Supervisory Board’s remuneration package is as follows:

Jumlah yang diterima dalam 1 Tahun / The amount received in 1 (one) year Sharia Superisory Board Jenis Remunerasi dan Fasilitas lain Remunerasi (gaji,bonus, tunjangan rutin dan fasilitas

Orang

Jumlah (Rp Juta)

Person

Total (Rp Million)

2

468

lainnya)

Type of remuneration and Other facilities Remuneration (salary, bonus, other routine allowance and other facilities) Other facilities (housing, transportation, insurance,

Fasilitas lain seperti perumahan, transportasi, asuransi,

health, etc):

kesehatan,dll: 0

a. could be obtained

0

0

b. could not be obtained

2

468

a.Yang dapat dimiliki

-

b.Yang tidak dapat dimiliki Jumlah

Total


139


Jumlah DPS


Type of Remuneration and Other Facilities

Total Sharia Supervisory Board

>Rp 2 Miliar

0

>Rp 2 Billion


0

Rp 1 Billion up to Rp 2 Billion


0

Rp 500 Million up to Rp 1 Billion

2

Daftar Konsultan UUS Pada tahun 2012, UUS tidak menggunakan konsultan untuk aktivitasnya. UUS pernah menggunakan konsultan pada tahun 2010 untuk meluncurkan produk Pembiayaan KPR iB Secondary dengan akad Musyarakah Mutanaqisah maka UUS menggunakan jasa konsultan hukum Bratajaya & Assosiates yang membantu merevisi atas draft akad yang akan digunakan untuk setiap pengikatan Pembiayaan. Tetapi pada perkembangan selanjutnya revisi akad dilakukan oleh in house legal dan dibantu oleh Divisi Corporate Legal.

List Of Consultants For The Sharia Business Unit In 2012, SBU did not contract a consultant for its business. To facilitate the launch of KPR iB Secondary (housing loan product) with the Musyarakah Mutanaqisah covenant in 2010, the SBU used the legal consulting services of Bratajaya & Associates to assist in revising the draft covenant that is to be applied for the financing. However, in the course of development, covenant revision was completed by in house legal and assisted by Corporate Legal Division.

Internal Fraud Dari awal terbentuknya UUS hingga 31 Desember 2012 tidak ada kasus fraud terjadi di UUS.

Internal Fraud Since its formation and up to December 31, 2012, no cases of fraud have taken place within the SBU Jumlah Kasus Yang Dilakukan Oleh

Internal Fraud Dalam 1 Tahun

Dewan Komisaris/Direksi

Internal Fraud case in 1 year

BOD/BOC

Total Fraud

Total Cases caused by Pegawai Tetap

Pegawai Tidak Tetap

Permanent Employees

Non Permanent Employees

Th. Sebelumnya

Th. Berjalan

Th. Sebelumnya

Th. Berjalan

Th. Sebelumnya

Th. Berjalan

Previous Year

Current Year

Previous Year

Current Year

Previous Year

Current Year

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Total Fraud Case Telah diselesaikan Resolved Dalam proses penyelesaian di internal Bank In the process of resolution internally within the Bank Belum diupayakan penyelesaiannya Resolution have not been carried out Telah ditindaklanjuti melalui proses hukum Pursued legal process

Perkara Hukum UUS Sampai dengan 31 Desember 2012, tidak terdapat kasus atau perkara hukum perdata dan pidana di lingkungan UUS Bank OCBC NISP.

Legal Cases Involving the Sharia Business Unit (SBU) There were no cases or legal issues involving Bank OCBC NISP’s SBU as at the end of December 31, 2012.

Permasalahan Hukum

Perdata

Pidana

Legal Cases

Civil

Criminal

-

-

-

-

-

-

Telah selesai (telah mempunyai kekuatan hukum yang tetap) Resolved (with firm legal basis) Dalam proses penyelesaian In the process of resolution TOTAL

140



Penyaluran Dana dari UUS untuk Kegiatan Sosial Dari awal terbentuknya UUS hingga 31 Desember 2012 terdapat penyaluran dana sebesar Rp 10.000.000,- yang sumber dananya dari UUS dan dana kebajikan. Penyaluran dana tersebut melalui kegiatan sosial yang dikoordinir oleh Departemen Perbankan Syariah Bank Indonesia yang pelaksanaannya bersamaan dengan kegiatan iB Vaganza pada tanggal 17, 18 dan 19 Desember 2012.

Allocation of Funds for Social Activities by the Sharia Business Unit Since the SBU’s formation and up to December 31, 2012 total funds allocated in the amount of Rp 10,000,000.- was sourced from the SBU and dana kebajikan. Funds allocation was made for social activities, which were under the coordination of Bank Indonesia’s Sharia Banks Department and implemented simultaneously with the event iB Vaganza held on December 17 – 19, 2012.

Pendapatan Non Halal dan Penggunaannya Dalam pelaksanaan kegiatan UUS sampai dengan 31 Desember 2012 tidak terdapat pendapatan Non Halal.

Non Halal Earnings and Use Throughout its activities, up to December 31, 2012, the SBU did not have any Non Halal earnings.

Penyaluran Dana Kepada Nasabah Pembiayaan Inti Dan Penyimpanan Dana Oleh Deposan Inti Sepanjang tahun 2012 UUS telah menyampaikan laporan tentang 10 Deposan Inti dan 10 Nasabah Pembiayaan Inti kepada Bank Indonesia. Transparansi Kondisi Keuangan dan Non Keuangan Uus UUS telah menyajikan dan mengumumkan Laporan Keuangan Publikasi Triwulanan, di surat kabar nasional dan menyampaikannya ke Bank Indonesia.

Financing for Prime Customers and Funding by Prime Depositors

Self Assessment Gcg Unit Usaha Syariah Pada tahun 2012, UUS telah menyelenggarakan self assessment Good Corporate Governance (GCG). Self assesment yang dilakukan mengacu kepada ketentuan Bank Indonesia tentang Pelaksanaan Good Corporate Governanvce bagi Bank Umum Syariah dan Unit Usaha Syariah dimana diatur dalam PBI No. 11/33/PBI/2009 tanggal 7 Desember 2009 dan SEBI No. 12/13/DPbS tanggal 30 April 2010.

GCG Self-Assessment of the Sharia Business Unit In 2012, Bank OCBC NISP’s Sharia Business Unit carried out a Good Corporate Governance (GCG) self-assessment. The Self Assessment was made on the basis of Bank Indonesia regulations concerning Good Corporate Governance for Commercial Sharia Banks and Sharia Business Units as specified in BI Regulation No.11/33/ PBI/2009 dated December 7, 2009 and BI Circular Letter No.12/13/ DPbS dated April 30, 2010.

Dalam kegiatan self assessment tersebut, dilakukan pemeringkatan dalam penilaian terhadap pelaksanaan penerapan Tata Kelola Perusahaan UUS Bank OCBC NISP dengan didasarkan pada hasil perbandingan antara kinerja penerapan Tata Kelola Perusahaan di Bank OCBC NISP dengan kriteria minimal penerapan yang ditentukan oleh Bank Indonesia.

In the self-assessment, the implementation of GCG at Bank OCBC NISP’s SBU is ranked and evaluated by comparing the performance of GCG implementation with the minimum criteria for GCG implementation as set by Bank Indonesia.

Penilaian terhadap pelaksanaan GCG bagi UUS Bank OCBC NISP diwujudkan dan difokuskan dalam 5 (lima) Faktor yang terdiri dari: a. Pelaksanaan tugas dan tanggung jawab Direktur UUS. b. Pelaksanaan tugas dan tanggung jawab Dewan Pengawas Syariah. c. Pelaksanaan Prinsip Syariah dalam kegiatan penghimpunan dana dan penyaluran dana serta pelayanan jasa. d. Penyaluran dana kepada nasabah pembiayaan inti dan penyimpanan dana oleh deposan inti. e. Transparansi kondisi keuangan dan non keuangan UUS, laporan pelaksanaan GCG serta pelaporan internal.

For Bank OCBC NISP’s SBU, the GCG assessment focuses on 5 (five) factors, which comprise of the following:

Throughout 2012, the SBU has submitted report concerning 10 prime depositors and 10 prime financing customers to Bank Indonesia Transparency of the SBU’s Financial and Non Financial Conditions The SBU has presented and published its Quarterly Financial Statements Publication in national newspapers and submitted such reports to Bank Indonesia.

a. Implementation of the duties and responsibilities of the SBU Director. b. Implementation of the duties and responsibilities of the Sharia Supervisory Board. c. Application of Sharia Principles in funding and financing activities as well as in banking services. d. Financing to prime customers and funding by prime depositors. e. Transparency of the SBU’s financial and non-financial conditions, GCG implementation report, and internal reporting.


141


Kesimpulan Umum Hasil Self Assessment GCG Unit Usaha Syariah Berdasarkan penilaian pada Self Assessment GCG yang merupakan perbandingan antara kinerja penerapan Tata Kelola Perusahaan di UUS Bank OCBC NISP dengan kriteria minimal penerapan Tata Kelola Perusahaan yang ditentukan oleh Bank Indonesia, maka dapat dilaporkan sebagai berikut:

No.

1

Aspek yang Dinilai Aspect Evaluated

Pelaksanaan tugas dan tanggung jawab Direktur UUS

Bobot Weight

Peringkat Rank

Nilai Score

35.00%

1

20.00%

Catatan

Notes

0.35

Direktur UUS sangat memperhatikan pengelolaan UUS berdasarkan prinsip kehati-hatian dan prinsip perbankan Syariah, serta selalu menindaklanjuti rekomendasi dari hasil pengawasan DPS, dan selalu siap dengan data dan informasi terkait dengan pemenuhan Prinsip Syariah yang akurat, relevan dan tepat waktu kepada DPS

The SBU Director pays close attention to ensure that the SBU management is based on the prudent and Sharia banking principles as well as constantly following up recommendations made by the Sharia Supervisory Board. The SBU Director is always ready to provide data and information to the Sharia Supervisory Board so as to ensure accurate, relevant and timely fulfillment of Sharia principles.

1

0.20

DPS telah memenuhi kecukupan komposisi, kriteria serta independent. Pelaksanaan tugas dan tanggung jawab serta penyelenggaraan rapat telah sesuai dengan ketentuan. DPS telah transparan atas rangkap jabatan serta tidak memanfaatkan UUS untuk kepentingan pribadi

The Sharia Supervisory Board has conformed the composition, criteria, as well as independence. The implementation of the duties and responsibilities as well as convening of meetings has conformed to the regulations. The Sharia Supervisory Board is transparent in respect to concurrent positions as well as free of conflict of interest.

10.00%

1

0.10

UUS telah memenuhi Prinsip Syariah dalam produk UUS, kegiatan penghimpunan dana, penyaluran dana dan pelayanan jasa,

The SBU’s products, funding and financing activities as well as services have conformed to Sharia principles

10.00%

1

0.10

UUS telah menerapkan prinsip kehatihatian serta memiliki kebijakan dan prosedur yang terkini atas penyaluran dana kepada Nasabah Inti dan penyimpanan dana oleh Deposan inti.

The SBU has applied prudent principles and has updated the policy procedure for financing to prime customers and funding by prime depositors.

25.00%

1

0.25

Transparansi kondisi keuangan dan non keuangan, laporan pelaksanaan GCG dan pelaporan internal telah sesuai dengan ketentuan

Transparency of financial and non-financial conditions, GCG implementation report and internal reporting have conformed to regulations.

1.00

Sangat Baik

Excellent

Duties & Responsibilities of the SBU Director

2

Pelaksanaan tugas dan tanggung jawab Dewan Pengawas Syariah Implementation of the Duties & Responsibilities of the Syariah Supervisory Board

3

Pelaksanaan prinsip syariah dalam kegiatan penghimpunan dana dan penyaluran dana serta pelayanan jasa

Overview of the Results of the Sharia Business Unit’s GCG SelfAssessment Based on the evaluation of the GCG Self-Assessment, which represents a comparison between the performance of Bank OCBC NISP’s SBU GCG implementation with the minimum criteria set by Bank Indonesia, we therefore report the following:

Implementation of the sharia principles for funding and disbursements as well as services

4

Penyaluran dana kepada nasabah pembiayaan inti dan penyimpanan dana oleh deposan inti Financing to prime customers and funding by prime depositors

5

Transparansi kondisi keuangan dan non keuangan, laporan pelaksanaan GCG dan pelaporan internal Transparency of financial and non financial conditions, GCG implementation report and internal report

Nilai Komposit Composite Score

142


100.00%


Nilai Komposit

Predikat Komposit

Nilai < 1.5

Sangat Baik

1.5 ≤ Nilai Komposit <2.5

Baik

2.5 ≤ Nilai Komposit < 3.5

Cukup Baik

3.5 ≤ Nilai Komposit < 4.5

Kurang Baik

4.5 ≤ Nilai Komposit < 5

Tidak Baik

Composite Score

Composite Value

Excellent

Score < 1.5

Good

1.5 ≤ Composite Score <2.5

Fairly Good


Sub Standard


Poor

4.5 ≤ Composite Score < 5

Nilai Komposit dan Predikat

Composite Score and Predicate

Kelemahan dan Penyebab

Weaknesses and Causes

Kekuatan Pelaksanaan Good Corporate Governance

Strength in Implementing Good Corporate Governance

Tindak lanjut

Follow Up

Dengan hormat,

Respectfully,

Pramukti Surjaudaja Presiden Komisaris Chairman

Parwati Surjaudaja Presiden Direktur & CEO President Direktur & CEO

Hasil self assessment GCG tahun 2012 menunjukkan bahwa penerapan GCG UUS Bank OCBC mencapai peringkat 1,16 dengan kategori Sangat Baik.

Hasil self assessment GCG tahun 2012 menunjukkan bahwa tidak terdapat kelemahan signifikan dalam penerapan GCG di Unit Usaha Syariah Bank OCBC NISP.

Peran aktif Direktur UUS dan Dewan Pengawas Syariah dalam memastikan pemenuhan prinsip syariah dalam kegiatan usahanya serta komitmen seluruh pihak dalam organisasi UUS dan unit terkait, maka pelaksanaan GCG di UUS Bank OCBC NISP, dapat dilaksanakan sesuai dengan peraturan, perundang-undangan yang berlaku dengan menjunjung tinggi prinsip-prinsip syariah.

Sejalan dengan pengembangan usahanya, UUS Bank OCBC NISP akan tetap berkomitmen dalam penerapan tata kelola perusahaan serta melakukan penyempurnaan yang berkesinambungan atas pelaksanaan setiap aspek GCG demi kemapanan jangka panjang (sustainability) tata kelola.

The results of the 2012 GCG self-assessment showed that the GCG implementation within Bank OCBC NISP’s SBU achieved a score of 1.16 with a citation of Very Good.

The results of the 2012 GCG self-assessment showed that there were no significant weaknesses with the implementation of GCG at Bank OCBC NISP’s Sharia Business Unit.

With the active role of the SBU Director and the Sharia Supervisory Board in ensuring that Sharia principles are fulfilled as regards business activities, as well as the commitment of all parties within the organization and related units, the implementation of GCG at Bank OCBC NISP’s SBU has been carried out in accordance with prevailing rules and regulations as well as in strict adherence to Sharia principles.

In line with its business growth, Bank OCBC NISP’s SBU remains committed to implement good corporate governance as well as seek to continuously enhance the implementation of GCG in all its aspects to ensure long term sustainability.


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Tanggung Jawab SoSial PeRuSahaan

Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility

Corporate Social Responsibility

Sejahtera Bersama Kebahagiaan kami rasakan ketika keberhasilan yang dicapai dapat dirasakan oleh masyarakat dan komunitas, serta memberikan solusi jangka panjang dan berkelanjutan bagi masalahmasalah sosial. Prospering Together Our deepest happiness is in sharing our successes with people in the community, and in participating to provide long-term and sustainable solutions to social issues.

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Sebagai bagian dari masyarakat, Bank OCBC NISP memiliki kepedulian dan tanggung jawab sosial untuk senantiasa memberi makna dan nilai tambah bagi kesejahteraan masyarakat. Kepedulian terhadap tanggung jawab sosial ini sudah menjadi nilai luhur yang telah berakar dari para pendiri dan karyawan kami.

As part of the community, Bank OCBC NISP cares and exercises social responsibility to consistently provide contribution and value to the society at large. Attention to social responsibility has become a virtue that has been instilled into the Bank’s founders and employees today.

Dalam pelaksanaan tanggung jawab sosial, Bank OCBC NISP juga memberi kesempatan kepada karyawan untuk berperan aktif dalam setiap program Corporate Social Responsibility (CSR) dan berinteraksi langsung dengan masyarakat. Sehingga setiap karyawan tidak hanya menjadi bagian dari perusahaan tapi juga bagian dari masyarakat yang tidak terpisahkan.

In the implementation of social responsibility, Bank OCBC NISP provides much opportunity for employees to actively participate in Corporate Social Responsibility (CSR) programs and to interact directly with the (surrounding) community. Therefore, every employee is not merely a part of the company but also an integral part of the community.

Sejalan dengan visi Bank OCBC NISP untuk menjadi Bank pilihan dengan standar dunia yang diakui kepeduliannya dan terpercaya, serta misi Bank sebagai warga korporat yang mampu bertumbuh kembang bersama masyarakat secara berkelanjutan, hal-hal yang melandasi spirit CSR yaitu: - Bermitra dengan setiap stakeholder dengan prinsip kesetaraan - Bernilai tambah dalam setiap program dan kegiatan pemberdayaan masyarakat demi terciptanya kemandirian. - Berkesinambungan dalam memberikan manfaat bagi para stakeholder yang tidak hanya dirasakan sesaat namun jangka panjang.

In line with the vision of Bank OCBC NISP to be the bank of choice with world-class standards recognized for its care and trustworthiness, as well as its mission as a corporate citizen who can grow together continuously with the society, hence the underlying spirit of CSR are: - Partnering with every stakeholder based on equality - Value-added in all programs and activities to empower the community toward being independent. - Sustainable in delivering benefits to stakeholders, to be felt not only for a moment but over the long-term.

Bank OCBC NISP senantiasa berupaya melakukan program CSR sesuai dengan kondisi dan kebutuhan masyarakat.

We continuously seek to promote CSR programs that are suitable to the conditions and needs of the community.

Oleh karena Bank OCBC NISP memandang bahwa pendidikan memiliki peranan penting sebagai landasan dan kunci dari proses mensejahterakan masyarakat,maka pendidikan tetap menjadi fokus utama CSR, tanpa mengabaikan bidang pelestarian lingkungan hidup, K3 (Ketenagakerjaan, Kesehatan dan Keselamatan Kerja), serta pengembangan sosial dan kemasyarakatan.

Bank OCBC NISP believes that education plays a critical role as the foundation and key factor to the general social welfare. Therefore, education will remain as the primary focus of our CSR activities, without forsaking other programs in and environmental preservation, K3 (Manpower Occupational Health and Safety) as well as community development.

KEGIATAN PELESTARIAN LINGKUNGAN HIDUP Komitmen Bank OCBC NISP untuk bertumbuh kembang bersama masyarakat, senantiasa diwujudkan dalam berbagai lingkup kegiatan Corporate Social Responsibility (CSR). Salah satunya dalam bidang lingkungan hidup yaitu melalui program Go Green bertajuk “Cintai Lingkungan, Ciptakan Kemandirian”. Kegiatan ini sekaligus sebagai salah satu program mendukung penjualan Obligasi Ritel Indonesia (ORI) 009 yang bertema “Investasi Hijau Bagi Negeri”. Dalam kegiatan ini, Bank OCBC NISP bekerja sama dengan Yayasan Kampus Diakonia Modern (KDM), sebuah organisasi sosial yang memfokuskan pada pengembangan karakter anak-anak jalanan.

ENVIRONMENTAL PRESERVATION PROGRAMS Bank OCBC NISP’s commitment to grow with the community is consistently manifested in various forms of Corporate Social Responsibility (CSR) activities. Among them is environmental programs, including the Go Green program called “Love the Environment, Create Independence”. This activity concurrently served as a program that supports ORI 009 sales named “Green Investment for the Country”. For this activity, Bank OCBC NISP collaborated with Kampus Diakonia Modern (KDM) Foundation, a social organization that focuses on developing street children.

Program Go Green Internal Tak dapat dipungkiri bahwa kita adalah kontributor sampah bagi negeri ini. Hampir setiap aktivitas kita, baik di rumah, kantor maupun di tempat hiburan pada akhirnya menghasilkan sampah. Walaupun pada awalnya sampah hanya berupa onggokan, namun dalam waktu singkat, akan berubah menjadi gunung sampah yang sangat mengerikan.

Internal Go Green Program It is undeniable that we are a contributor to the nation’s trash. Nearly all of our activities – at home, in the office and other places of entertainment – produce waste. While initially our trash takes the form of a bit of litter, within a short time, its accumulation will transform into a horrible mountain of trash.


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Kegiatan CSR dalam bidang lingkungan hidup yang melibatkan karyawan Bank OCBC NISP untuk membuat berbagai produk kreasi daur ulang dalam Workshop Recycle. CSR activities in environment preservation seek active involvement of Bank OCBC NISP’s employees in making recycled products in the Recycle Workshop.

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Peduli akan dampak sampah yang buruk bagi bumi dan generasi penerus kita, Bank OCBC NISP menggalakkan kembali konsep 3R (Reduce-Reuse-Recycle). Berbagai inisiatif Go Green yang telah dilakukan, seperti mengurangi sampah kertas dengan menerapkan scan email dokumen, mengurangi penggunaan air minumdalam kemasan, mengurangi penggunaan listrik dengan mematikan power listrik peralatan kantor bila sudah tidak digunakan, menggunakan kertas bolak-balik untuk dokumen tertentu sebagai salah satu inisiatif reuse dan memilah sampah organik dan non organik dalam rangka recycle, terus menerus dilakukan di Bank OCBC NISP.

Acting on concern for the impact of waste to the future of the earth and our younger generation, Bank OCBC NISP aggressively promotes

Program Go Green internal Bank OCBC NISP tahun ini dikonsentrasikan dan dilaksanakan di Kantor Pusat - Jakarta, sebagai kantor yang memiliki jumlah karyawan terbanyak dengan fokus utama pada program inisiatif recycle.

Bank OCBC NISP’s internal Go Green Program for 2012 is concentrated and held at the Head Office - Jakarta, as the Bank location with the highest number of employees, through programs that are primarily focused on recycling efforts.

Seluruh karyawan diajak mengumpulkan sampah plastik seperti botol dan tutup botol plastik atau beling, wadah bekas deterjen atau sabun mandi, sachet kopi, compact disc bekas dan sebagainya. Setiap karyawan dapat membawa sampah dari rumah atau dari aktivitas sehari-hari di kantor, selama periode tertentu.

All employees are encouraged to collect plastic waste, such as plastic or glass bottles and caps, detergent or soap containers, coffee packets, used compact discs and others. Each employee can bring trash from home or their day-to-day activities in the office, during a designated period of time for trash collection.

Bekerjasama dengan Yayasan KDM, sampah plastik yang terkumpul tersebut akan diolah (recycle) oleh anak-anak KDM menjadi barang-barang yang bermanfaat bahkan bernilai jual.

Through a collaborative program with KDM Foundation, plastic waste that was collected are recycled and processed by KDM foster children to produce various items with resale value.

Untuk lebih memantapkan awareness karyawan agar selalu menerapkan konsep 3R, Bank OCBC NISP secara khusus mengadakan workshop recycle yaitu belajar membuat berbagai produk kreasi daur ulang. Melalui workshop ini, karyawan diajak berpikir kreatif untuk memanfaatkan sampah di lingkungan sekitar yang masih dapat diolah menjadi barang yang berguna.

To increase employee awareness in implementing the 3R programs, Bank OCBC NISP held a special session of recycling workshop designed to share knowledge on making recycled products. With this program, employees are encouraged to think creatively in order to reuse waste in their respective environment into beneficial products.

Program Go Green Eskternal Yayasan Kampus Diakonnia Modern (KDM), sebuah organisasi sosial yang sejak berdirinya di tahun 1972, telah membawa

External Go Green Program Kampus Diakonnia Modern (KDM) Foundation, is a social organization established in 1972, working on fostering street


the concept of 3R (Reduce-Reuse-Recycle). Numerous Go Green initiatives have been launched, including reducing paper waste by implementing email scanned documents, reducing consumption of bottled drinking water, reducing the use of electricity by turning off office equipment when not in use, reuse is the practice of using both sides of a paper document, while sorting is applied for organic and non-organic waste for subsequent recycling.


Kegiatan CSR dalam bidang lingkungan hidup melalui pemberian bantuan peralatan pendukung kreasi daur ulang dan wirausaha jamur. CSR activities in environment preservation by providing equipment to support the production of recycled products and mushroom pr ocessing entrepreneurs.

anak-anak jalanan dari berbagai daerah di Indonesia dan memberikan kesempatan untuk kehidupan yang lebih baik melalui pemberdayaan anak-anak agar menjadi independen, dewasa dan mandiri.

children from various locations throughout Indonesia and providing an entrepreneurial opportunity for a better life by empowering the children to be more mature and independent.

Sementara itu, Bank OCBC NISP yang memiliki misi untuk bertumbuh kembang bersama masyarakat, sangat mendukung berbagai upaya pemberdayaan masyarakat, termasuk anak-anak jalanan di bawah naungan Yayasan KDM.

Meanwhile, Bank OCBC NISP’s corporate mission to grow with the community is consistently manifested in various support and empowerment programs, including for the street children under guidance of KDM Foundation.

Melalui program Corporate Social Responsibility (CSR) Lingkungan bertajuk “Cintai Lingkungan Ciptakan Kemandirian”, Bank OCBC NISP bekerjasama dengan Yayasan KDM, memberikan bantuan bagi anak-anak jalanan berupa pelatihan dan peralatan pendukung untuk membuat berbagai kreasi produk daur ulang yang unik, menarik dan bernilai jual, serta budidaya dan wirausaha jamur. Program ini diharapkan dapat memberikan bekal bagi anak-anak jalanan untuk hidup lebih mandiri di masa depan.

Through a series of Corporate Social Responsibility (CSR) program – Environment under the theme “Love Environment Create Independenc”, the Bank cooperates with KDM Foundation to give support for the street children with training and necessary equipment to process waste materials into products that are unique, attractive and marketable, as well as mushroom-processing business. This program is expected to provide skills with which they can build a more independent livelihood in the future.

TANGGUNG JAWAB KEPADA KONSUMEN Bank OCBC NISP yang senantiasa mengedepankan kepuasan nasabah terhadap produk dan layanannya, oleh karena itu Bank menempatkan tanggung jawab kepada nasabah sebagai salah satu aspek penting dalam kegiatannya. Hal ini ditunjukkan dengan terbentuknya Divisi Customer Experience pada pertengahan tahun 2012.

RESPONSIBILITY TO CONSUMERS Bank OCBC NISP continually prioritizes customer satisfaction of its products and services. Hence, the Bank emphasises responsibility to customers as a critical element of its business. This focus was further strengthened with the formation of the Customer Experience Division in mid-2012.

Bank menggunakan berbagai media komunikasi sehingga nasabah dapat memperoleh informasi yang jelas tentang fitur dan keunggulkan produk dan jasa yang dimiliki. Selain media massa yang memberikan informasi secara umum, setiap informasi produk dan layanan Bank juga tersedia secara rinci di website Bank (www.

The Bank uses various communication channels in order for customers to obtain clear and thorough information on the features and advantages of products and services they currently own. In addition to mass media which provides broad and general information, the Bank also provides detailed and comprehensive product and service information in the Bank’s website (www. ocbcnisp.com).

Untuk membuka komunikasi dua arah yang aktif dengan nasabah sehingga mereka merasa mudah untuk mengajukan pertanyaan,

To facilitate active two-way communication which provides customers with convenience in making suggestions, questions or

ocbcnisp.com).


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memberikan saran, atau menyampaikan keluhan terkait dengan pengalaman perbankan mereka, Bank OCBC NISP menyediakan berbagai channel, antara lain dengan berkunjung ke Customer Service Desk di setiap kantor cabang, menghubungi Call OCBC NISP, menu “Hubungi Kami” pada website perusahaan dan akun social media (facebook dan twitter). Setiap pertanyaan dan saran yang diterima melalui berbagai channel tersebut diatas akan diteruskan kepada pihak terkait untuk ditindaklanjuti.

complaints related to their banking experience, Bank OCBC NISP provides a wide range of channels, including the Customer Service Desk in every branch office, contacting Call OCBC NISP, the “Contact Us”menu in the corporate website and social media accounts (facebook and twitter). Every incoming question and suggestion will be distributed to relevant units for follow up.

Call OCBC NISP merupakan saluran informasi utama yang telah ada sejak tahun 2005. Call OCBC NISP disediakan untuk melayani nasabah dan/atau calon nasabah selama 24 jam sehari dan 7 hari seminggu, serta dapat diakses dari seluruh Indonesia. Dengan menghubungi Call OCBC NISP di nomor telepon 500-999 (dari telepon) atau 66-999 (dari handphone), nasabah dapat mencari informasi tertentu, mengajukan keluhan, serta melakukan berbagai macam transaksi pembayaran dan pengiriman dana.

Call OCBC NISP is the Bank’s main information channel, which was first introduced in 2005. Call OCBC NISP is available to serve customers and/or potential customers nationwide for 24 hours and 7 days a week. By contacting Call OCBC NISP at 500-999 (from a landline telephone) or 66-999 (from a mobile phone), customers can obtain information needed, report complaints, and make various kinds of payment and money transfer transactions.

Sepanjang tahun 2012, Call OCBC NISP telah menerima 1.361.016 telephone masuk.

In 2012, Call OCBC NISP received a total of 1,361,016 incoming calls.

Sementara itu, untuk menjalin komunikasi dua arah dengan pihak eksternal, website Bank OCBC NISP juga dilengkapi dengan menu ”Hubungi Kami (Contact Us)” dimana masyarakat luas dapat menyampaikan saran, pertanyaan maupun keluhan. Sepanjang tahun 2012, Bank telah menerima 2.173 email yang masuk melalui website.

In addition, the Bank also serves two-way communication with external parties through its corporate website with the “Contact Us” menu as the media for public audience to submit suggestions, questions or complaints. In 2012, the Bank received 2,173 incoming email through its website.

Bank juga mengikuti perkembangan teknologi yang semakin pesat serta kebutuhan nasabah untuk dapat dilayani dengan cepat, dengan menyediakan akun social media yaitu facebook fan page Bank OCBC NISP dan twitter @BankOCBCNISP. Melalui media ini, nasabah dapat mengajukan pertanyaan, keluhan atau saran secara online dan petugas khusus social media akan meresponnya secara langsung selama jam kerja, 08.00 – 17.00, hari Senin hingga Jumat (kecuali hari libur nasional).

The Bank also keeps up with high pace of technological advances and the need to quickly serve customer needs by providing social media accounts: facebook fan page Bank OCBC NISP dan twitter @BankOCBCNISP. Through these media, customers are able to ask questions and report complaints and inputs online, and the Bank’s special social media team can provide a direct response during office hours from Monday to Friday at 08.00 – 17.00 (except national holidays).

Sementara itu, Bank memberikan perhatian khusus atas setiap keluhan yang masuk melalui pencatatan sistematis pada Complaint Handling Management (CHM) yang telah ada sejak tahun 2004. Bank OCBC NISP memiliki unit kerja khusus yang mengelola keluhan nasabah, dengan tugas utama memastikan keluhan nasabah tertangani dengan baik dan tepat waktu. Secara umum fungsi pengelolaan keluhan nasabah di Bank OCBC NISP berada pada unit Quality Tracking & Complaint Management (QTCM) di bawah koordinasi Customer Experience Division (CX). Kegiatan dalam unit kerja ini diatur dalam kebijakan dan prosedur Penanganan Keluhan Nasabah, dimana dalam pelaksanaan hariannya telah dibentuk fungsi-fungsi penanganan dan penyelesaian keluhan yang menjamin terselesaikannya keluhan secara efektif.

Further, the Bank focuses particular attention on every complaint received through a systemtic recording process in the Bank’s Complaint Handling Management (CHM), which has been in operation since 2004. Bank OCBC NISP has designated work units to handle customer complaints, with the main responsibility of ensuring that every customer complaint is handled in the most effectively and timely manner. In general, the Bank’s customer complaint management function is run by Quality Tracking & Complaint Management (QTCM) under the coordination of the Customer Experience Division (CX). Activities undertaken by this unit are governed by Customer Complaint Handling policy and procedures, and implementation on a day-to-day basis is operated by functional units, in order to promote proper and effective complaint handling and settlement/resolution.



Proses pengelolaan dan eskalasi pengaduan nasabah meliputi antara lain: • Penerimaan keluhan nasabah yang masuk baik melalui Service Assistant (SA)/Customer Service di Cabang, Call Center atau Media yang kemudian disentralisasi ke dalam sistem Complaint Handling Management (CHM) pada hari yang sama saat keluhan tersebut diterima. • Sistem CHM sesuai dengan tipe keluhan yang diinput, akan secara otomatis membuat email notification di unit kerja terkait yang dapat memberikan solusi/ tanggapan tersebut. Jawaban (solusi) atas investigasi/ penyelesaian keluhan disampaikan kepada nasabah melalui unit Call Center Outbound. • Unit QTCM – CX melakukan monitoring atas keluhan yang telah tercatat di CHM dengan cara memantau penyelesaian pengaduan mengacu pada SLA yang berlaku sesuai PBI. • Melakukan analisa keluhan nasabah secara berkala dan mencari akar permasalahannya agar dapat dilakukan tindakan antisipatif untuk masa mendatang. • Nasabah yang masih belum puas dengan solusi yang telah diberikan, mempunyai hak untuk melanjutkan pengaduan ke lembaga Mediasi Perbankan, sesuai prosedur yang berlaku. • Selama Tahun 2012, Bank mencatat sebanyak 7.175 keluhan nasabah terkait keuangan, dimana seluruhnya telah berhasil diselesaikan dengan baik.

The process for managing and escalating customer complaints covers, among others: • Receiving incoming customer complaints through the Service Assistant (SA)/Customer Service in branch offices, Call Center, or other media, that are centrally processed into the Complaint Handling Management (CHM) system within the same day on which the complaint was received. • Based on the type of complaint inputed, the CHM system will serve an automatic notification via email to the related unit, which is expected to give resolution/responses. The Call Center Outbound Unit will deliver responses (solution) on the investigation/resolution to the customers. • The QTCM – CX Unit conducts monitoring on complaints registered in the CHM system based on the prevailing SLA (Service Level Agreement) in accordance with BI regulations. • Periodically analyzes customer complaints and seeks to identify the root of the problem so as to be able to carry out anticipative steps needed in future. • If unsatisfied with the complaint resolution process, a customer is granted rights to pursue their complaints through the Banking Mediation institution in accordance with the prevailing procedures. • In 2012, the Bank Received 7,175 complaints related to financial, whereas all of them have fully resolved.

KETENAGAKERJAAN, KESEHATAN DAN KESELAMATAN KERJA Bank OCBC NISP menyadari bahwa sumber daya manusia memiliki peran utama dalam mendukung pencapaian keberhasilan usaha Bank. Oleh karena itu, sesuai dengan Undang - undang Ketenagakerjaan, Bank berusaha untuk memberikan perlindungan dan mewujudkan kesejahteraan karyawan dan keluarganya serta memberikan kesempatan yang sama tanpa diskriminatif. Dalam rangka memberikan perlindungan kepada karyawannya, Bank melakukan pengelolaan keselamatan kerja secara internal maupun bekerja sama dengan pihak eksternal.

Labour Practice, Work Health & Safety Bank OCBC NISP recognizes the importance of human capital for the success of the Bank. Accordingly, and in compliance with the prevailing Labor Law, the Bank strives for the protection of employee, to improve the welfare of employees and their families, and to provide equal employment opportunity without discrimination. In employee protection, the Bank engages in work health and safety management procedures by internal means as well as in cooperation with external parties.

Untuk memastikan pengelolaan ketenagakerjaan, kesehatan dan keselamatan kerja dilakukan dengan baik, Bank telah memiliki sejumlah kebijakan baik yang bersifat Surat Keputusan Direksi maupun dalam bentuk Kebijakan Kerja sehingga menjadikan Bank OCBC NISP sebagai tempat pilihan kerja terbaik.

To ensure the proper implementation of labor practices and work health and safety management, the Bank has in place a number of formal policies in the form of BoD Decree or Work Policy, making bank OCBC NISP as the preferred place of work for employees.

Ketenagakerjaan Pemberdayaan SDM yang berkualitas sangat diperlukan untuk pencapaian target bisnis perusahaan sehingga diperlukan serangkaian upaya yang berkesinambungan dan terarah guna mengembangkan sumber daya manusia Bank OCBC NISP menjadi “Your Partner for Life” sesuai dengan visi dan misi perusahaan.

Labor Practices Empowerment of quality human capital is vitally important for the achievement of business objectives. Accordingly, the Bank engages in continuous and well-directed efforts of human capital development intended to mold Bank OCBC NISP people into “Your Partner for Life” in line with our vision and mission statements.

Pengelolaan sumber daya manusia yang baik diperlukan untuk memastikan bahwa setiap tenaga kerja yang tersedia merasa diperlakukan sebagai manusia yang berharga sehingga dapat berkontribusi maksimal terhadap pencapaian tujuan perusahaan. Berbagai kebijakan dibuat Bank untuk memastikan bahwa pengelolaan ketenagakerjaan berjalan dengan baik.

Proper management of human capital is necessary to ensure that each and everyone of our people is treated as a respected and valuable human being, and thus can contribute optimally to the achievement of company objectives. The Bank has in place various policies to ensure proper management of its human capital.


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Untuk memberikan apresiasi yang tinggi kepada karyawan yang terus berupaya untuk meningkatkan dan mengembangkan diri, Bank telah meiliki kebijakan khusus tentang pemberian beasiswa kepada karyawan. Bank menyediakan beasiswa kepada karyawan yang berminat untuk melanjutkan pendidikannya ke jenjang yang lebih tinggi yaitu S1 dan S2.

The Bank issued a special policy on employee scholarship, intended as an appreciation for those of our people who continue to strive for self-improvement and self-development. These scholarships are available for employees who wish to pursue higher education for a Bachelor degree or a Master degree.

Sementara itu, untuk menunjang terlaksananya pekerjaan dengan baik, Bank juga memiliki kebijakan pemberian fasilitas komunikasi yang diberikan secara rutin setiap bulan serta tunjangan transportasi dan akomodasi saat karyawan harus melakukan tugasnya diluar kota domisili sehingga dapat meningkatkan kelancaran pelaksanaan tugas dan tanggung jawabnya.

Meanwhile, in support of daily work activities, the Bank has policies for routine monthly communication facility benefit, as well as transportation and accommodation benefit payable to employees on out-of-town assignments. These employee benefits help to support better execution of employee duties and responsibilities.

Agar tercipta keseimbangan hidup (work life balance), Bank juga memiliki kebijakan pemberian dan pengaturan penggunaan hak cuti karyawan/karyawati yang disesuaikan dengan UU ketenagakerjaan yang berlaku, termasuk hak cuti tambahan pada job level tertentu. Melalui kebijakan ini karyawan/karyawati

To achieve a work-life balance for employees, the Bank has policies in place regulating the granting of work leave for employees according to the stipulations in the current Labor Law, as well as additional work leave for employees at certain job level. Work leaves enable employees to have sufficient rest periods to refresh themselves and maintain their health, so as to be able to keep their productivity in work.

Selain fasilitas yang diberikan kepada karyawan, Bank OCBC NISP juga sangat memperhatikan kesehteraan keluarga dari setiap karyawannya. Hal ini didukung dengan adanya kebijakan pemberian fasilitas pinjaman untuk pembelian rumah, kendaraan, atau darurat khusus kepada Karyawan. Melalui hal ini diharapkan dapat membantu pemenuhan kebutuhan karyawan/karyawati atas rumah, kendaraan, dan hal-hal bersifat darurat.

In addition to facilities for employees, Bank OCBC NISP is also concerned about the welfare of their family members. Towards this end, the Bank also has policies for the granting of employee loan for the purchase of houses, motor vehicles, or for personal emergency situations. These loan facilities are expected to help cover the need of employees for a house or motor vehicle of their own as well as in the event of personal emergency situations.

Bagi karyawan yang akan mengakhiri masa baktinya, Bank juga telah mengikutsertakan karyawan/karyawati tetap sebagai peserta kelompok Dana Pensiun Lembaga Keuangan program iuran pasti. Melalui hal ini diharapkan karyawan/ karyawati dapat lebih siap menghadapi masa purna baktinya.

The Bank also provides its permanent employees with a defined contribution pension fund plan. By becoming members of a pension fund, employees can better prepare for the time when they retire from the Bank.

Kesehatan Untuk mendukung kegiatan usaha, Bank memastikan berjalannya sistem pengelolaan sumber daya manusia (SDM) dengan baik, termasuk tentang pemberian kompensasi dan benefit untuk memastikan kesejahteraan dan kesehatan karyawan beserta pasangan dan maksimum dengan tiga orang anaknya untuk benefit tertentu.

Health In support of business activities, the Bank has a properly functioning human capital management system, which include policies on employee compensation and benefits to ensure the health and welfare of employee and his/her spouse with a maximum of three children covered for certain health benefits.

Terkait dengan kesehatan karyawan, fasilitas benefit yang diberikan kepada karyawan dan keluarganya ditinjau secara berkala. Kebijakan pemberian fasilitas kesejahteraan dan kesehatan ini diantaranya : 1. Santunan Rawat Jalan 2. Santunan Rawat Inap 3. Santunan Pembelian Kacamata

The health benefits provided to employees and their families are reviewed from time to time. At present, health and welfare facilities for employees comprise of:

diharapkan memiliki waktu istirahat yang cukup untuk menjaga kondisi kesehatannya sehingga dapat memberikan hasil yang terbaik bagi perusahaan.

4. Santunan Pemeriksaan Kehamilan, Biaya Persalinan, Keguguran, Persalinan dengan Pembedahan 5. Program paket Medical Check Up

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1. Medical benefit 2. Hospitalization benefit 3. Eyeglass benefit

4. Benefits for pregnancy tests, childbirth, miscarriage, and childbirth with surgery 5. Medical check up package program


Untuk tahun 2012, tunjangan kesehatan bagi karyawan dan tanggungan keluarganya ditangani oleh perusahaan asuransi kesehatan dengan jumlah peserta asuransi sebanyak 14.950 orang. Kemudahan yang diberikan kepada karyawan adalah pembayaran secara cashless. Melalui program ini, jika karyawan berobat ke Rumah Sakit maupun dirawat di klinik yang merupakan service provider dari perusahaan asuransi maka karyawan tidak perlu mengeluarkan dana. Program ini diterapkan agar karyawan dapat dengan nyaman memfokuskan pada pengembangan diri dan perusahaan.

In 2012, the health benefits for employees and their family members, totalling 14,950 persons in all, are provided through the services of a health insurance provider. The insurance program provides employees with the convenience of cashless payment when they receive health treatment at hospitals or medical clinics that are in the network of the insurance provider. In this way, employees can focus on their work for the Bank and their self-development.

Sarana dan Keselamatan Kerja Bank OCBC NISP melakukan pengelolaan sarana dan keselamatan kerjanya dengan bekerja sama baik dengan pihak eksternal maupun dikelola secara mandiri (pihak internal).

Work Safety Facilities Bank OCBC NISP manages work safety facilities in collaboration with external third-party providers as well as through internal efforts.

Pihak Eksternal Bank OCBC NISP bekerja sama dengan pihak ketiga yang memiliki kompetensi dalam melakukan service maintenance, antara lain meliputi perawatan peralatan seperti gondola, lift, eskalator, dan genset dilakukan oleh karyawan yang profesional dan bersertifikasi. Kinerja pihak ketiga yang bekerja sama dengan OCBC NISP di bidang service maintenance ini dievaluasi setiap tahun.

External Parties Bank OCBC NISP collaborated with a third party provider with competence in maintenance services, where the maintenance of equipment such as gondola, elevators, escalators and generating sets are performed by professional certified personnel. Bank OCBC NISP performs annual evaluations of the performance of this third party service provider.

Pihak Internal Bank OCBC NISP telah memiliki program BCP (Business Continuity Plan) yang bertujuan untuk meminimalisir jatuhnya korban jiwa maupun kerugian materiil yang berdampak besar pada kegiatan operasional. Berbagai kegiatan terkait BCP yang dilakukan termasuk diantaranya: 1. Sosialisasi dan pembekalan ‘gempa’ melalui media gambar atau tulisan sebagai himbauan yang dipasang di tempattempat tertentu. 2. Mencegah pergeseran peralatan kerja saat terjadinya gempa. 3. Perawatan dan pengawasan instalasi listrik gedung. 4. Pemeriksaan automasi lift saat terjadi gempa. 5. Pemeriksaan kesiapan genset. 6. Pembekalan ketrampilan dasar, pengenalan peralatan, serta penanganan awal kepada Tim Response Darurat termasuk evakuasi dan simulasi setiap 6 (enam) bulan sekali. 7. Pemeriksaan secara berkala (3 bulanan) atas sarana dan prasarana kantor. 8. Memiliki jalur komunikasi dalam kondisi darurat untuk Bank dan setiap divisi (Call Tree) 9. Memiliki ”Emergency Rescue Team” khususnya di Jakarta & Bandung, yang dipersiapkan untuk menyelamatkan asset dan karyawan yang membutuhkan bantuan terutama dalam menangani bencana banjir.

Internal Efforts Bank OCBC NISP has in place a Business Continuity Plan (BCP) intended to minimize loss of life as well as material losses that may have a significant impact on operational activities.

Untuk memberikan kepastian bagi keselamatan karyawannya, Bank juga menyediakan sarana dan prasarana penanganan keselamatan kerja di setiap lantai kantor, yang terdiri dari sprinkler, smoke detector, Alat Pemadam Api Ringan

To ensure employee safety, the Bank also provide work safety facilities at each floor in its office buildings, comprising of sprinkler system, smoke detectors, portable fire extinguisher, first-aid kit, fire hose box, fire blankets, directions of evacuation lanes, and a public address system for announcements during an emergency situation.

(APAR), kotak P3K, kotak selang hydrant, selimut anti api (fire blanket), petunjuk arah jalur evakuasi, alat paging untuk memberikan pengumuman pada saat kondisi darurat.

A variety of BCP-related activity programs were conducted, such as: 1. Socialization and preparation for earthquake emergencies through visual aids and posters in various locations. 2. Prevention of shifting of office equipment during an earthquake. 3. Maintenance and supervision of building electricity installations. 4. Checking up on elevator automation during an earthquake. 5. Checking up on generating set readiness status. 6. Provision of basic skills, equipment familiarization and initial procedures for the Emergency Responses Team, including biannualy simulated evacuation exercise. 7. Routine (quarterly) check up on office infrastructure and facilities. 8. Provision of emergency communications lines (Call Tree) for the Bank and for each division. 9. Provision of Emergency Rescue Team in Jakarta and Bandung for the evacuation of employee and company assets in emergency situations, and particularly during times of floods.


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Kegiatan CSR dalam bidang pendidikan melalui Program One Day Workshop untuk memperkenalkan dunia perbankan kepada mahasiswa. CSR activities in education through One-Day Workshops aimed to introduce the banking industry to university students.

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Kesetaraan Gender Bank OCBC NISP mendukung pemberdayaan manusia dengan memberikan kesempatan yang sama dan setara dalam lingkungan kerja. Komposisi karyawan permanen wanita per 31 Desember 2012 sebanyak 3,525 orang (53,14%) dibanding karyawan permanen pria sebanyak 3,109 orang (46,86%).

Gender Equality Bank OCBC NISP fully supports human empowerment through gender equality and equal opportunity at the work place. The

Bank juga turut mendukung Peraturan Pemerintah No. PP 33/2012 tentang Pemberian Air Susu Ibu (ASI) Eksklusif dengan menyediakan fasilitas ruang menyusui khusus (nursery room) bagi karyawan yang dilengkapi dengan sarana penyimpanan ASI yang sesuai.

The Bank is also in compliance with Government Regulation (PP) No. 33/2012 on Exclusive Breast Milk Feeding, through the provision of special nursing rooms for employees with the proper facilities for the storage of breast milk.

PENGEMBANGAN SOSIAL DAN KEMASYARAKATAN

COMMUNITY DEVELOPMENT

Program Pendidikan Program CSR di bidang pendidikan dilaksanakan dengan berbagai sasaran yaitu bagi siswa, mahasiswa, dan masyarakat dewasa. Bank OCBC NISP melihat pentingnya peranan perbankan dalam perekonomian dan siswa serta mahasiswa sebagai generasi penerus dan cikal bakal penggerak perekonomian bangsa. Untuk itulah, Bank OCBC NISP mendukung para generasi penerus bangsa melalui program edukasi, beasiswa, serta perbaikan sarana dan prasarana pendidikan. 1. Program One Day Workshop Secara umum, program ini merupakan pengenalan dunia perbankan bagi para mahasiswa dalam bentuk One Day Workshop (ODW), yang secara konsisten diselenggarakan Bank OCBC NISP sejak tahun 2008 di berbagai kota secara bergantian. Sedikitnya 2.225 mahasiswa dari berbagai universitas di Indonesia mengikuti program ODW Bank OCBC NISP.

Education Program CSR programs in education are conducted with different goals for students, college students, and adult groups. Bank OCBC NISP see the importance of the role of banks in the economy and student/ student as a forerunner to the next generation and propulsion, and the successor to the nation’s progress. For this reason, we feel the need to support the next generation through education, scholarship, and education facilities and infrastructure improvements.

Tahun 2012, program ODW bertajuk “Plan your Future” ini telah memberikan pencerahan kepada para mahasiswa untuk mempersiapkan diri memasuki dunia kerja kelak setelah mereka lulus dari perguruan tinggi, baik secara profesional maupun entrepreneur.

In 2012, ODW program titled “Plan your Future” gave the students insight to prepare themselves for when after graduating from college they will join the workforce, either as professional or entrepreneur.


number of permanent female employees as at 31 December 2012 was 3,525 persons (53.14%) as compared to 3,109 permanent male employees (46.86%).

1.

One-Day Workshop Program In general, this program is designed for students as an introduction to the world of banking, in the form of One-Day Workshop (ODW) that has been held consistently by Bank OCBC NISP since 2008. To date, at least 2,225 students from numerous universities across Indonesia participated in Bank OCBC NISP’s ODW program.


Kegiatan CSR dalam bidang pendidikan melalui pemberian beasiswa kepada putra putri TNI AL. CSR activity in education to distribute scholarships to the children of naval officers.

2.

Adapun peserta ODW tahun ini sebanyak 385 mahasiswa dari berbagai perguruan tinggi di 5 kota (Jakarta, Batam, Palembang, Surabaya dan Medan) yaitu : Universitas Bina Nusantara, Universitas Tarumanegara, STIE Indonesia Banking School (IBS), STIE Trisakti, Putra Batam, Universitas Batam, Universitas International Batam, Politeknik Batam, Universitas Sriwijaya, Universitas Indo Global Mandiri, STIE Musi, STMIK Multi Data Persada, Univeritas Pelita Harapan, IBM Petra, STIE Perbanas, Universitas Widya Mandala, Universitas Widya Kartika, Universitas Tujuh Belas Agustus, Mikroskil, PMCI, IBBI dan Institute of Technology & Business (IT & B). Program Beasiswa Program beasiswa diperuntukkan bagi para mahasiswa dan siswa berprestasi dengan kondisi finansial terbatas, agar memperoleh pendidikan yang memadai untuk meraih masa depan yang lebih baik. Program beasiswa tahun 2012 masih difokuskan untuk para mahasiswa dari Yayasan Karya Salemba Empat (KSE), siswa tingkat Sekolah Menengah Umum (SMU) dan mahasiswa Perguruan Tinggi, yaitu putra-putri dari keluarga TNI Angkatan Laut (AL).

2.

ODW participants this year were approximately 385 students from universities in 5 cities (Jakarta, Batam, Palembang, Surabaya and Medan), including Universitas Bina Nusantara, Universitas Tarumanegara, STIE Indonesia Banking School (IBS), STIE Trisakti, Putra Batam, Universitas Batam, Universitas International Batam, Politeknik Batam, Universitas Sriwijaya, Universitas Indo Global Mandiri, STIE Musi, STMIK Multi Data Persada, Univeritas Pelita Harapan, IBM Petra, STIE Perbanas, Universitas Widya Mandala, Universitas Widya Kartika, Universitas Tujuh Belas Agustus, Mikroskil, PMCI, IBBI and Institute of Technology & Business (IT & B). Scholarship Program The scholarship program is intended for students of good academic standing with limited financial capability, given so that they may obtain an appropriate education for a better future. The scholarship program in 2012 remained focused on students from Karya Salemba Empat Foundation (KSE), high school and university-level students, children of the extended family of the naval forces across Indonesia.

Kemitraan Bank OCBC NISP dengan Yayasan KSE melalui program beasiswa dimulai sejak tahun 2001. Hingga tahun 2012, setidaknya 500 mahasiswa menerima beasiswa melalui Program Beasiswa Reguler, Skripsi/Tugas akhir dan Wirausaha Bank OCBC NISP. Penerima beasiswa berasal dari berbagai Perguruan Tinggi Negeri seperti Universitas Andalas – Padang, Universitas Indonesia, Universitas Padjajaran, Institut Pertanian Bogor, Institut Teknologi Bandung dan sebagainya.

Bank OCBC NISP’s partnership with KSE Foundation in the scholarship program was initiated in 2001. By the year 2012, at least 500 university students have received scholarships through Bank OCBC NISP’s Regular, thesis/final project and Entrepreneurs Scholarship Programs. Scholarship recipients attend various state universities, such as Universitas Andalas – Padang, Universitas Indonesia, Universitas Padjadjaran, Institut Pertanian Bogor, Institut Teknologi Bandung and others.

Sedangkan untuk program beasiswa yang diperuntukkan bagi putra-putri TNI AL, bekerjasama dengan Yayasan Hang Tuah baru disalurkan pada tahun 2012. Sejumlah 1.321 siswa penerima beasiswa melalui program ini, terdiri dari 630 siswa dengan tingkat SMU/sederajat dan 691 mahasiswa dengan tingkat Perguruan Tinggi.

Meanwhile, the scholarship program dedicated to the navy children is distributed in cooperation with the Hang Tuah Foundation, beginning in 2012. A total of 1,321 students receive scholarships through this program, consisting of 630 high school-level students and 691 university-level students.


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Kegiatan CSR dalam bidang pendidikan melalui seminar pengelolaan keuangan yaitu Program Dana Bijak. CSR activity in education through financial management seminar with “Family’s Smart Funds”.

3.

4.

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Program Dana Bijak Keluarga Edukasi bagi siswa atau mahasiswa sebagai generasi penerus bangsa sangat penting peranannya. Namun tak kalah penting, peranan masyarakat dengan berbagai profesi dan peranan, apakah sebagai kepala keluarga, ibu rumah tangga, karyawan, orang tua murid maupun guru.

3.

Education Program for Family’s Smart Funds Education for students as the nation’s future generation plays a critical role. But equally important are roles of people in different professions and positions, whether as head of the family, housewives, employees, parents and teachers.

Tidak dapat dipungkiri pertumbuhan penduduk Indonesia yang semakin tinggi mengakibatkan persaingan yang semakin tajam. Kesempatan untuk mendapatkan pekerjaan semakin sulit dan lapangan pekerjaan yang terbatas. Di sisi lain, kebutuhan hidup semakin meningkat. Hal ini menuntut setiap orang untuk pintar mengatur arus kas pribadi agar jangan sampai terjadi “besar pasak daripada tiang”. Pengelolaan keuangan yang kurang bijak seringkali menimbulkan masalah dalam keluarga.

Undoubtedly, higher population growth in Indonesia causes more intense competition. Job opportunities are more difficult to come by, and the job market is getting more constricting. On the other hand, living costs continue to escalate. With this, every individual must be wise in managing his personal finances so that total expenses do not exceed total incoming earning. Unwise financial management will often cause difficulties for the family.

Melihat kondisi ini Bank OCBC NISP berinisiatif menggelar kegiatan edukasi perbankan berupa seminar bertajuk ”Dana Bijak Keluarga – Menabung Demi Masa Depan”. Bekerjasama dengan konsultan handal – Quantum Magna (QM) Financial Consultant, seminar yang diperuntukkan terutama bagi pasangan usia 25 – 45 tahun, memberikan pengetahuan dan sharing mengenai tips mengelola keuangan dengan lebih bijak, termasuk berbagai alternatif usaha kecil-kecilan untuk menambah penghasilan keluarga.memberikan pembekalan tentang bagaimana mengelola keuangan keluarga secara lebih bijak.

Given these conditions, Bank OCBC NISP decided to initiate a banking educational program in the form of a seminar entitled “Family’s Smart Funds - Saving For The Future”. In cooperation with a reputable financial planning consultant, namely Quantum Magna (QM) Financial Consultant, the seminar is designed primarily for couples aged 25-45 years, to provide knowledge and to share tips on managing finances more wisely, including various small business alternatives to supplement the family’s income and providing insight on how to manage family finances more wisely.

Tahun 2012, program ini diselenggarakan di berbagai lokasi dan kota yaitu Jakarta, Tangerang, dan Bandung, dengan target warga di sekitar kantor, guru, orang tua murid, perawat dan karyawan rumah sakit.

In 2012, this program was held in several locations and cities, including Jakarta, Tangerang, and Bandung, with a target audience made up of residents in the vicinity of the Bank’s offices, teachers, parents, nurses and hospital staff.

Bantuan Pendidikan Lainnya Selaras dengan misi Bank OCBC NISP untuk bertumbuh kembang bersama masyarakat, dan sesuai dengan program CSR yang dicanangkan oleh Departemen Keuangan bagi para agen penjual SUKUK (SR004). Bank OCBC NISP sebagai salah

4. Other Education Assistance Programs In line with Bank OCBC NISP’s mission to grow with the society and consistent with the CSR program launched by the Ministry of Finance for the selling agents of SUKUK (SR004). Bank OCBC NISP as a selling agent of SUKUK provided school facilities and



Kegiatan CSR dalam bidang pendidikan melalui bantuan untuk perbaikan sarana dan prasarana sekolah. CSR activities in education by providing aid for the improvement of infrastructure and facilities in schools.

satu agen penjual SUKUK, memberikan bantuan sarana dan prasarana sekolah kepada SDN 01 dan 02, Karet Kuningan, Jakarta yang berlokasi tidak jauh dari kantor Bank OCBC NISP Tower sebagai Kantor Pusat Bank OCBC NISP.

infrastructure support for elementary schools SDN 01 and 02 in Karet Kuningan, Jakarta, which is located nearby to the Bank OCBC NISP Tower as the Head Office of Bank OCBC NISP.

Program CSR bertajuk “Investasi Bersama SUKUK, Cerdaskan Anak Bangsa” ini, melibatkan peran serta karyawan secara langsung sebagai relawan, melakukan pekerjaan bersama untuk pengadaan toilet sekolah, perbaikan ring basket, pengecatan tembok lapangan dan perbaikan sarana sekolah lainnya.

The CSR program called “Investing with SUKUK, Educate the Youth of the Nation” sought direct participation of employees as volunteers, involving social work for building school toilets, repairs to basketball facilities, painting school walls and other improvements to the school facilities.

Program Sosial Kemasyarakatan Di bidang sosial kemasyarakatan, Bank OCBC NISP aktif dalam berbagai kegiatan sosial yang bertujuan membantu meningkatkan kesejahteraan masyarakat. Kegiatan ini juga difokuskan terutama kepada masyarakat yang berada di lingkungan terdekat dimana Bank berada. 1. Bidang Kesehatan a. Kegiatan Donor Darah Sejak tahun 2003, Bank OCBC NISP berpartisipasi aktif melakukan kegiatan donor darah secara rutin setiap 3 bulan sekali, yang diikuti oleh Komisaris, Direksi dan banyak karyawan. Aksi donor darah tersebut dilaksanakan di beberapa jaringan kantor Bank OCBC NISP berada.

Public Social Programs In social activities, Bank OCBC NISP is active in various social programs that aim to help improve the welfare of the community. These activities are focused mainly on people who reside in areas in the vicinity of the Bank’s operational coverage.

Sebagai bentuk kepedulian serta dukungan untuk pemenuhan kebutuhan darah di Indonesia, yang jumlahnya tidak kurang dari 4,5 juta kantong darah setiap tahun, Bank OCBC NISP juga memberikan bantuan berupa 1 unit mobil Donor Darah, khususnya untuk operasional PMI di area DKI Jakarta. Bantuan mobil donor darah tersebut diserahkan kepada Palang Merah Indonesia, sebagai institusi yang akan mengelola penggunaan mobil tersebut untuk memenuhi kebutuhan darah. Keberadaan mobil donor darah ini tentu akan memudahkan para pendonor darah yang lokasinya cukup jauh dari kantor-kantor PMI. Sehingga para pendonor tetap dapat mendonorkan darahnya di mobil PMI terdekat di area sekitarnya.

In support of the domestic blood requirement in Indonesia that reaches no less than 4.5 million blood bags per year, Bank OCBC NISP also donated one unit of blood donor vehicle, especially to serve operations of the Indonesian Red Cross (PMI) in Jakarta area. This donation was presented to PMI, as the institution in charge of managing the use of vehicle to meet blood needs. Such vehicle will facilitate easy access for blood donors who are located far from PMI offices, so that donors can participate in blood donation via PMI vehicles found near their respective areas.

1.

Health Care Programs a. Blood Donation Since 2003, Bank OCBC NISP participates actively in blood donation once in every 3 months, participated by the Commissioners, Directors and many employees. Blood donation activities are held in various Bank OCBC NISP branch offices every 3 (three) months.


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Kegiatan CSR dalam bidang kesehatan melalui pemberian 1 (satu) unit mobil donor darah dan pemberian makanan bergizi tambahan bagi balita. CSR activities in health care programs by donating 1 (one) unit of blood donor vehicle and nutritious food supplement for toddlers.

b.

Makanan Bergizi Tambahan Bagi Balita Gizi yang kurang baik pada anak-anak seringkali menjadi masalah yang luput dari perhatian masyarakat. Ditambah lagi dengan kurangnya pemahaman orang tua terhadap

b.

pentingnya gizi bagi kesehatan anak-anak mereka. Selain pendidikan yang baik, kesehatan yang prima juga sangat menentukan tingkat pertumbuhan kecerdasan anak-anak Indonesia sebagai generasi penerus bangsa.

2.

Hal ini mendorong Bank OCBC NISP menyelenggarakan program Bantuan Makanan Bergizi Tambahan Bagi Balita, khususnya untuk warga di lingkungan RW 11, Kecamatan Ujung Berung, Kelurahan Pesanggrahan, Bandung. Program sosial bertajuk ”Peduli Gizi Anak Indonesia” ini diselenggarakan juga dalam rangka hari Pekan Imunisasi Nasional, dengan target peserta yaitu para peserta imunisasi.

Such condition prompted Bank OCBC NISP to organize the Nutritious Food Supplement For Toddlers program, particularly targeting the residents of RW 11, Kecamatan Ujung Berung, Kelurahan Pesanggrahan, Bandung. This social program called “Care for Nutrition of Indonesian Children” was held in commemoration of National Immunization Week, targeting immunization program participants.

Bantuan yang diberikan selama 3 (tiga) bulan berturutturut sejak Oktober 2012, meliputi makanan tambahan bergizi untuk bayi dan balita seperti susu, kacang hijau, biskuit serta makanan 4 sehat 5 sempurna. Dukungan melalui program ini juga diberikan dengan tujuan meningkatkan jumlah partisipasi imunisasi di lingkungan tersebut. Sehingga, slogan “Men Sana in Corpore Sano dalam badan yang sehat terdapat jiwa yang sehat” tidak hanya akan menjadi slogan saja, namun dapat tercermin pada setiap anak-anak Indonesia.

This assistance program was held over a period of three (3) consecutive months from October 2012, and provided donation of nutritious food supplements for babies and toddlers, such as milk, green beans, biscuits as well as food products in the 4-healthy 5-perfect category. Support was also provided to encourage a higher percentage of the population taking part in immunization activities in the community. Thus, the slogan “Men Sana in Corpore Sano - in a healthy body there is a healthy soul” would not only be a slogan, but can actually be reflected in the children of Indonesia.

Bidang Keagamaan Bank OCBC NISP secara rutin mendukung aktivitas sosial lingkungan khususnya pada perayaan hari besar keagamaan di sekitar kantor seperti Maulid Nabi, Isra’ Mi’raj, Idul Fitri dan Idul Adha. Menambah makna dan indahnya bulan ramadhan, Bank OCBC NISP yang senantiasa peduli kepada masyarakat

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Nutritious Food Supplement For Toddlers Poor nutrition in children is often an issue that remains largely unnoticed by the general public. This is further aggravated by a lack of parental understanding of the importance of nutrition and immunization for children’s health. In addition to a good education, good health is also a determining factor in the overall development of intelligence of the nation’s youths as the future generation.


2.

Religious Events Bank OCBC NISP regularly supports social activities, especially religious festivities that are held within the areas of its branch offices, including Maulid Nabi, Isra’ Mi’raj, Idul Fitri dan Idul Adha. Joining in the festivities of the holy month of Ramadan, Bank OCBC NISP shows concern for its the surrounding community,


Kegiatan CSR dalam bidang sosial kemasyarakatan melalui kegiatan pemberian sembako dan My Dreams Come True. CSR activities in public social programs with distribution of food packages and My Dreams Come True.

sekitar, melakukan kegiatan kantor. Salah satu kegiatan di bulan ramadhan, yaitu dan bazaar sembako murah

3.

berbagi di sosial yang pembagian bagi warga

beberapa lokasi rutin dilakukan sembako gratis kurang mampu.

Sebanyak 900 paket sembako dibagikan kepada warga sekitar kantor di Jakarta pada bulan Ramadhan tahun 2012.

by sharing activities in many office locations. One of the social activities held regularly during the month of Ramadan is the distribution of food packages as well as economically-priced food bazaar for under privileged citizens. A total of 900 food packages were distributed to residents around the office in Jakarta during Ramadan in 2012.

Selain pembagian sembako kepada warga kurang mampu, bantuan paket sembako juga diberikan ke beberapa panti asuhan di Jakarta.

In addition to distributing food packages to the underprivileged, food product donations are also given to a number of orphanages in Jakarta.

Bidang Sosial Komunitas a. My Dreams Come True (MDCT) Thalassaemia adalah penyakit kelainan sel darah merah yang disebabkan berkurang atau tidak dibentuknya bahan pembentuk hemoglobin, yang berakibat sel darah merah mudah pecah. Penderita Thalassaemia (mayor) harus melakukan transfusi darah dan minum obat-obatan khusus, secara rutin selama hidupnya. Walaupun penyakit ini berbahaya dan dapat mematikan, namun sebenarnya masih dapat dicegah yaitu dengan pemeriksaan darah pra nikah dan menghindari pernikahan pasangan yang memiliki gen sifat Thalassaemia. Sangat disayangkan belum banyak masyarakat yang mengetahui penyakit ini dan upaya pencegahannya.

3.

Social and Community Programs a. My Dreams Come True ( MDCT ) Thalassaemia is a disorder of the red blood cells caused by reduced or absent hemoglobin forming substances, thus making red blood cells prone to rupturing. People with Thalassaemia major must receive routine blood transfusion and take special drugs for life. While this condition is generally serious and lifethreatening, it can in fact be prevented by actively taking a pre-marital (blood) screening and avoid marrying an individual who is a tested carrier of the Thalassaemia trait gene. It is unfortunate that not many people are educated about the disease and relevant preventive measures.

Bank OCBC NISP sebagai salah satu perusahaan yang peduli atas penyakit Thalassaemia, sejak tahun 2011 secara aktif melakukan berbagai aktivitas peduli Thalassaemia dan mengajak seluruh karyawan untuk ambil bagian dalam program bertajuk My Dreams Come True (MDCT).

Bank OCBC NISP, as a company who pays close attention to Thalassaemia, since 2011 actively holds various activities related to Thalassaemia and encourages employees to take part in the program known as My Dreams Come True (MDCT).

Program MDCT tahun 2012 terdiri dari : - Sosialisasi mengenai Thalassaemia ke internal karyawan, melalui web internal perusahaan, dan ke eksternal perusahaan melalui jaringan sosial media yaitu facebook dan twitter. - Perwujudan mimpi anak-anak Thalassaemia khususnya di bidang pendidikan yaitu biaya sekolah dan/atau keperluan sekolah seperti uang sekolah, tas, sepatu, buku dan alat

The MDCT program in 2012 consisted of: - Socialization on Thalassaemia to the Bank’s employees via the company’s internal web, and to external parties through various social media as facebook and twitter. - Realization of Thalassaemia children’s dreams, especially related to education, such as school fees and expenses and/or school needs, including handbags, shoes, books and stationery


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tulis (selama setahun). Untuk target anak yang dibantu, melanjutkan program MDCT tahun sebelumnya yaitu dalam kategori kurang mampu. Dalam proses pendataan, Bank OCBC NISP bekerjasama dengan Yayasan Thalassaemia Indonesia (YTI), Perhimpunan Orang Tua Penderita Thalassaemia Indonesia (POPTI), serta Rumah Sakit di berbagai daerah.

(for a full year). For target children participants in the program, the same criteria applied as in the previous year’s MDCT program, which is underprivileged children. In data collection efforts, Bank OCBC NISP collaborates with Indonesia Thalassaemia Foundation (YTI), the Association of Parents of Thalassaemia Patients in Indonesia (POPTI), and hospitals in various areas.

Melalui Program MDCT 2012, sebanyak 101 anak Thalassaemia dari 9 kota (Jakarta, Tangerang, Bandung, Tasikmalaya, Garut, Medan, Palembang, Semarang, Yogyakarta) telah diwujudkan mimpinya untuk dapat bersekolah dengan baik dan layak. Donasi tersebut berasal dari partisipasi seluruh manajemen, karyawan, baik secara individu maupun kelompok, serta hasil dari program “Fund Raising MDCT Merchandise” yang dilakukan di lingkungan internal karyawan.

Through MDCT 2012 program, approximately 101 Thalassaemia children from 9 cities (Jakarta, Tangerang, Bandung, Tasikmalaya, Garut, Medan, Palembang, Semarang, Yogyakarta) saw their dreams realized. The donated funds were sourced from contributions made by all management, employees, either individually or in groups, as well as proceeds of fund raising activities to sell MDCT Merchandise to all Bank OCBC NISP’s employees.

Bantuan lain yang diberikan, khususnya untuk mendukung kebutuhan ruang Thalassaemia di beberapa rumah sakit, seperti rak buku dan buku-buku bacaan, Air Conditioner, televisi, perbaikan mushola dan sarana lainnya.

The Bank also provided additional assistance, particularly to support various amenities and needs in the Thalassaemia rooms in a number of hospitals, such as bookshelves and book collections,

b.

Aktivitas Bersama Lansia Sebagai salah satu tahap dalam kehidupan manusia, sekelompok masyarakat berusia lanjut (lansia) juga tak luput dari perhatian Bank OCBC NISP, selain anak-anak, remaja dan dewasa. Melalui salah satu komunitas karyawan yang terbentuk sejak tahun 2011, OCBC NISP Choir yang terdiri dari para karyawan dari berbagai unit kerja, berbagi dengan para lansia di Panti Werdha St. Anna – Teluk Gong, Jakarta. Kegiatan sosial berbasis komunitas karyawan ini akan terus dikembangkan Bank OCBC NISP.

b.

Pembinaan Bidang Olahraga Bank OCBC NISP juga peduli terhadap pembinaan di bidang olahraga yaitu dengan membentuk tim softball dan baseball OCBC NISP. Prestasi tim softball OCBC NISP di berbagai ajang kompetisi regional, nasional dan Asia Pasifik patut dibanggakan. Pembinaan komunitas olahraga ini juga merupakan salah satu wadah engagement karyawan dengan masyarakat.

c.

c.

Prestasi yang telah diraih pada tahun 2012 adalah: • Juara 1 - Bandung Baseball Tournament • Juara 1 - Walikota Cup • Juara 2 - Indonesia Little League • Juara 2 – Piala Gubernur Jawa Barat d. Bantuan Bencana Bank OCBC NISP juga peka dan peduli terhadap para korban bencana. Kebakaran yang melanda sebagian warga di wilayah Tambora, Jakarta Barat dan wilayah Bendungan Hilir tahun 2012 turut menjadi perhatian bagi Bank OCBC NISP. Bantuan secara langsung diberikan Bank OCBC NISP kepada warga setempat yaitu berupa kebutuhan dasar seperti beras, biskuit, makanan, serta bantuan selimut dan pakaian anak dan bayi.

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Air Conditioner, Television and so on.

Activities with Senior Citizens As one of the stages of human life, a group of senior citizens also earn the attention of Bank OCBC NISP, in addition to children, adolescents and adults. Through one of the Bank’s employee communities that was established since 2011, OCBC NISP Choir, which is made up of employees from various work units, shared time with senior citizens in the St. Anna Home for the Elderly - Teluk Gong, Jakarta. This employee community-based social activity will continue to be developed in the future. Support for Sports Bank OCBC NISP also supports the development of sports activities, by forming the OCBC NISP softball and baseball teams. OCBC NISP softball team recorded an outstanding performance in many regional, national and Asia Pacific competitions. Coaching this particular sports community is an opportunity for engagement between the Bank’s employees and the community. Achievements for 2012 were: • 1st Place - Bandung Baseball Tournament • 1st Place – Mayor’s Cup • 2nd Place - Indonesia Little League • 2nd Place - West Java Governor’s Cup

d. Disaster Relief Bank OCBC NISP also shows compassion and concern for victims of disasters. Bank OCBC NISP contributed in aid efforts related to a fire that affected some people in the area of Tambora, West Jakarta and in Bendungan Hilir in 2012. Assistance was provided directly by Bank OCBC NISP to the local residents, in the form of basic necessities such as rice, biscuits, food, blankets and clothing for children and infants.

galeri CSR


CSR gallery

Berbagai kegiatan pelestarian lingkungan hidup yang dilakukan oleh karyawan Bank OCBC NISP maupun bekerjasama dengan pihak eksternal. Various activities in environment preservation carried out by Bank OCBC NISP’s employees and in collaboration with external partners.

Berbagai kegiatan mendukung program pendidikan seperti workshop, beasiswa, pengelolaan keuangan keluarga, dan bantuan sarana dan prasarana sekolah. Various activities to support education, including workshops, scholarships, managing family finances and aid for school facilities and infrastructure.

Berbagai kegiatan sosial kemasyarakatan dalam bidang kesehatan, keagamaan, dan komunitas. Various activities in public social programs for health care, religious events, and community development.


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Aktifitas CSR – 2012 A.

Pendidikan

I

Program One Day Workshop di wilayah : - Jakarta

Tanggal / Date

Biaya / Cost 4,732,369,359

Education

160,941,528

One-Day Workshop Program in the area of :

7 Jun / Jun 7

Jakarta

Gabungan : Universitas Tarumenegara, Bina Nusantara, Indonesia Prasetya Mulya Business School, Univ. Trisakti dan STIE Trisakti - Palembang

Joint Participant : Universitas Tarumenegara, Bina Nusantara, Indonesia Prasetya Mulya Business School, Univ. Trisakti dan STIE Trisakti 11 Jul / Jul 11

Palembang

Gabungan : Univ. Sriwijaya, STIE Musi, STMIK Multi Data Persada (MDP), Univ. Indo Global Mandiri (IGM) - Medan

Joint Participant : Univ. Sriwijaya, STIE Musi, STMIK Multi Data Persada (MDP), Univ. Indo Global Mandiri (IGM) 27 Sept / Sept 27

Medan

Gabungan : Univ. Mikroskil, IT & B, STBA PIA,IBBI - Surabaya

Joint Participant : Univ. Mikroskil, IT & B, STBA PIA,IBB 18 Okt / Oct 18

Surabaya

Gabungan : Univ. Surabaya, Univ Kristen PETRA, IBM, UPH Surabaya, Univ. 17 Agustus, STIE Perbanas - Batam

Joint Participant : Univ. Surabaya, Univ. Kristen PETRA, IBM, UPH Surabaya, Univ. 17 Agustus, STIE Perbanas 14 Nov / Nov 14

Batam

Gabungan : Univ. Internasional Batam, Univ. Putera Batam, Univ. Batam & Poltek Batam II

Program Beasiswa

1.

Kerjasama dengan Yayasan Karya Salemba Empat (KSE)

Joint Participant : Univ. Internasional Batam, Univ. Putera Batam, Univ. Batam & Poltek Batam 3,822,255,000

Scholarship Program In collaboration with Yayasan Karya Salemba Empat (KSE)

- Beasiswa bagi Mahasiswa Universitas Indonesia

15 Sept / Sept 15

For student of Universitas Indonesia

- Beasiswa bagi Mahasiswa IPB

23 Nov / Nov 23

For student of IPB

- Beasiswa bagi Mahasiswa ITS

4-5 Mei / May 4-5

For student of ITS

- Beasiswa bagi mahasiswa Universitas Andalas

6 Okt / Oct 6

For student of Universitas Andalas

- Beasiswa bagi Mahasiswa Universitas Padjajaran

3 Nov / Nov 3

For student of Universitas Padjajaran

- Beasiswa bagi Mahasiswa Univeristas Gajah Mada

For student of Universitas Gajah Mada

29 Sept / Sept 29

- Beasiswa bagi Mahasiswa Univeristas ITB

3 Nov / Nov 3

For student of ITB

- Beasiswa bagi Mahasiswa Univeristas Udayana

8 Des / Dec 8

For student of Universitas Udayana

- Beasiswa bagi Mahasiswa USU

For student of USU

24 Okt / Oct 24 2 Okt / Oct 2

Scholarship awards for 50 students in collaboration with PKN STMIK LPKIA

Pemberian beasiswa kepada 630 siswa SMA dan 691 mahasiswa

Juli / July

Scholarship awards for 630 SMA students and 691 university students

4

Beasiswa Internal Pemberian beasiswa bagi 452 teller

sepanjang tahun / all year

Internal Scholarship for 452 tellers

5

Beasiswa Internal sepanjang tahun / all year

Scholarship for employees

2 3

Kerjasama dengan LPKIA Pemberian beasiswa kepada 50 mahasiswa PKN STMIK LPKIA

Collaboration with Indonesian Navy (TNI AL)

Kerjasama dengan TNI AL

Pemberian beasiswa bagi karyawan

160

CSR Activity – 2012

III

I Love Science (ILS)

1

Program ILS Lanjutan 2011

IV

Program Dana Bijak Keluarga

1

Masyarakat sekitar Kantor Pusat - Jakarta

2

Masyarakat sekitar kantor Tangerang

3

Para karyawan di RS Borromeus - Bandung

4

Para orang tua murid & Guru - SD Tunas Karya II, Kelapa Gading

V

Program Pendidikan Lainnya

1

Olimpiade Sains Nasional

Internal Scholarship

49,165,160 88,892,200

Smart Family Finance Program Local community of the Head Office - Jakarta

28 Mei / May 28 13 Jul / Jul 13

Local community of the Branch Office - Tangerang

21 Sept / Sept 21

Employees of RS Borromeus - Bandung

31 Okt/Oct 31

Parents and teachers - SD Tunas Karya II, Kelapa Gading 611,115,471

Sept / Sept

I Love Science (ILS) ILS Program continuation from 2011

Jan - Apr

Other Education Program National Science Olympiad

2

Dukung Konvensi IAI

9 Mei / May 9

Supporting IAI Convention

3

Bantuan Infrastruktur dan Fasilitas di SDN 01-02 Karet Kuningan

4 Apr / Apr 4

Donation for the infrastructure and facilities of SDN 01-02 Karet Kuningan

4

Kerjasama dengan IBI - Training

5

Kerjasama dengan PEPADI dalam sosialisasi mata uang


19 Jul / Jul 19 13 Okt - 22 Des Oct 13 - Dec 22

In collaboration with IBI - Training In collaboration with PEPADI in the socialization of currency


Aktifitas CSR – 2012 B.

Tanggal / Date

Program Lingkungan Hidup

Biaya / Cost 87,500,000

Kegiatan Go Green dalam budidaya Jamur dan program Daur Ulang Program Sosial Kemasyarakatan

Environmental Program In collaboration with Yayasan KDM

Kerjasama dengan Yayasan KDM

C.

CSR Activity – 2012

Go Green activities , Mushroom Cultivation and Recycle program 1,949,196,357

Social Welfare Program

50,823,700

Health Program

I

Program Kesehatan

1

Donor Darah

2

Bantuan makanan Bergizi untuk Masyarakat sekitar Ujung Berung

II

Program Keagamaan

1

Perayaan Maulid Nabi

2

Dukungan kegiatan Buka Puasa dengan Anak yatim HIPPI

17 Jul / Jul 17

Supporting the Breaking Fast with HIPPI Orphans

3

Kegiatan Ramadhan dengan masyarakat sekitar OCBC NISP Tower

3 Agt / Aug 3

Ramadhan activities with local communities around OCBC NISP Tower

4

Perayaan Isra Mi’raj

Jul / Jul

5

Perayaan Idul Adha

Nov / Nov

III

Program Sosial Komunitas

853,499,174

Social Community Program

Olahraga

398,426,169

Sport

1

Softball & Baseball OCBC NISP

2

Merlion Tournament Golf

3

Turnamen Golf IKA - UII

4

Global Fun Walk

5

BI Fun Bike

6

BI Perbanas - Bankers Performance Competition

7

Pertandingan Bowling BI

8

Kerjasama dengan Ancop - Gerak jalan bersama Lansia

sepanjang tahun all year Okt - Des Oct - Dec

Wulan Tour de Java 2012

2

HUT Yayasan Dhama Wulan

3

Kunjungan ke Panti Wedha St Anna

Nutrition food donation for people of Ujung Berung 203,500,000

Jan / Jan

Religion Program Celebrating Maulid Nabi

Celebrating Isra Mi’raj Celebrating Idul Adha

sepanjang tahun / all year

Softball & Baseball OCBC NISP

12 Apr / Apr 12

Merlion Tournament Golf

5 Apr / Apr 5

Golf Tournament IKA - UII

22 Okt / Oct 22

Global Fun Walk

1 Jul / Jul 1

BI Fun Bike

28 Jun - 1 Jul Jun 28 - Jul 1

BI Perbanas - Bankers Performance Competition

2-3 Jun Jun 2-3

BI Bowling Competition

19 Okt / Oct 19

Lansia 1

Blood Donation

In collaboration with Ancop - Walk with elders 55,073,005

9 - 13 Sept Sept 9-13 17 Jul / Jul 17

Anniversary of Yayasan Dhama Wulan

15 Des / Dec 15

My Dreams Come True

Senior Citizens Wulan Tour de Java 2012

Visit nursing home St Anna 400,000,000

My Dreams Come True

1

Perwujudan Mimpi Anak-anak Penderita Thalassaemia dan Bantuan Penunjang Pendidikan dan kesehatan lainnya

Des /Dec

Assistance Program for Thalassaemia Foundation and other education and health donation

2

MDCT Merchandise

Sep - Nov Sept - Nov

MDCT Merchandise

IV

Program Sosial Lainnya

1

Sponsor 50 tahun Galeri Hadiprana

2

Kegiatan Festival Dalang Bocah 2012- Pepadi

3

Festival Seni Angklung di Bandung

17 Sept / Sept 17

4

Pameran Kreasi anak-anak SMK

27 Apr / Apr 27

Student Art Exhibition

5

Bencana Kebakaran di sekitar kantor Jembatan Lima

7 Sept / Sept 7

Fire disaster near Jembatan Lima Branch Office

6

Bantuan untuk 3 Panti Asuhan

7

Pemberian bantuan ke PMI Pusat - Mobil Donor Darah

8

Kerjasama dengan Ancop donasi utk kaum Dhuafa

9

Kerjasama dengan Pesparawi dalam kegiatan Paduan Suara ToTal anggaRan CSR 2012

841,373,483

Other program

12 Des / Dec 12

Sponsoring 50th Anniversary of Galeri Hadiprana

9 Mei / May 9

Dalang Bocah Festival 2012 activities - Pepadi Angklung Festival Bandung

3 Agt/ Aug 3

Donation for 3 Orphanages

Apr / Apr

Donation for IRC head Office - Redcross Bloodmobile

9 Apr / Apr 9

In collaboration with Ancop - donation for the unprivileged

24 Sept / Sept 24

In collaboration with Pesparawi in choir activities 6,769,065,716

T buDgeT CSR 2012 Tal ToTal


161

ManajeMen Risiko

Manajemen Risiko Risk Management

Risk Management

Pengembangan Bisnis yang Terukur. Persaingan usaha yang semakin ketat serta semakin beragamnya pengaruh eksternal yang menyertainya, perlu diimbangi dengan sistem manajemen risiko yang kuat sehingga dapat mencapai pertumbuhan bisnis yang terukur dan berkesinambungan. Measurable Business Growth A robust risk management system is necessary to achieve measurable business growth, amidst rising competition in the business that is also affected by increasingly diverse external development.

162


Manajemen Risiko


Risk Management

Proses pengelolaan risiko pada Bank OCBC NISP senantiasa dilakukan mengikuti praktik-praktik terbaik yang berlaku dalam industri keuangan dengan menjunjung tinggi prinsip-prinsip Good Corporate Governance. Risk Management process at Bank OCBC NISP is continuously performed by following the best practice in the financial industry with high regard to Good Corporate Governance principles.

Bank OCBC NISP meyakini bahwa proses manajemen risiko yang efektif dan profesional akan mendukung pertumbuhan Bank secara prudent, konsisten dan berkesinambungan serta meningkatkan nilai tambah Bank kepada stakeholders.

Bank OCBC NISP believes that an effective and professional risk management process will continually support prudent, consistent and sustainable growth of the Bank while simultaneously increasing the Bank’s value added to its stakeholders.

Proses pengelolaan risiko pada Bank OCBC NISP senantiasa dilakukan mengikuti praktik-praktik terbaik yang berlaku dalam industri keuangan dengan menjunjung tinggi prinsip-prinsip Good Corporate Governance. Hal ini sesuai dengan visi, misi dan tujuan Bank yaitu untuk menjadi “Your Partner for Life” dengan menyediakan produk-produk dan jasa perbankan terbaik bagi seluruh nasabah yang didukung oleh pengelolaan risiko secara efektif dan profesional guna mencapai pertumbuhan Bank secara prudent, konsisten dan berkesinambungan. Pengelolaan risiko dengan standar terbaik juga akan mengoptimalkan risk adjusted return on capital, melindungi Bank dari seluruh risiko yang mungkin timbul, serta meningkatkan nilai tambah Bank kepada stakeholders. Prinsip utama manajemen risiko Bank terbagi atas 7 (tujuh) prinsip, meliputi hal berikut: 1. Risk appetite set at the top. 2. Framework dan organisasi manajemen risiko yang efektif. 3. Pendekatan risiko yang integratif. 4. Unit Bisnis bertanggung jawab atas risiko yang diambil. 5. Risiko-risiko akan dievaluasi secara kuantitatif, bersamaan dengan analisa kualitatif dan stress testing yang sesuai. 6. Risk assessment akan dikaji secara independent. 7. Contingency Plan dibuat untuk meyakinkan adanya kemampuan menghadapi potensi krisis atau kejadian-kejadian yang tidak diharapkan.

Risk management process at Bank OCBC NISP is continuously performed by following the best practice in the financial industry with high regard to Good Corporate Governance principles. This is consistent with the Bank’s vision, mission, and goals to be “Your Partner for Life”, by providing the best banking products and services to all customers, complemented by strong support of effective and professionals risk management in order to achieve the Bank’s prudent, consistent and sustainable growth. Managing risks using the best standardize practice will optimize risk adjusted return on capital, protect the Bank from all potential risks, and increase value added to the Bank’s stakeholders. The main risk management principles is divided into 7 (seven) principles which are:

Berdasarkan prinsip utama manajemen risiko Bank, proses pengelolaan manajemen risiko menjadi tanggung jawab bersama seluruh karyawan dan kesadaran akan risiko (risk awareness) sudah menjadi bagian tak terpisahkan dari budaya Bank. Dengan menggunakan pendekatan Three Lines of Defense, fungsi

Based on the Bank’s risk management main principles, risk management process is a shared responsibility of all employees and risk awareness is already an integral part of the Bank’s

pengelolaan risiko dilakukan secara komprehensif oleh semua lini

1. 2. 3. 4. 5.

Risk appetite set at the top. Effective risk framework and organization. Integrated risk approach. Business lines will be accountable for the risk taken. Risk will be evaluated qualitatively, together with appropriate quantitative analyses and stress testing. 6. Risk assessments will be independently reviewed. 7. Contingency Plan will be established to ensure resiliency against potential crises or unexpected events

culture. With Three Lines of Defense approach, risk management functions are conducted comprehensively throughout all levels within the organization, which is initiated at the top by oversight


163


organisasi, yang dimulai dengan oversight yang dilakukan oleh Dewan Komisaris dan Direksi. Top management, seluruh unit bisnis (frontline businesses), dan seluruh unit pendukung (supports) berfungsi sebagai First Line of Defense yang melaksanakan pertumbuhan usaha dengan tetap mempertimbangkan aspek risiko dalam setiap pengambilan keputusan. Unit kerja manajemen risiko dan unit kerja kepatuhan berfungsi sebagai Second Line of Defense yang mengelola risiko secara independen bersama-sama dengan unit kerja audit internal sebagai Third line of Defense yang bertugas melaksanakan risk assurance dan melakukan pengawasan serta evaluasi secara berkala.

functions of the Board of Commissioners and Board of Directors. Top management, frontline businesses, and all supporting units collectively serve as the First Line of Defense in their pursuit of business growth, with balanced consideration of risk factors in every decisions made. At the Second Line of Defense are Risk Management Division and Compliance Division in charge of managing risks independently, together with the Bank’s Internal Audit Division as the Third Line of Defense responsible for providing risk assurance as well as monitoring and periodic evaluation.

STRUKTUR TATA KELOLA & PENGAWASAN GOVERNANCE & STRUCTURE OVERSIGHT DEWAN KOMISARIS/KOMITE-KOMITE YANG BERTANGGUNG JAWAB KEPADA DEWAN KOMISARIS BOARD OF COMMISSIONERS/COMMITTEES UNDER THE BOC DIREKSI/KOMITE-KOMITE YANG BERTANGGUNG JAWAB KEPADA DIREKSI BOARD OF DIRECTORS/COMMITTEES UNDER THE BOD Lini Pertahanan ke-1 1st Line of Defense MANAJEMEN PUNCAK TOP MANAGEMENT

Lini Pertahanan ke-2 2nd Line of Defense

Lini Pertahanan ke-3 3rd Line of Defense

MANAJEMEN RISIKO RISK MANAGEMENT

Pengambil Risiko:

• Optimalisasi portfolio pada tingkat makro dan mikro • Kepatuhan yang tinggi terhadap batasan dan mengelola eksposur risiko • Pemantauan yang berkelanjutan terhadap posisi risiko dan risiko yang melekat

Risk Ownership:

• Optimize portfolio on macro and micro level • Strong adherence to limits and manage risk exposure • Ongoing monitoring of positions and inherent risks

164

KEPATUHAN COMPLIANCE

Pengendalian Risiko:

Risk Assurance:

Risk Control:

Risk Assurance:

• Optimalisasi kerjasama pengawas dan penasihat yang terpercaya • Memahami bagaimana unit bisnis memperoleh pendapatan dan tantang inisiatif jika memungkinkan • Pengawasan yang menyeluruh pada seluruh tipe risiko

• Optimize alliance of supervisor and trusted advisor • Understand how business drives revenue and challenge initiatives if appropriate • Overarching risk oversight across all risk types

• Pemahaman yang baik mengenai pasar modal, tipe bisnis, dan manajemen risiko • Fungsi pengawasan yang independen dengan kemampuan penegakan aturan • Kemampuan untuk menghubungkan bisnis dan risiko dengan pengertian proses dan Teknologi Informasi yang baik

AUDIT EKSTERNAL EXTERNAL AUDIT

AUDIT INTERNAL INTERNAL AUDIT

UNIT BISNIS FRONTLINE BUSINESS UNIT PENDUKUNG SUPPORTS

PRESIDEN DIREKTUR PRESIDENT DIRECTOR

• Good understanding of capital markets, business type and risk management • Independent oversight function with enforcement ability • Ability to link business and risk with process and IT know how

Dalam menjalankan fungsi pengelolaan risiko, kerangka kerja manajemen risiko difokuskan kepada pengawasan aktif Dewan Komisaris dan Direksi, kebijakan dan prosedur yang memadai, kecukupan proses identifikasi, pengukuran, pemantauan, pengendalian risiko dan sistem informasi, serta sistem pengendalian internal yang menyeluruh. Tata kelola risiko, toleransi risiko dan risk appetite menjadi tanggung jawab penuh dari jajaran Direksi.

Risk management framework is focused on active supervision by the Board of Commissioners and Directors, adequate policies and procedures, the sufficiency of risk identification, measurement, monitoring, risk control and information systems, as well as a comprehensive internal control system. The Board of Directors are fully responsible for bank-wide risk governance, risk tolerance and risk appetite.

Untuk mengelola berbagai jenis risiko yang melekat pada Bank sesuai dengan kompleksitas kegiatan usaha, terdapat beberapa unit kerja pada struktur organisasi Risk Management Group. Unit kerja tersebut bertanggung jawab terhadap risiko kredit, risiko pasar, risiko likuiditas, risiko operasional, dan risiko lainnya (risiko hukum, strategis, kepatuhan, dan reputasi). Sebagai Second Line of Defense, Risk Management Group disamping bertanggung

To manage different types of inherent risks in accordance with the complexity of the business, there are several dedicated work units within the organizational structure of the Risk Management Group that are responsible for handling credit risk, market risk, liquidity risk, operational risk and other risks (legal, strategic, compliance, and reputation risks). In its role as the Second Line of Defense, the Risk Management Group exercises its responsibility for running



jawab menjalankan fungsi tata kelola manajemen risiko secara independen juga bekerja sama dan bermitra dengan seluruh unit bisnis dan unit pendukung, mulai dari level strategis sampai dengan level transaksi. Sedangkan pengawasan organisasi dilakukan oleh Dewan Komisaris dibantu oleh komite-komite terkait manajemen risiko dan komite audit sebagaimana terlihat pada struktur organisasi.

risk management governance independently, while simultaneously working together and partnering with all frontline businesses and Bank supports, encompassing the strategic and down to the transaction levels. Organizatio-wide supervision is undertaken by the Board of Commissioners, assisted by risk managementrelated committees and the audit committee, as provided on the organizational structure.

Board of Commissioners Risk Monitoring Committee

BOARD OF COMMISSIONERS BOC AUDIT COMMITTEE

PRESIDENT DIRECTOR

BOARD OF DIRECTORS

BOC RISK MONITORING COMMITTEE

Board of Director Risk Management Committee

Operational Risk Management Committee

INTERNAL AUDIT

COMPLIANCE

ENTERPRISE POLICY & PORTFOLIO MGT

OPERATIONAL RISK MANAGEMENT

Credit Risk Management Committee

Credit Approval Committees

Special Provision Committee

ALCO

Market Risk Management Committee

RISK MANAGEMENT GROUP

CONSUMER CREDIT RISK

COMMERCIAL CREDIT RISK MANAGEMENT

CORPORATE CREDIT RISK MANAGEMENT

ASSET RECOVERY MANAGEMENT

ASSET LIABILITY RISK MANAGEMENT

MARKET RISK & TREASURY CONTROL

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Divisi Corporate Credit Risk Management, Divisi Commercial Credit Risk Management, dan Divisi Consumer Credit Risk Management bertanggung jawab mengendalikan pemberian kredit agar sesuai dengan prinsip kehati-hatian dalam pemberian kredit sekaligus memastikan bahwa semua risiko kredit telah dikelola secara optimal.

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Corporate Credit Risk Management Division, Commercial Credit Risk Management Division, and Consumer Credit Risk Management Division are responsible for controlling lending activities according to prudent banking principles, also ensuring that all credit risks have been optimally managed.

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Divisi Market Risk and Treasury Control memiliki fungsi dan ruang lingkup serta bertanggung jawab mengembangkan proses manajemen risiko dalam rangka efektivitas fungsi pengelolaan, pengendalian, dan pengawasan risiko pasar melalui formulasi kebijakan dan limit, serta penerapan ketentuan dan pelaporan.

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Market Risk and Treasury Control Division works within the scope of developing risk management processes in order to improve the efficiency of market risk management, control, and monitoring functions by formulating policies and limits, as well as through the implementation of regulations and reporting.

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Divisi Operational Risk Management bertanggung jawab untuk mengelola risiko operasional sejalan dengan best practices untuk meminimalisir kerugian yang tidak terduga dan mengelola kerugian-kerugian yang dapat diperkirakan, serta memastikan peluang bisnis baru dengan risiko yang terkendali.

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Operational Risk Management Division is in charge of managing operational risk according to the best practices in minimizing unpredictable losses and in handling estimated losses, also in assuring new business opportunities with controlled risks.

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Divisi Asset and Liability Risk Management bertanggung jawab dalam memonitor, mengukur, dan melaporkan manajemen risiko likuiditas dan risiko suku bunga dalam banking book secara baik, serta pihak independen yang melaksanakan fungsi kontrol risiko yang timbul dari posisi neraca dan likuiditas.

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Asset and Liability Risk Management Division is responsible for proper monitoring, measuring, reporting liquidity risk and interest rate risk management in the banking book, and serving as an independent party who performs control function on risks from balance sheet and liquidity positions.


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Divisi Asset Recovery Management bertanggung jawab untuk

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Asset Recovery Management Division is in charge of effective management and settlement of non-performing loans through various alternative solutions, including restructuring, cash settlement, asset settlement, loan disposal, and litigation.

Divisi Enterprise Policy and Portfolio Management bertanggung jawab atas kecukupan kebijakan, prosedur dan penetapan limit, termasuk membangun arsitektur kebijakan secara bankwide, serta mengembangkan pengelolaan enterprise portfolio, dan penilaian risk profile yang lebih sesuai dengan kondisi dan karakteristik usaha Bank dengan tetap memperhatikan peraturan terkait manajemen risiko yang berlaku.

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Enterprise Policy and Portfolio Management Division is responsible for the sufficiency of policies, procedures, and limits, includes the development of bank-wide policy architecture, as well as developing enterprise portfolio management and risk profile evaluation systems that are more suitable to the business conditions and characteristics of the Bank, with due consideration to current regulations on risk management.

melakukan penanganan dan penyelesaian kredit bermasalah secara efektif melalui berbagai alternatif penyelesaian kredit seperti restrukturisasi, cash settlement, asset settlement, loan disposal, dan litigasi.

Strategi New Horizons Dalam memperkuat fungsi pengelolaan risiko, Risk Management Group Bank OCBC NISP sejak pertengahan tahun 2011 telah mengimplementasikan New Horizons Strategy yang terdiri dari tiga fase yaitu: Fase 1 - Build Foundation and Framework, Fase 2 - Establish Depth and Distance, dan Fase 3 - Crafting Synergies for the Future. Pelaksanaan fase 1 sudah dimulai pada tahun 2011 sampai dengan pertengahan 2012, fase 2 telah dimulai sejak semester kedua tahun 2012 dan akan diteruskan selama tahun 2013, sedangkan fase 3 akan diteruskan mulai tahun 2014 hingga implementasi penuh pada akhir tahun 2015.

New Horizons Strategy To strengthen its risk management function, since mid-2011 Bank OCBC NISP’s Risk Management Group has initiated the implementation of the New Horizons Strategy, consisting of three phases: Phase 1 - Build Foundation and Framework, Phase 2 Establish Depth and Distance, and Phase 3 - Crafting Synergies for the Future. Phase 1 was implemented starting in 2011 until mid2012, while Phase 2 commenced since the second half of 2012 and will proceed into the year 2013. The third phase will progress from the year 2014 until full system implementation at the end of 2015.

strategi new Horizon Risk Management Bank oCBC nisP new Horizons strategy of Bank oCBC nisP Risk Management

2012

Phase i

Membangun Landasan dan kerangka kerja Build Foundation & Framework

kemampuan dan arsitektur Manajemen Risiko

Risk Management architecture and Capability

Phase ii


Phase iii

Menciptakan sinergi Untuk Masa Depan Crafting synergies for the Future

• Pendekatan “enterprise Risk Management” pada seluruh fungsi • Mendorong efisiensi modal dan likuiditas

• Common enterprise Risk Management approach across functions • Driving capital and liquidity efficiency

• organisasi / sumber daya manusia manajemen risiko • analisa risiko dan pelaporan manajemen • Perbaikan dan rasionalisasi kinerja dan produktivitas • kemampuan pengelolaan risiko secara geografis

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Menetapkan kedalaman dan jarak establish Depth & Distance

• Risk organization/human capital • Risk analytics and management reporting • Performance & productivity rationalization and improvements • Risk capabilities geographically

Menjadi Bank dengan Pengelolaan Risiko terbaik di indonesia To be The Best Risk House in indonesia

Untuk mencapai: Pengelolaan, pengukuran, pemantauan, analisis, dan pelaporan manajemen risiko secara tepat waktu, komprehensif, holistik, dan terintegrasi. To deliver: Timely, comprehensive, holistic, integrated enterprise wide risk management, measurement, monitoring, analytics and reporting.


Fase 1 - Build Foundation and Framework fokus kepada penguatan dasar dan kerangka kerja sehingga implementasi pengelolaan risiko bisa berjalan secara maksimal, sesuai dengan tujuan yang diinginkan yaitu visi Risk Management Group sebagai ”The Best Risk House in Indonesia”, dan sesuai dengan risk appetite Bank yang telah ditetapkan. Termasuk dalam fase ini yaitu pemilihan sumber daya manusia terbaik untuk bergabung dengan Risk Management Group, sosialisasi kebijakan-kebijakan terkait manajemen risiko kepada semua karyawan, dan pelatihan sumber daya manusia yang memadai untuk meningkatkan kompetensi dan skill. Dengan penerapan dasar dan kerangka kerja yang baik, ditunjang dengan infrastruktur yang terintegrasi maka diharapkan akan memperkuat analisis risiko dan pelaporan manajemen untuk mendukung proses pengambilan keputusan yang tepat dalam menghadapi risiko, rasionalisasi dan peningkatan kinerja serta produktivitas dalam proses pengelolaan risiko, serta meningkatkan kemampuan manajemen risiko secara geografis.

Phase 1 - Build Foundation and Framework is focused on strengthening the foundation and framework for the implementation of risk management that can run optimally, according to the desired goal, specifically the vision of the Risk Management Group as the “Best Risk House in Indonesia”, and in accordance with the Bank’s risk appetite. Included within this phase is selection of human resources to join the Risk Management Group, socialisation of risk management-related policies to all employees, and adequate training of human resources to improve their competencies and skills. With effective implementation of a solid foundation and framework with support of an integrated infrastructure, the Bank expects to strengthen risk analysis and management reporting as added support to a more effective decision-making process in dealing with risk; rationalisation and performance improvement; and productivity in the risk management process; and improving risk management capabilities geographically.

Fase 2 - Establish Depth and Distance fokus kepada peningkatan kualitas kedalaman dan cakupan pengelolaan risiko yang dilakukan dengan cara implementasi Enterprise Risk Management (ERM) pada seluruh fungsi, yang pada akhirnya akan mendorong nilai tambah bagi Bank berupa efisiensi modal dan likuiditas. Selain itu peningkatan kualitas kedalaman dan cakupan pengelolaan risiko secara umum juga akan menghasilkan analisa risiko yang lebih mendalam, tajam, berkualitas, dan prediktif dalam mendukung proses pengambilan keputusan. Kemampuan manajemen risiko secara geografis juga diharapkan meningkat secara merata tidak hanya di kota-kota besar namun sampai ke kota-kota kecil serta meningkatkan koordinasi dan integrasi antar segmen dan lintas fungsi untuk memastikan penanganan risiko yang signifikan.

Phase 2 - Establish Depth and Distance is focused on improving the overall depth and scope of risk management which is done by Enterprise Risk Management (ERM) implementation to all functions, which in turn will increase added value to the Bank in the form of liquidity and capital efficiency. Furthermore, improving the overall depth and scope of risk management in general will also produce a more in-depth, sharp, high quality, and predictive risk analysis that would be able to support the decision-making process. Geographical risk management capabilities are also expected to widen, covering not only the big cities but also smaller areas, as well as improving coordination and integration between segments and across functions to ensure significant risk handling.

Fase 3 - Crafting Synergies for the Future fokus kepada sinergi harmonis antara unit bisnis sebagai unit yang mengambil risiko (risk taking units) dengan unit pendukung, dan unit manajemen risiko sebagai unit pemantau dan pengelola risiko. Framework dan berbagai alignment dan automation projects telah dicanangkan Bank dengan unit bisnis dan unit pendukung untuk mencapai tujuan ini sampai akhir tahun 2015. Sinergi dan kolaborasi sebagai upaya untuk terus meningkatkan tata kelola risiko tidak hanya dilakukan secara internal antar unit kerja bisnis dan unit pendukung, melainkan juga dilakukan dengan pihak-pihak ketiga antara lain dalam bentuk pertemuan Direktur Manajemen Risiko dengan Bank Indonesia untuk melakukan perkenalan, sosialisasi Group Risk Management dan melakukan pembahasan Risk-Based Bank Rating (RBBR) serta pertemuan Direktur Manajemen Risiko dengan lembaga-lembaga pemeringkat (rating agencies), auditor eksternal, maupun lembaga-lembaga konsultan.

Phase 3 - Crafting Synergies for the Future focuses on harmonious synergy between frontline businesses as risk-taking units with supporting units, and risk management unit as risk monitoring and managing unit. Framework and various alignment and automation projects were initiated and implemented with frontline businesses and supporting units to attain this goal by the end of 2015. Synergy and collaboration as continuous improvement measures on risk governance is not only undertaken internally among frontline businesses and supporting units, but also engage third parties in forms of: social meetings of Bank’s Risk Management Director with Bank Indonesia, Group Risk Management socialisation events, and Risk-Based Bank Rating (RBBR) discussions and Risk Management Director’s meetings with rating agencies, external auditor, and consultants.

Ketiga fase pada New Horizons Strategy Risk Management Group akan secara terus-menerus dievaluasi, dikembangkan, dan diperbaiki seiring perkembangan organisasi dan kompleksitas usaha Bank dengan mempertimbangkan rencana bisnis Bank di masa mendatang.

The 3 phases of Risk Management Group’s New Horizons Strategy will be evaluated, developed, and refined on an on going basis to maintain consistency with developments in the Bank’s organization and business complexity with due regard to Bank’s business plans in the future.


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Terkait dengan inisiatif masing-masing unit kerja pada Risk Management Group, selama tahun 2012, Bank OCBC NISP melaksanakan berbagai inisiatif penerapan manajemen risiko sebagai berikut:

In 2012, Bank OCBC NISP implemented various risk management initiatives, by each work unit of the Risk Management Group as follows:

PENGELOLAAN RISIKO KREDIT

CREDIT RISK MANAGEMENT

Pengelolaan Risiko Konsentrasi Kredit Dalam melaksanakan pengelolaan risiko konsentrasi kredit Bank OCBC NISP telah memiliki guidelines yang bertujuan mengurangi risiko yang mungkin timbul melalui penetapan limit yang dituangkan dalam pernyataan Risk Appetite, ketentuan mengenai Target Market Risk Acceptance Criteria (TM RAC), dan juga melalui ketentuan Batas Maksimum Pemberian Kredit.

Credit Concentration Risk Management In managing credit concentration risk, Bank OCBC NISP has established clear guidelines aimed at reducing potential risks by establishing limits, as set forth in the Bank’s Risk Appetite statement, provisions of the Target Market Risk Acceptance Criteria (TM RAC), and stipulations on Legal Lending Limit.

Pada pernyataan Risk Appetite, Bank berkomitmen mengelola risiko konsentrasi kredit dengan menjaga agar jumlah total pinjaman yang diberikan kepada Top Borrowers, baik individu maupun kelompok, tidak melebihi batas yang telah ditetapkan.

Risk Appetite statement shows that the Bank expresses commitment to manage credit concentration risk by ensuring that the amount of loans granted to Top Borrowers, whether single individual or group, not exceed the prescribed limits.

Melalui ketentuan TM RAC, Bank mengelola risiko konsentrasi kredit dengan cara membatasi total pinjaman yang dapat diberikan kepada sektor industri tertentu dengan tujuan diversifikasi kredit, sehingga eksposur yang berlebihan terhadap suatu sektor industri tertentu dapat dihindari.

Referring to TM RAC stipulation, the Bank manages credit concentration risk by limiting a maximum amount of loan distribution to certain industrial sectors with the main purpose of credit diversification. Hence, excessive exposure to a particular industry can be avoided.

Pada Batas Maksimum Pemberian Kredit, Bank menetapkan limit untuk membatasi eksposur kepada pihak terkait, individual selain pihak terkait, kelompok selain pihak terkait, Badan Usaha Milik Negara (BUMN), dan juga perusahaan sekuritas.

In relation to Legal Lending Limit requirements, the Bank observes limits to actively prevent over exposure on any particular related party, non-related individual, non-related group, state-owned enterprises (SOEs), and also securities companies.

Dengan adanya panduan-panduan tersebut maka risiko konsentrasi kredit akan dapat dikendalikan dengan baik karena tingkat eksposur kredit kepada pihak dan sektor industri tertentu telah dibatasi, dikelola dan dipantau secara berkala.

These guidelines serve to collectively address the Bank’s credit concentration risk, because overall credit exposure to certain party and industrial sector is limited, managed and monitored effectively on a regular basis.

Pengukuran dan Pengendalian Risiko Kredit Pengelolaan risiko kredit dilakukan oleh Bank OCBC NISP secara terus-menerus dan berkesinambungan dengan meningkatkan 4 (empat) pilar utama yaitu: Organization Structure & Human Capital, Policy & Procedure, System & Data Development & Maintenance, dan Methodology, Approach, Model & Risk Analytics.

Credit Risk Measurement and Management Credit risk management is constantly and continuously conducted at Bank OCBC NISP by enhancing 4 (four) main pillars: Organization Structure & Human Capital, Policy & Procedure, System & Data Development & Maintenance, and Methodology, Approach, Model & Risk Analytics.

Pengembangan struktur organisasi dan pelatihan sumber daya manusia telah dilakukan secara terarah, terpadu, dan berkesinambungan untuk memperkuat pengelolaan risiko kredit.

Organization structure development and human resource training were carried out with a focused, integrated, and sustainable approach to strengthen credit risk management.

Pada kredit konsumer, implementasi dan pengembangan Loan Origination System (LOS) dimaksudkan agar penerapan parameter-parameter risiko dapat dilakukan secara terintegrasi dan menyeluruh, yang didukung pula dengan pengembangan model scorecard dalam pengukuran risiko, sehingga memperkuat pengelolaan risiko dalam proses pengajuan kredit konsumer.

For consumer loan, implementation and development of Loan Origination System (LOS) is intended for an integrated and comprehensive implementation of risk parameters, which is also supported with the development of a scorecard model to facilitate a stronger risk management system in the consumer credit application process.



Disamping itu, di sisi pengendalian risiko oleh Collection, telah diimplementasikan sistem collection baru yang terintegrasi untuk semua produk konsumer, telah meningkatkan produktivitas dan kinerja collection.

In addition, the Collection Division has applied a new and integrated collection system for all consumer products, that serves to promote higher productivity and better collection performance.

Untuk mendukung pengelolaan risiko kredit konsumer dan memonitor kualitas portofolio kredit secara berkala, berbagai laporan disusun secara harian, mingguan dan bulanan. Contoh laporan tersebut antara lain portfolio quality qeport termasuk portfolio analysis, new booking loan monitoring, delinquency performance, vintage analysis, revenue ratio analysis, cap monitoring, portfolio dan was is performance, serta collection performance executive.

The Bank prepares daily, weekly, and monthly reports in order to support the overall credit risk management process and to facilitate monitoring of the loan portfolio quality on a regular basis. Examples of these reports include portfolio quality report such as portfolio analysis, new booking loan monitoring, delinquency performance, vintage analysis, revenue ratio analysis, cap monitoring and was is performance as well as collection performance executive.

Pada kredit korporasi dan komersial, Non-Performing Loan (NPL) secara konsisten dapat dijaga pada level paling rendah di sepanjang tahun 2012 dibandingkan tahun-tahun sebelumnya, dimana Bank menerapkan prinsip kehati-hatian dalam pengambilan keputusan. NPL bankwide per Desember 2012 sebesar 0,91% (gross).

Non Performing Loan (NPL) of corporate and commercial loan has been consistently controlled at the lowest level in 2012 compared to past years. This is the result of implementing the prudential banking principle in decision-making. Bankwide NPL as of December 2012 was 0.91% (gross).

Krisis ekonomi di Eropa yang berkepanjangan, lambatnya pemulihan kondisi ekonomi di Amerika disertai dengan perlambatan ekonomi di China, serta tertekannya harga komoditas di pasar dunia, mempengaruhi Bank untuk lebih seksama dalam menilai serta memperhatikan portofolio kredit. Bank juga melakukan langkahlangkah proaktif dan preventif seperti memiliki kategori watch

list untuk perusahaan-perusahaan yang kondisi keuangannya diproyeksikan menurun karena terpengaruh imbas kondisi global.

The lingering economic crisis in Europe, the slow economic recovery in the United States accompanied by an economic slowdown in China, and depressed commodity prices in the international markets compel the Bank to adopt a more thorough assessment and monitoring of the credit portfolio. The Bank also undertakes proactive and preventive measures, like maintaining a watch list category for companies whose financial conditions are projected to worsen as impacted by global conditions.

Untuk mendukung pengelolaan risiko kredit dan memonitor kualitas portofolio kredit secara berkala, terdapat berbagai laporan yang disusun secara berkala antara lain tren portofolio kredit berdasarkan unit bisnis, komposisi mata uang, dan sektor industri, hingga tren konsentrasi kredit, special mention dan non performing loan portofolio kredit. Selain itu telah dilakukan pula stress testing untuk portofolio kredit, baik kredit retail maupun kredit komersial. Dengan demikian Bank telah mempersiapkan langkah-langkah yang akan diambil apabila skenario stress testing tersebut terjadi.

The Bank prepares periodic reports to support credit risk management and to monitor the quality of the loan portfolio on a regular basis. These reports include loan portfolio trends by business unit, by currency composition, and by industrial sectors, as well as credit concentration trends, special mention and nonperforming loan portfolio. Further, the Bank has completed a series of stress testing on both retail and commercial credit portfolio. Correspondingly, the Bank has prepared a set of mitigation measures in the event of a stress test scenario occurring.

Pengembangan sumber daya manusia terus dilakukan secara berkesinambungan dengan mengadakan pelatihan-pelatihan kredit, baik untuk Divisi Corporate dan Commercial Credit Risk

Human resource development is an on going process by giving credit training programs, for the Corporate and Commercial Credit Risk Management Divisions as the second line of defense as well as the frontline businesses as the first line of defense. Collaboration with the frontline businesses is strengthened by various improvement efforts, including having risk management teams and frontline business teams work together from the initiation of the loan proposal process. Implementation of this project renders work processes more efficient, particularly reducing the credit processing time from the proposal preparation process to final credit approval.

Penerapan Target Market Risk Acceptance Criteria (TM RAC) merupakan salah satu bentuk kolaborasi lainnya antara business unit dengan credit risk unit dalam menetapkan target market definition sebagai salah satu acuan dalam menetapkan nasabah yang masuk dalam kriteria yang telah disepakati.

Implementation of Target Market Risk Acceptance Criteria (TM

Management, sebagai second line of defense, maupun untuk Business Unit sebagai first line of defense. Kolaborasi dengan business unit telah diperkuat melalui berbagai penyempurnaan, diantaranya tim manajemen risiko dan tim business unit bekerja sama sejak awal proses proposal kredit. Dengan diimplementasikannya proyek ini, proses kerja menjadi lebih efisien terutama dalam mempersingkat waktu proses persiapan proposal hingga persetujuan kredit.

RAC) is one form of collaboration between frontline businesses with credit risk unit in setting the target market definition as a reference for use in selecting potential customers on the basis of pre-determined criteria.


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Tim credit risk pun terus dikembangkan melalui perekrutan dan pengembangan staf untuk ditempatkan di wilayah di mana bisnis sedang dikembangkan. Termasuk beberapa daerah di luar pulau Jawa, pelatihan kredit, kerja praktek (on the job training), dan mengidentifikasi potensi peserta Management Development Program bagi suksesi manajemen di masa yang akan datang.

The credit risk team is continuously developed by recruitment and development of personnel to be assigned in locations where the business is being expanded. Including certain areas outside Java, credit training, on the job training, and identification of potential candidates for the Management Development Program for management succession in the future.

Pengembangan infrastruktur kredit terus dilanjutkan, Credit Rating System (CRS) terus dikembangkan berkelanjutan sebagai dasar untuk “Internal Credit Rating Approach” dalam melakukan pengukuran risiko. Stress testing secara rutin dilakukan, terutama secara spesifik berkaitan dengan krisis Eropa, pelemahan harga komoditas dan peraturan Minerba terbaru. Proses-proses ini dengan sendirinya melatih kemampuan dan kepekaan tim kredit dalam mengantisipasi dampak ekonomi global dan regulasi terhadap portofolio kredit Bank.

The Bank continually pursues development of its credit infrastructure, and the Credit Rating System (CRS) is further refined as the basis for an “Internal Credit Rating Approach”. Stress testing is routinely performed, and particularly in relation to the European crisis, weakening commodity prices and the latest mining regulations. These processes stimulate training on credit team’s ability and sensitivity in anticipating the potential impacts of the global economy and new regulations on the Bank’s loan portfolio.

Dalam mengantisipasi ketidakpastian kondisi global di tahun mendatang dan untuk terus memperkuat kualitas pengelolaan risiko kredit, Bank akan melakukan berbagai inisiatif pada tahun 2013 antara lain implementasi CRS untuk segmen Financial

In anticipation of the global uncertainty in the coming year and to further strengthen the quality of credit risk management, the Bank will apply various initiatives in 2013, including CRS implementation for Financial Institution, Non-Bank Financial Institution and Commercial Banking businesses; continuous review on credit policies; as well as improvements and developments to the credit risk management information system aimed to build a more accurate and timely measurement of credit risk exposure.

Tagihan yang telah jatuh tempo dan tagihan yang mengalami penurunan nilai/impairment

Matured account receivables and impairment of receivables

Bank OCBC NISP mendefinisikan tagihan yang telah jatuh tempo sebagai seluruh tagihan yang telah jatuh tempo lebih dari 90 (sembilan puluh) hari, baik atas pembayaran pokok dan/atau pembayaran bunga.

Matured account receivables are defined as all receivables, where the loan payments are over 90 (ninety) days overdue, on principal and/or interest repayments.

Seluruh tagihan dapat mengalami penurunan nilai apabila berdasarkan hasil evaluasi Bank terdapat bukti yang obyektif mengenai penurunan nilai tersebut sebagai akibat terjadinya satu atau lebih ”peristiwa yang merugikan” setelah pengakuan awal kredit dimana peristiwa yang merugikan tersebut berdampak pada estimasi arus kas masa datang atas aset keuangan atau kelompok aset keuangan yang dapat diestimasi secara handal.

All receivables are subject to impairment if objective evidence demonstrates that the impairment is occured due to one or more “loss events” after the initial recognition of credit where the loss event has an impact on the estimated future cash flows of the financial asset or group of financial assets that can be estimated reliably.

Bank telah memiliki kriteria yang digunakan sebagai pedoman dalam menentukan bukti obyektif penurunan nilai. Selain itu, terdapat juga beberapa kriteria tambahan yang digunakan khusus untuk kredit dengan jumlah yang signifikan.

The Bank has already had the criterias serving as a guideline in determinng objective evidence of impairment. In addition, there are also additional criterias used specifically for credit with significant amount.

Jika setelah dilakukan estimasi terjadi penurunan nilai dan terdapat selisih antara nilai yang tercatat kredit dengan nilai saat ini, maka harus dibentuk Cadangan Kerugian Penurunan Nilai (CKPN) untuk menutup kerugian penurunan nilai.

In the event that impairment occurred after estimation and there is a difference between the recorded and the current amounts of loans, the Bank shall have allowance for impairment losses (CKPN) to cover it.

Tabel berikut menggambarkan pengungkapan tagihan bersih Bank OCBC NISP berdasarkan kategori portofolio yang dirinci berdasarkan wilayah, sisa jangka waktu kontrak dan sektor ekonomi, untuk Bank secara individual.

The following table illustrates the disclosure of net receivable of Bank OCBC NISP based on the portfolio category which comprise region, remaining maturity of the contract and the economic sector, to each Bank individually.

Institution, Non-Bank Financial Institution, dan Commercial Banking; mereview kebijakan kredit secara kontinyu; serta meningkatkan dan mengembangkan sistem informasi manajemen risiko kredit agar eksposur risiko kredit dapat diukur secara akurat dan tepat waktu.

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Pengungkapan Tagihan Bersih Berdasarkan Wilayah - Bank Secara Individual.

Disclosure of Net Receivable based on Region - Bank Individually.

(Dalam Rp Juta)

(In Rp Million)

31 Desember 2012 | December 31, 2012

Kategori Portofolio

No

Portfolio Category

1.

Tagihan Kepada Pemerintah Claims on Government / Sovereign

2.

Tagihan Kepada Entitas Sektor Publik Claims on Public Sector Entities

3.

Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional Claims on Multilateral Development Banks and International Entities

4.

Tagihan Kepada Bank Claims on Banks

5.

Tagihan Bersih Berdasarkan Wilayah | Net Receivable Based on Region Jawa Bali

Sumatera

Kalimantan

Lainnya Others

Sulawesi

Total

19,724,388

-

-

-

-

19,724,388

61,372

-

-

-

-

61,372

-

-

-

-

-

-

1,327,572

2,595

-

-

-

1,330,167

Kredit Beragun Rumah Tinggal Claims Secured by Residential Property

5,659,917

609,129

92,573

90,856

5,739

6,458,214

6.

Kredit Beragun Properti Komersial Claims Secured by Commercial Real Estate

12,442,815

2,314,770

393,986

467,603

8,493

15,627,667

7.

Kredit Pegawai/Pensiunan Claims on Pension Loans

-

-

-

-

-

-

8.

Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel Claims on Micro, Small, and Retail Portfolio

4,762,538

563,472

83,571

96,628

4,871

5,511,080

9.

Tagihan Kepada Korporasi Claims on Corporates

28,197,250

2,477,812

791,565

694,138

10,912

32,171,677

10.

Tagihan Yang Telah Jatuh Tempo Claims on Past Due Exposures

134,055

10,064

3,912

2,674

-

150,705

11.

Aset Lainnya Other Assets

2,333,766

91,688

35,759

20,084

1,364

2,482,661

12.

Eksposur di Unit Usaha Syariah (apabila ada) Sharia Exposures (if any)

995,343

7,164

-

2,046

-

1,004,553

75,639,016

6,076,694

1,401,366

1,374,029

31,379

84,522,484

TOTAL

Pengungkapan Tagihan Bersih Berdasarkan Sisa Jangka Waktu Kontrak - Bank Secara Individual.

Disclosure of Net Receivable Based on Term to Contractual Maturity – Bank Individually

(Dalam Rp Juta)

(In Rp Million)


No

Tagihan Bersih Berdasarkan jangka waktu kontrak

Kategori Portofolio Portfolio Category

1.


2.


3.


4.


5.


6.


7.


8.


Net Receivable Based on Contractual Maturity Net Receivable Based on Contractual Maturity < 1 tahun < 1 year

> 1 -3 tahun > 1 - 3 years

> 3-5 tahun > 3 - 5 years

Non Kontraktual Non Contractual

> 5 tahun > 5 years

Total

18,500,243

110,943

560,251

552,951

-

19,724,388

56,263

5,109

-

-

-

61,372

-

-

-

-

-

-

754,699

575,468

-

-

-

1,330,167

1,706

108,994

133,907

6,213,607

-

6,458,214

4,852,643

3,956,068

1,682,075

5,136,881

-

15,627,667

-

-

-

-

-

-

1,416,726

1,344,766

604,353

2,145,235

-

5,511,080


171


31 Desember 2012 | December 31, 2012 Tagihan Bersih Berdasarkan jangka waktu kontrak

Kategori Portofolio

No

Net Receivable Based on Contractual Maturity

Portfolio Category

< 1 tahun < 1 year


9.

Tagihan Yang Telah Jatuh Tempo

10.

Claims on Past Due Exposures

Total

4,662,686

9,184,689

-

32,171,677

11,904

11,527

7,330

119,944

-

150,705

-

-

-

-

2,482,661

2,482,661

3,124

174,650

98,663

515,542

212,574

1,004,553

37,917,499

12,291,636

7,749,265

23,868,849

2,695,235

84,522,484


TOTAL

Non Kontraktual Non Contractual

> 5 tahun > 5 years

6,004,111

Other Assets

12.

> 3-5 tahun > 3 - 5 years

12,320,191

Aset Lainnya

11.

> 1 -3 tahun > 1 - 3 years

Pengungkapan Tagihan Bersih Berdasarkan Sektor Ekonomi - Bank Secara Individual.

Disclosure of Net Receivable Based on Economic Sector - Bank Individually.

(Dalam Rp Juta)

No

Sektor Ekonomi Economic Sector

(In Rp Million)

Tagihan Kepada Pemerintah Claims on Government/ Sovereign




Kredit Beragun Rumah Tinggal

Kredit Beragun Properti Komersial

Claims Secured by Residential Property

Claims Secured by Commercial Real Estate

Kredit Pegawai/ Pensiunan Claims on Pension Loans





378

Eksposur di Unit Usaha Syariah (apabila ada)


Sharia Exposures (if any)


172

1

Pertanian, perburuan dan Kehutanan Agricultures, hunting and forestry

-

-

-

-

-

313,417

-

4,275

771,220

2

Perikanan Fisheries

-

-

-

-

-

5,104

-

1,300

5,182

3

Pertambangan dan Penggalian Mining and Quarrying

-

-

-

-

-

276,065

-

6,931

1,636,799

4

Industri Pengolahan Procesing industry

-

-

-

-

7,578,342

-

213,230

5

Listrik, Gas, dan Air Electricity, gas and water

-

-

-

-

-

11,928

-

1,399

6

Konstruksi Construction

-

-

-

-

-

7

Perdagangan Besar dan Eceran Big and retail trade

-

-

-

8

Penyediaan Akomodasi dan Makan Minum Provision of accomodation and food supply drinking

-

-

-

-

9

Transportasi, Pergudangan, dan Komunikasi Transportation, warehousing and communications

-

-

-

-

10

Perantara Keuangan Transitional Finance

11

Real Estate, Usaha Persewaan, dan Jasa Perusahaan Real estate, Rental Business, and services company

-

-

-

-

12

Administrasi Pemerintahan, Pertahanan dan Jaminan Sosial Wajib Government administration, the defense and compulsory social security

-

-

-

13

Jasa Pendidikan Education services

-

-

14

Jasa Kesehatan dan Kegiatan Sosial Health and social services

-

15

Jasa Kemasyarakatan, Sosial Budaya, Hiburan dan Perorangan Lainnya Community, Sociocultural, Entertainment and Other Individual Services

16

17

59,893

-

-

-

-

503

-

-

5,639,844

13,003

-

-

47,320

-

-

-

-

445,281

-

41,011

933,696

1,241

-

-

4,863,893

-

546,551

5,772,930

17,907

-

-

-

778,129

-

10,747

456,021

6

-

-

-

309,734

-

22,486

3,456,719

28

-

-

18,251

-

1,029

2,352,419

133

-

-

883,324

-

33,708

5,321,337

5,889

-

-

-

-

126

-

-

-

-

-

-

23,703

-

2,800

25,329

-

-

-

-

-

-

-

12,512

-

9,915

92,608

338

-

-

-

-

-

-

-

106,960

-

33,746

784,897

484

-

-

Jasa Perorangan yang Melayani Rumah Tangga Individual services which serve households

-

-

-

-

-

898

Badan Internasional dan Badan Ekstra Internasional Lainnya Extra agency international agency and other international

-

-

-

-

-


19,724,388

1,182

297

-

1,285,036

-

-

-

-

-

355,436

-

-

-

-

-

-

-

-

-

-

-

-


No

Sektor Ekonomi Economic Sector

Tagihan Kepada Pemerintah Claims on Government/ Sovereign

Tagihan Kepada Entitas Sektor Publik

Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional

Claims on Public Sector Entities

Claims on Multilateral Development Banks and International Entities


Kredit Beragun Rumah Tinggal

Kredit Beragun Properti Komersial

Claims Secured by Residential Property

Claims Secured by Commercial Real Estate

Claims on Pension Loans

Kredit Pegawai/ Pensiunan

18

Kegiatan yang Belum Jelas Batasannya Business Activities which are not clearly defined

-

-

-

-

-

-

-

19

Bukan Lapangan Usaha Credit Recipients Non Industrial Origin

-

-

-

-

-

-

-

20

Lainnya Others

-

45,131

6,458,214

-

1,330,167

6,458,214

TOTAL

19,724,388

61,372

15,627,667



Tagihan Kepada Korporasi


Claims on Corporates

-

-

Eksposur di Unit Usaha Syariah (apabila ada)


Sharia Exposures (if any)

-

-

-

-

-

-

471,732

67,921

-

4,110,220

4,807,435

110,795

2,482,661

649,117

-

5,511,080

32,171,677

150,705

2,482,661

1,004,553

Pendekatan yang Digunakan untuk Pembentukan Cadangan Kerugian Penurunan Nilai (CKPN)

Approach for Impairment Provision on Financial Asset (CKPN)

Bank memiliki pedoman dalam menentukan apakah pembentukan CKPN dilakukan secara individual atau kolektif. Pembentukan CKPN secara individual dilakukan untuk aset keuangan yang signifikan secara individual dan mengalami penurunan nilai. Pembentukan CKPN secara kolektif dilakukan untuk aset keuangan yang secara individual tidak signifikan tetapi mengalami penurunan nilai dan untuk aset keuangan yang dinilai secara individual tetapi tidak terdapat bukti obyektif penurunan nilai.

The Bank posses a guideline in determining whether an impairment provision on financial assets (CKPN) should be applied individually or collectively. Individual CKPN is applied on individually significant financial assets experiencing impairment. Collective CKPN is applied on individually insignificant financial assets experiencing impairment; and on financial assets valued individually but demonstrating no objective evidence of impairment.

Metode perhitungan CKPN untuk penurunan nilai secara individu dilakukan dengan membandingkan nilai tercatat aset keuangan dengan nilai terkini yang diperoleh dari Discounted Cash Flows,

yaitu estimasi arus kas masa datang yang didiskontokan dengan tingkat suku bunga efektif awal aset keuangan.

The method for calculating CKPN for individual impairment is performed by comparing the recorded amount of financial assets and the current amount obtained from Discounted Cash Flows, the estimated future cash flows discounted at the financial assets original effective interest rate.

Metode perhitungan penurunan nilai secara kolektif dilakukan dengan mengestimasi kerugian historis dari aset-aset yang dinilai secara kolektif tersebut. Bank menggunakan metode statistik Roll Rates dan Migration Analysis Method dengan menggunakan data historis hingga beberapa tahun ke belakang.

The method for calculating CKPN for collective impairment is performed by estimating the historical losses of the collectively calculated assets. The Bank applies Roll Rates statistic method and Migration Analysis Method by using historical data from the previous years.

Tabel berikut menggambarkan pengungkapan tagihan dan pencadangan berdasarkan wilayah dan sektor ekonomi, bank secara individual.

The following tables illustrates the disclosure of receivables and allowances based on region and economic sector, bank individually.

Pengungkapan Tagihan dan Pencadangan Berdasarkan Wilayah Bank secara Individual.

Disclosure of Receivables and Allowances Based on Region - Bank Individually.

(Dalam Rp Juta)

(In Rp Million)


Kategori Portofolio

No

Portfolio Category

1.

Tagihan Receivables

2.

Tagihan yang mengalami Penurunan Nilai Impaired Receivables a. Belum jatuh Tempo a. Non Past Due

Jawa Bali

Sumatera

Kalimantan

Sulawesi

Lainnya Others

Total

66,947,586

5,867,963

1,396,622

1,355,109

31,430

75,598,711

418,777

38,534

12,281

5,526

-

475,118

73,761

6,890

1,169

726

-

82,546


173



Kategori Portofolio

No

Jawa Bali

Portfolio Category

Sumatera

Kalimantan

Sulawesi

Lainnya Others

Total

b. Telah jatuh Tempo b. Past Due

345,016

31,644

11,112

4,800

-

392,572

3.

Cadangan kerugian penurunan nilai (CKPN) - Individual Allowance for Impairment Losses - Individual

258,098

10,833

6,962

2,155

-

278,048

4.

Cadangan kerugian penurunan nilai (CKPN) - Kolektif Allowance for Impairment Losses - Collective

584,497

119,921

24,889

14,057

350

743,714

5.

Tagihan yang dihapus buku Claims written off

28,555

408

157

33

-

29,153

Pengungkapan Tagihan dan Pencadangan - Berdasarkan Sektor Ekonomi - Bank secara Individual.

Disclosure of Receivables and Allowances Based on Economic Sektor - Bank Individually.

(Dalam Rp Juta)

(In Rp Million)

Tagihan yang Mengalami Penurunan Nilai No

Sektor Ekonomi

Tagihan

Economic Sector

Receivable

Impaired Receivables Belum Jatuh Tempo

Telah Jatuh Tempo

Non Past Due

Past Due

Cadangan kerugian penurunan nilai (CKPN) - Individual

Cadangan kerugian penurunan nilai (CKPN) - Kolektif

Allowance for Impairment Losses - Individual

Allowance for Impairment Losses - Collective

Tagihan yang dihapus buku Claims Written off

31 Desember 2012 December 31, 2012 1 2

Perikanan Fisheries

3

Pertambangan dan Penggalian Mining and Quarrying

4

Industri Pengolahan Procesing industry

5 6 7 8

9

Listrik, Gas, dan Air Electricity, gas and water Konstruksi Construction

Perdagangan Besar dan Eceran Big and retail trade

Penyediaan Akomodasi dan Makan Minum Provision of accomodation and food supply drinking

Transportasi, Pergudangan, dan Komunikasi Transportation, warehousing and communications Perantara Keuangan Transitional Finance

1,036,409

1,432

2,926

2,906

24,428

-

11,586

-

-

-

19

-

1,833,594

620

2,692

9,169

35,087

-

13,088,314

11,101

34,310

114,196

132,513

-

60,647

-

-

-

261

-

1,425,116

534

6,153

4,892

12,271

-

11,070,926

35,284

113,133

40,649

182,088

684

1,157,881

-

6,352

-

15,070

-

3,632,422

129

1,756

-

53,392

-

22,948,349

-

260

-

25,916

-

11

Real Estate, Usaha Persewaan, dan Jasa Perusahaan Real estate, Rental Business, and services company

5,762,167

14,810

25,827

34,521

37,406

-

12

Administrasi Pemerintahan, Pertahanan dan Jaminan Sosial Wajib Government administration, the defense and compulsory social security

126

-

-

-

-

-

51,832

-

-

-

253

-

118,910

-

3,699

151

3,672

-

927,334

301

797

265

3,700

-

10

13 14

15

174

Pertanian, perburuan dan Kehutanan Agricultures, hunting and forestry

Jasa Pendidikan Education services

Jasa Kesehatan dan Kegiatan Sosial Health and social services Jasa Kemasyarakatan, Sosial Budaya, Hiburan dan Perorangan Lainnya Community, Sociocultural, Entertainment and Other Individual Services



Tagihan yang Mengalami Penurunan Nilai No

16

Sektor Ekonomi

Tagihan

Economic Sector

Receivable

Jasa Perorangan yang Melayani Rumah Tangga Individual services which serve households

18

19 20

Telah Jatuh Tempo

Non Past Due

Past Due



Tagihan yang dihapus buku Claims Written off

-

-

-

30

-

-

-

-

-

-

-

-

-

-

-

-

-

547,106

516

2,457

332

12,247

15,925

11,925,094

17,819

192,210

70,967

205,361

12,544

75,598,711

82,546

392,572

278,048

743,714

29,153

Kegiatan yang Belum Jelas Batasannya Business Activities which are not clearly defined

Bukan Lapangan Usaha Credit Recipients Non Industrial Origin

Lainnya Others

Belum Jatuh Tempo

Cadangan kerugian penurunan nilai (CKPN) - Kolektif

898

Badan Internasional dan Badan Ekstra Internasional Lainnya Extra agency international agency and other international

17

Impaired Receivables

Cadangan kerugian penurunan nilai (CKPN) - Individual

TOTAL

Pengungkapan Rincian Mutasi Cadangan Kerugian Penurunan Nilai - Bank Secara Individual.

Disclosure of Details on Movements of Impairment Provision on Financial Assets (CKPN) - Bank Individually.

(Dalam Rp Juta) Kategori Portofolio

No

1. 2.

(In Rp Million)

Portfolio Category

Saldo awal CKPN

Beginning Balance - Allowance for Impairment Losses

Pembentukan (pemulihan) CKPN pada periode berjalan (Net) Allowance/reversal for impairment losses during the year (Net)

2.a Pembentukan CKPN pada periode berjalan

Additional allowance for Impairment Losses during the year

2.b Pemulihan CKPN pada periode berjalan

Reversal for impairment losses during the year

3. 4.

CKPN yang digunakan untuk melakukan hapus buku atas tagihan pada peride berjalan

Allowance for impairment losses used to claims written off during the year

Pembentukan (pemulihan) lainnya pada periode berjalan Other allowance / reversal during the year

Saldo akhir CKPN Ending Balance CKPN

31 Desember 2012 | December 31, 2012 CKPN Individual

CKPN Kolektif



294,253

480,449

-

-

(16,092)

262,043

8,857

9,260

(10,263)

(18,890)

1,293

10,852

278,048

743,714

Pemenuhan ketentuan Bank Indonesia dan Basel Seiring dengan komitmen penuh Bank OCBC NISP untuk selalu melaksanakan praktik-praktik terbaik dalam pengelolaan risiko, Bank telah menyiapkan infrakstruktur untuk memenuhi berbagai regulasi yang ditetapkan oleh Bank Indonesia termasuk diantaranya penerapan Basel framework sebagai international best practice.

Compliance with Bank Indonesia Regulation and Basel In line with the commitment of Bank OCBC NISP to always implement the best practices in risk management, the Bank has set up the infrastructures in order to meet various regulations stipulated by Bank Indonesia, including the Basel framework as international best practice.

Pengukuran Aktiva Tertimbang Menurut Risiko (ATMR) risiko kredit sudah dilakukan secara penuh menggunakan metode pendekatan standar (Standardized Approach) sesuai dengan Surat Edaran Bank Indonesia Nomor 13/6/DPNP tanggal 18 Februari 2011. Pada pendekatan standar bobot risiko ditetapkan berdasarkan peringkat debitur atau pihak lawan, sesuai kategori portofolio atau prosentase tertentu untuk jenis tagihan tertentu.

Pursuant to Bank Indonesia Circular Letter No. 13/6/DPNP dated February 18, 2011, the Risk Weighted Assets (RWA) of the credit risk is measured using standardized approach, which risk weighting is set based on the rating of debtor or counterpart, according to portfolio category or a certain percentage for a specific type of receivable.


175


Portofolio kelompok tagihan dibagi dalam kategori tagihan kepada pemerintah, tagihan kepada entitas sektor publik, tagihan kepada bank, tagihan kepada korporasi dan tagihan yang telah jatuh tempo. Bobot risiko menggunakan ketentuan yang telah ditetapkan oleh Bank Indonesia. Apabila terdapat tagihan yang telah memiliki peringkat, maka Bank menggunakan lembaga pemeringkat yang diakui oleh regulator (Bank Indonesia) sesuai ketentuan lembaga pemeringkat dalam negeri yang diakui, yaitu Pefindo, sedangkan untuk pemeringkat internasional dapat menggunakan S&P, Moody’s dan Fitch.

The portfolio of receivable group is divided into receivables for government, receivables for public sector entity, receivables for banks, receivables for corporations and over due receivables. Risk weighting uses the provision set by Bank Indonesia. In the event of having rated receivables, the Bank shall use rating agency recognized by regulator (Bank Indonesia) and complying the regulation the Bans shall use Pefindo as the domestic rating company and S&P, Moody’s and Fitch as the international rating company.

Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofolio dan Skala Peringkat Bank Secara Individual 31 Desember 2012

Disclosure of Net Receivables Based on Portfolio and Individual Rating Scale 31 December 2012

(Dalam Rp Juta)

(In Rp Million) 31 Desember 2012 | December 31, 2012 Tagihan Bersih | Net Receivables Lembaga Pemeringkat

Peringkat jangka Panjang

Rating Agencies

No

Kategori Portofolio

Standard and Poor’s

AAA

Fitch Rating

AAA

Moody’s

Aaa

AA+ s.d AA-

A+ s.d A-

BBB+ s.d BBB-

AA+ to AA-

A+ to A-

BBB+ to BBB-

AA+ s.d AA-

A+ s.d A-

BBB+ s.d BBB-

AA+ to AA-

A+ to A-

BBB+ to BBB-

Aa1 s.d Aa3

A1 s.d A3

Baa1 s.d Baa3

Aa1 to Aa3

A1 to A3

Baa1 to Baa3

AA+(idn) s.d AA-(idn)

A+(idn) s.d A-(idn)

Portfolio Category PT. Fitch Ratings Indonesia

AAA (idn)

PT ICRA Indonesia

[Idr] AAA

PT Pemeringkat Efek Indonesia

176

Peringkat jangka pendek

Long-Term Rating

AA+(idn) to AA-(idn)

[Idr]AA+ s.d [Idr]AA-

idAAA

A+(idn) to A-(idn) [Idr] A+ s.d [Idr]A-

Short-Term Rating BB+ s.d BB-

[Idr]A+ to [Idr] A-

idAA+ s.d idAA-

idA+ s.d id A-

idAA+ to idAA-

idA+ to id A-

B+to B-

BB+ s.d BB-

B+ s.d B-

BB+ to BB-

B+ to B-

Ba1 s.d Ba3

BBB+(idn) s.d BBB-(idn) BBB+(idn) to BBB-(idn)

[Idr]BBB+ s.d [Idr] BBB-

[Idr]AA+ to [Idr]AA-

B+ s.d B-

BB+ to BB-

[Idr]BBB+ to [Idr] BBB-

id BBB+ s.d id BBBid BBB+ to id BBB-

B1 s.d B3

Ba1 to Ba3

B1 to B3

BB+(idn) s.d BB(idn)

B+(idn) s.d B-(idn)

BB+(idn) to BB(idn)

B+(idn) to B-(idn)

[Idr]BB+ s.d [Idr] BB-

[Idr] B+ s.d [Idr]B-

[Idr]BB+ to [Idr] BB-

[Idr] B+ to [Idr]B-

id BB+ s.d id BB-

id B+ s.d id B-

id BB+ s.d id BB-

< B-

A-1

F1+ s.d F1

< B-

F1+ to F1

< B3

P-1

A-2

A-3

< A-3

F2

F3

< F3

P-2

P-3

< P-3 Tanpa Peringkat

< B-(idn)

< [Idr]B-

id B+ to id B-

< idB-

F1+(idn) s.d F1(idn)

< F3(idn)

F2(idn)

F3(idn)

[Idr]A2+ s.d [Idr] A2


[Idr]A1+ to [Idr]A1

[Idr]A2+ to [Idr] A2


idA1

idA2

F1+(idn) to F1(idn)

[Idr]A1+ s.d [Idr]A1

Total

Unrated

idA3 s.d id A4 idA3 to id A4

< [Idr] A3

< idA4

1.


-

-

-

-

3,479,835

-

-

-

-

-

-

-

16,248,553

19,724,388

2.


-

-

-

-

-

-

-

-

-

-

-

-

61,372

61,372

3.


-

-

-

-

-

-

-

-

-

-

-

-

-

-

4.


-

-

304,508

-

-

-

-

-

-

-

-

1,025,659

1,330,167

5.


-

-

-

-

-

-

-

-

-

-

-

-

-

-

6.


-

-

-

-

-

-

-

-

-

-

-

-

-

-

7.

Kredit Pegawai/ Pensiunan Claims on Pension Loans

-

-

-

-

-

-

-

-

-

-

-

-

-

-


-


31 Desember 2012 | December 31, 2012 Tagihan Bersih | Net Receivables Lembaga Pemeringkat

Peringkat jangka Panjang

Peringkat jangka pendek

Long-Term Rating

Short-Term Rating

Rating Agencies

No

Kategori Portofolio

Standard and Poor’s

AAA

Fitch Rating

AAA

Moody’s

Aaa

AA+ s.d AA-

A+ s.d A-

BBB+ s.d BBB-

AA+ to AA-

A+ to A-

BBB+ to BBB-

AA+ s.d AA-

A+ s.d A-

BBB+ s.d BBB-

AA+ to AA-

A+ to A-

BBB+ to BBB-

Aa1 s.d Aa3

A1 s.d A3

Baa1 s.d Baa3

Aa1 to Aa3

A1 to A3

Baa1 to Baa3

AA+(idn) s.d AA-(idn)

A+(idn) s.d A-(idn)

Portfolio Category PT. Fitch Ratings Indonesia

AAA (idn)

PT ICRA Indonesia

AA+(idn) to AA-(idn)

[Idr]AA+ s.d [Idr]AA-

[Idr] AAA

PT Pemeringkat Efek Indonesia

idAAA

A+(idn) to A-(idn) [Idr] A+ s.d [Idr]A-

BB+ s.d BB-

[Idr]A+ to [Idr] A-

idAA+ s.d idAA-

idA+ s.d id A-

idAA+ to idAA-

idA+ to id A-

B+to B-

BB+ s.d BB-

B+ s.d B-

BB+ to BB-

B+ to B-

Ba1 s.d Ba3

BBB+(idn) s.d BBB-(idn) BBB+(idn) to BBB-(idn)

[Idr]BBB+ s.d [Idr] BBB-

[Idr]AA+ to [Idr]AA-

B+ s.d B-

BB+ to BB-

[Idr]BBB+ to [Idr] BBB-

id BBB+ s.d id BBBid BBB+ to id BBB-

B1 s.d B3

Ba1 to Ba3

B1 to B3

BB+(idn) s.d BB(idn)

B+(idn) s.d B-(idn)

BB+(idn) to BB(idn)

B+(idn) to B-(idn)

[Idr]BB+ s.d [Idr] BB-

[Idr] B+ s.d [Idr]B-

[Idr]BB+ to [Idr] BB-

[Idr] B+ to [Idr]B-

id BB+ s.d id BB-

id B+ s.d id B-

A-1

F1+ s.d F1

< B-

F1+ to F1

< B3

P-1

A-2

A-3

< A-3

F2

F3

< F3

P-2

P-3

< P-3 Tanpa Peringkat

< B-(idn)

< [Idr]B-

id B+ to id B-

id BB+ s.d id BB-

< B-

< idB-

F1+(idn) s.d F1(idn)

< F3(idn)

F2(idn)

F3(idn)



[Idr]A1+ to [Idr]A1



idA1

idA2

F1+(idn) to F1(idn)

[Idr]A1+ s.d [Idr]A1

Total

Unrated

idA3 s.d id A4 idA3 to id A4

< [Idr] A3

< idA4

8.


-

-

-

-

-

-

-

-

-

-

-

-

-

-

9.


-

-

1,092,996

-

-

-

-

-

-

-

-

-

31,078,681

32,171,677

10.


-

-

-

-

-

-

-

-

-

-

-

-

150,705

150,705

11.


-

-

-

-

-

-

-

-

-

-

-

-

-

-

12.


-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

1,397,404

-

3,479,835

-

-

-

-

-

-

-

48,564,970

53,438,309

TOTAL

Risiko Kredit akibat kegagalan pihak lawan (counterparty credit risk) pada Bank OCBC NISP berasal dari eksposur pada transaksi derivatif over the counter (OTC) dan transaksi Reverse Repo. Mitigasi counterparty credit risk dilakukan melalui teknik mitigasi sesuai Surat Edaran Bank Indonesia Nomor 13/6/DPNP yaitu dengan pengakuan keberadaan agunan, garansi, penjaminan, atau asuransi kredit dan dilengkapi dengan kebijakan Bank untuk mengelola risiko kredit dari counterparty.

Credit risks that occur when counterparty fail to pay what it is obligated to do to Bank OCBC NISP (counterparty credit risk) resulted from exposure on over the counter (OTC) derivative transactions and Reverse Repo transactions. Mitigation of counterparty credit risk is done using appropriate mitigation techniques pursuant to the Bank Indonesia Circular Letter No. 13/6/DPNP i.e. by recognizing existence of collateral, warranty, guarantee, or loan insurance, along with Bank’s policy in managing counterparty credit risk.


177


Tabel berikut menggambarkan Pengungkapan Risiko Kredit Pihak Lawan (Counterparty Credit Risk)

The following table describes the Disclosure of Counterparty Credit Risk.

Pengungkapan Risiko Kredit Pihak Lawan - Transaksi Derivatif.

Disclosure of Counterparty Credit Risk - Derivative Transaction. (In Rp Million)

(Dalam Rp Juta)

31 Desember 2012 | December 31, 2012 Notional Amount No

Variabel yang Mendasari Underlying Variables

< 1 tahun < 1 year

>1-5 tahun >1-5 years

> 5 tahun > 5 years

Tagihan Derivatif

Kewajiban Derivatif

Derivatives Receivable

Derivatives Payable

Tagihan bersih sebelum MRK Net Receivables Before Credit Risk Mitigation

Tagihan Bersih Setelah MRK

Mitigasi Risiko Kredit (MRK) Credit Risk Mitigation

Net Receivable After Credit Risk Mitigation

BANK SECARA INDIVIDUAL BANK INDIVIDUALLY Suku Bunga Interest Rate

1. 2.

496,309

4,266,968

-

13,194

10,407

25,981

-

25,981

Nilai Tukar Foreign Exchange

8,236,779

1,525,319

-

50,271

43,711

122,035

-

122,035

38,795

38,414

23,718

-

23,718

TOTAL

9,154,935

5,792,287

-

102,260

92,532

171,734

-

171,734

Lainnya Others

3.

421,847

Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Repo - Bank Secara Individual.

Disclosure of Counterparty Credit Risk: Repo Transaction - Bank Individually.

(Dalam Rp Juta)

No

178

(In Rp Million)


Kategori Portofolio

Nilai Wajar SSB Repo

Portfolio Category

Fair Value of Repo Securities

Kewajiban Repo

Tagihan Bersih

Repo Payable

Net Receivable

Aktiva Tertimbang Menurut Risiko Risk Weighted Asset

1.

Tagihan kepada Pemerintah Claims on Government / Sovereign

-

-

-

-

2.


-

-

-

-

3.


-

-

-

-

4.


-

-

-

-

5.


-

-

-

-

6.


-

-

7.


-

-

-

-

TOTAL

-

-

-

-


-

-


Disclosure of Counterparty Credit Risk: Reverse Repo Transaction – Bank Individually

Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Reverse Repo Bank Secara Individual (Dalam Rp Juta)

(In Rp Million)


No


1.

Tagihan kepada Pemerintah Claims on Government / Sovereign

2.

Tagihan Bersih Net Receivable

Nilai MRK Credit Risk Mitigation

Tagihan Bersih setelah Mitigasi Risiko Kredit (MRK) Net Receivable After Credit Risk Mitigation

ATMR setelah MRK RWA After Credit Risk Mitigation

3,075,278

-

3,075,278

-


-

-

-

-

3.


-

-

-

-

4.


-

-

-

-

5.


-

-

-

-

6.


-

-

-

-

7.


-

-

-

-

3,075,278

-

3,075,278

-

TOTAL

Mitigasi Risiko Kredit (MRK) Dalam menghitung ATMR risiko kredit menggunakan Standardized Approach, Bank OCBC NISP dapat mengakui keberadaan agunan, garansi, penjaminan, atau asuransi kredit sebagai teknik mitigasi risiko kredit (Teknik MRK).

Credit Risk Mitigation (MRK) To calculate the Risk Weighted Assets of credit risk using Standardized Approach, Bank OCBC NISP is allowed to recognize the existence of collateral, warranty, guarantee, or credit insurance as credit risk mitigation techniques.

Bank memiliki kebijakan yang menilai agunan kredit berfungsi sebagai cadangan, yaitu apabila Debitur tidak mampu membayar seluruh kewajibannya yang bersumber dari usaha yang dibiayai, maka agunan yang diserahkan kepada Bank akan menjadi sumber pembayaran untuk menutupi sisa kewajiban dari Debitur. Agunan dapat berupa tangible asset atau intangible asset.

The Bank has a policy to recognize credit collateral as Secondary Way Out. Should any Debtors failed to fulfill their contractual obligation from their business, then the collateral foreclosed will serve as source to repay the remain liabilities of the Debtor. Collateral can either tangible assets or intangible assets.

Bank mengutamakan agunan yang memenuhi kriteria dan syarat untuk dapat diperhitungkan sebagai faktor pengurang dalam pembentukan Penyisihan Penghapusan Aktiva Produktif (PPAP) mengacu kepada peraturan Bank Indonesia yang berlaku dan juga Pedoman Akuntansi Perbankan Indonesia (PAPI) serta Pernyataan Standar Akuntansi Keuangan (PSAK).

The Bank prioritizes collaterals that meet the criteria and requirement to be recognized as deduction factor in preparing Allowance for Losses to Earning Assets (PPAP) pursuant to the prevailing rules and regulation from Bank Indonesia and the Accounting Guidelines for Indonesian Banking (PAPI) and Statement of Financial Accounting Standards (SFAS).

Secara umum prinsip yang digunakan Bank dalam pemilihan agunan berdasarkan pada kepastian hukum, low correlation antara

In choosing collateral, the Bank applies certain principles, such as legal certainty, low correlation between credit quality and collateral value, marketability, and the ease of identifying the location of collateral.

Bank saat ini mengakui keberadaan agunan sebagai Teknik MRK. Dalam menggunakan agunan sebagai Teknik MRK Bank memperhatikan prinsip-prinsip utama yang digunakan, yaitu:

Currently, the Bank recognizes the existence of collateral as Credit Risk Mitigation (MRK) technique. In using collateral as MRK technique, the Bank upholds the main principles of:

kualitas kredit dan nilai agunan, marketability atau kemampuan nilai ekonomi agunan saat dilikuidasi, dan kemudahan identifikasi lokasi agunan.


179


Teknik MRK hanya diakui apabila ATMR Risiko Kredit dari eksposur yang menggunakan Teknik MRK lebih rendah dari ATMR Risiko Kredit dari eksposur tersebut yang tidak menggunakan Teknik MRK. Hasil perhitungan ATMR Risiko Kredit setelah memperhitungkan dampak Teknik MRK paling rendah sebesar nol. 2. Dampak keberadaan agunan yang diakui sebagai Teknik MRK tidak boleh diperhitungkan ganda dalam perhitungan ATMR Risiko Kredit. 3. Masa berlakunya pengikatan agunan paling kurang sama dengan sisa jangka waktu eksposur. 4. Seluruh dokumen agunan yang digunakan dalam Teknik MRK memenuhi persyaratan sesuai ketentuan perundangundangan yang berlaku. 5. Melakukan review untuk memastikan bahwa agunan tetap memenuhi kriteria yang berlaku sesuai dengan peraturan Bank Indonesia. 6. Dokumentasi yang digunakan dalam Teknik MRK harus memuat klausula yang menetapkan jangka waktu yang wajar untuk eksekusi atau pencairan agunan yang didasarkan pada terjadinya kondisi yang menyebabkan debitur tidak mampu melaksanakan kewajibannya sesuai dengan perjanjian penyediaan dana (events of default).

1.

MRK is recognized only if the RWA of Credit Risks from exposure using MRK is below that of without using MRK. The result of calculating RWA after after taking MRK into account is not less than zero.

2.

Impact of collateral recognized as MRK technique shall not be double counted in the calculation of RWA of Credit Risk.

Tabel berikut ini mengungkapkan tagihan bersih bobot risiko setelah memperhitungkan dampak mitigasi risiko kredit serta pengungkapan tagihan bersih dan teknik mitigasi risiko kredit Bank pada posisi 31 Desember 2012.

The following table illustrates net receivable – weighted risk after MRK effect and disclosure of net receivable and the Bank’s MRK Technique as of 31 December 2012.

Pengungkapan Tagihan Bersih Bobot Risiko Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit - Bank Secara Individual.

Disclosure of Net Receivable Risk Weighted after MRK effect - Bank Individually.

1.

3.

Validity of collateral at least equal to the remaining term of the exposure. 4. All documents of collateral used in MRK technique are in accordance with the prevailing laws and regulations. 5.

Performing review to ensure that the collateral meets the criteria set by Bank Indonesia.

6. Documents for MRK shall contains a clause that sets a reasonable time period for execution or liquidizing the collateral which based on the conditions that render the debtor unable to fulfill their obligations under the financing agreement (events of default).

(In Rp Million)

(Dalam Rp Juta)

31 Desember 2012 | December 31, 2012 No

Tagihan Bersih Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit

Kategori Portofolio


Portfolio Category 0%

180

A

Eksposur Neraca Balance Sheet Exposures

1.


2.

20%

35%

40%

45%

50%

75%

100%

Beban Modal

ATMR RWA

Lainnya Others

150%

Capital Charge

16,649,110

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

61,372

-

-

-

-

30,686

2,455

3.


-

-

-

-

-

-

-

-

-

-

-

-

4.


-

800,981

-

-

-

348,918

-

-

-

-

331,655

26,532

5.


-

-

2,997,916

3,459,948

-

-

-

-

-

-

2,432,675

194,614

6.


-

-

-

-

-

-

-

15,310,258

-

-

15,003,997

1,200,320

7.


-

-

-

-

-

-

-

-

-

-

-

-





Kategori Portofolio



20%

35%

40%

45%

50%

75%

100%

Beban Modal

ATMR RWA

Lainnya Others

150%

Capital Charge

8.


-

-

-

-

-

-

4,196,125

-

-

-

3,073,658

245,893

9.


-

-

-

-

-

-

-

29,131,856

-

-

26,919,013

2,153,521

10.


-

-

-

-

-

-

-

53,041

97,428

-

198,952

15,916

11.


-

-

-

-

-

-

-

2,439,480

43,181

-

1,813,185

145,055

12.


357,201

-

-

-

-

-

-

2,829

-

644,523

550,674

44,054

17,006,311

800,981

2,997,916

3,459,948

0

410,290

4,196,125

46,937,464

140,609

644,523

50,354,495

4,028,360

B

Eksposur Kewajiban Komitmen/ Kontinjensi pada Transaksi Rekening Administratif (TRA) Commitment and Contigencies Liabilities Exposures on Administrative Account

-

-

-

-

-

-

-

-

-

-

-

-

1.


-

-

-

-

-

-

-

-

-

-

-

-

2.


-

-

-

-

-

-

-

-

-

-

-

-

3.


-

-

-

-

-

-

-

-

-

-

-

-

4.


-

-

-

-

-

-

-

-

-

-

-

-

5.


-

-

200

150

-

-

-

-

-

-

130

10

6.


-

41,645

-

-

-

275,764

-

-

-

-

317,409

25,393

7.


-

-

-

-

-

-

-

-

-

-

-

-

8.


-

189,309

-

-

-

481,218

-

624,615

-

-

971,357

77,709

9.


-

346,886

-

-

-

1,873,878

-

736,909

-

-

2,957,673

236,614

10.


-

40

-

-

-

196

-

-

-

-

353

28

11.


-

-

-

-

-

-

-

-

-

-

-

-

Total Eksposur TRA Total Exposures on Administrative Account

-

577,880

200

150

-

2,631,055

-

1,361,524

-

-

4,246,922

339,754

C

Eksposur akibat Kegagalan Pihak Lawan Counterparty Credit Risk

-

-

-

-

-

-

-

-

-

-

-

-

1.


3,075,278

-

-

-

-

-

-

-

-

-

-

-

2.


-

-

-

-

-

-

-

-

-

-

-

-

3.


-

-

-

-

-

-

-

-

-

-

-

-

4.


-

51,358

-

-

-

128,909

-

-

-

-

74,726

5,978

5.


-

-

-

-

-

-

19,813

-

-

-

14,860

1,189

Total Eksposur Neraca Total Balance Sheet Exposures


181




Kategori Portofolio



20%

35%

40%

45%

50%

75%

100%

Beban Modal

ATMR RWA

Lainnya Others

150%

Capital Charge

6.


-

-

-

-

-

-

-

82,148

-

-

82,148

6,572

7.


-

-

-

-

-

-

-

-

-

-

-

-

3,075,278

51,358

0

0

0

128,909

19,813

82,148

0

0

171,734

13,739

Total Eksposur Counterparty Credit Risk

Pengungkapan Tagihan Bersih dan Teknik Mitigasi Risiko Kredit Bank Secara Individual

Disclosure of Net Receiveable and MRK Technique - Bank Individualy 31 Desember 2012 / December 31, 2012

Kategori Portofolio

No

Portfolio Category

A

Eksposur Neraca Balance Sheet Exposures

1.


2.


3.


4.

Net Receiveable

Agunan

Garansi

Collateral

Guarantee

Asuransi kredit

Bagian yang tidak dijamin

Lainnya

Credit Insurance

Unsecured Portion

Others

16,649,110

-

-

-

-

16,649,110

61,372

-

-

-

-

61,372

-

-

-

-

-

-


1,149,899

6,000

-

-

-

1,143,899

5.


6,457,864

1,619

-

-

-

6,456,245

6.


15,310,258

306,261

-

-

-

15,003,997

7.


-

-

-

-

-

-

8.


4,196,125

97,915

-

-

-

4,098,210

9.


29,131,856

2,212,843

-

-

-

26,919,013

10.


150,469

154

-

-

-

150,315

11.


2,482,661

-

-

-

-

2,482,661

12.


1,004,553

-

-

-

-

1,004,553

76,594,167

2,624,792

-

-

-

73,969,375

Total Eksposur Neraca Total Balance Sheet Exposures

182

Bagian Yang Dijamin Dengan Portion Secured By

Tagihan Bersih

B

Eksposur Kewajiban Komitmen/Kontinjensi pd Transaksi Rekening Administratif Commitment and Contigencies Liabilities Exposures on Administrative Account

1.


-

-

-

-

-

-

2.


-

-

-

-

-

-

3.


-

-

-

-

-

-

4.


-

-

-

-

-

-

5.


350

-

-

-

-

350



31 Desember 2012 / December 31, 2012 Kategori Portofolio

No

Portfolio Category

6.


7.


8.

Bagian Yang Dijamin Dengan Portion Secured By

Tagihan Bersih Net Receiveable

Agunan

Garansi

Collateral

Guarantee

Asuransi kredit

Bagian yang tidak dijamin

Lainnya

Credit Insurance

Unsecured Portion

Others

317,409

-

-

-

-

317,409

-

-

-

-

-

-


1,295,142

-

-

-

-

1,295,142

9.


2,957,673

-

-

-

-

2,957,673

10.


236

-

-

-

-

236

11.


-

-

-

-

-

-

4,570,810

-

-

-

-

4,570,810

3,075,278

-

-

-

-

3,075,278

Total Eksposur TRA Total Exposures on Administrative Account C

Eksposur akibat Kegagalan Pihak Lawan Counterparty Credit Risk

1.


2.


-

-

-

-

-

-

3.


-

-

-

-

-

-

4.


180,268

-

-

-

-

180,268

5.


19,813

-

-

-

-

19,813

6.


82,148

-

-

-

-

82,148

7.


-

-

-

-

-

-

3,357,507

-

-

-

-

3,357,507

Total Eksposur Counterparty Credit Risk Total Exposure Counterparty Credit Risk

Perhitungan ATMR Risiko Kredit Aktiva Tertimbang Menurut Risiko (ATMR) untuk risiko kredit posisi 31 Desember 2012 individual Bank sebesar Rp 54,77 triliun. Tabel berikut menggambarkan perhitungan ATMR risiko kredit pendekatan standar Bank pada posisi 31 Desember 2012 disajikan dalam jutaan Rupiah.

Calculation of Risk Weighted Assets for Credit Risk Risk Weighted Assets (RWA) for credit risk as of December 31, 2012 for individual Bank was Rp 54.77 trillion. The following table illustrates the calculation of RWA using as of December 31, 2012, presented in millions of Rupiahs.

Asset Exposure in Balance Sheet

Eksposur Aset di Neraca (Dalam Rp Juta)

(In Rp Million)



1.


2.


3.


ATMR Sebelum MRK

Tagihan Bersih

ATMR Setelah MRK

RWA Before Credit Risk Mitigation

Net Receivable

RWA After Credit Risk Mitigation

16,649,110

-

-

61,372

30,686

30,686

-

-

-


183


31 Desember 2012 | December 31, 2012 Kategori Portofolio

No

ATMR Sebelum MRK

Tagihan Bersih

Portfolio Category

ATMR Setelah MRK


Net Receivable


4.


1,149,899

334,655

331,655

5.


6,457,864

2,433,250

2,432,675

6.


15,310,258

15,310,258

15,003,997

7.


-

-

-

8.


4,196,125

3,147,094

3,073,658

9.


29,131,856

29,131,856

26,919,013

10

Tagihan yang telah jatuh tempo Claims on Past Due Exposures

150,469

199,183

198,952

11.


2,482,661

-

1,813,185

75,589,614

50,586,982

49,803,821

Total

Eksposur Kewajiban Komitmen/Kontinjensi Rekening Administratif

pada

Transaksi

Exposure of Liability Commitment/ Contingency on Administrative Account (In Rp Million

(Dalam Rp Juta)


No

Portfolio Category

ATMR Setelah MRK


Net Receivable


1.


-

-

-

2.


-

-

-

3.


-

-

-

4.

Tagihan Kepada Bank Claims Secured by Residential Property

-

-

-

5.

Kredit Beragun Rumah Tinggal Claims Secured by Commercial Real Estate

350

130

130

6.


317,409

317,409

317,409

7.


-

-

-

8.


1,295,142

971,357

971,357

9.


2,957,673

2,957,673

2,957,673

10

Tagihan yang telah jatuh tempo Claims on Past Due Exposures

236

353

353

4,570,810

4,246,922

4,246,922

Total

184

ATMR Sebelum MRK

Tagihan Bersih



Eksposur yang Menimbulkan Risiko Kredit Akibat Kegagalan Pihak Lawan (Counterparty Credit Risk)

Exposure Resulting in Credit Risk Attributable to Counterparty Failure (Counterparty Credit Risk)

(Dalam Rp Juta)

(In Rp Million)


No

Portfolio Category

1.


2.

ATMR Sebelum MRK

Tagihan Bersih

ATMR Setelah MRK


Net Receivable


3,075,278

-

-


-

-

-

3.


-

-

-

4.


180,268

74,726

74,726

5.


19,813

14,860

14,860

6.


82,148

82,148

82,148

3,357,507

171,734

171,734

Total

Eksposur di Unit Usaha Syariah

Exposure at Sharia Unit

(Dalam Rp Juta)

Jenis Transaksi

No

1.

(In Rp Million)

Transaction Type Total Eksposur Total Exposure

Total Pengukuran Risiko Kredit

31 Desember 2012 | December 31, 2012 Faktor Pengurang Modal

ATMR

Less Factor

RWA

-

550,674

Total Measurement of Credit Risk

(Dalam Rp Juta)

(In Rp Million)

31 Desember 2012 | December 31, 2012 TOTAL ATMR RISIKO KREDIT Risk waited assets credit risk TOTAL FAKTOR PENGURANG MODAL Capital charge factor

PENGELOLAAN RISIKO PASAR Dalam pengelolaan manajemen risiko pasar, Bank OCBC NISP memberlakukan pemisahan tanggung jawab yang jelas antara unit pengambil risiko (bisnis/first line of defense) dengan unit pemantau risiko (risk/second line of defense). Divisi Market Risk & Treasury Control (MRTC) sebagai unit independen pemantau risiko pasar (second line of defense) terlibat dalam analisa dan kontrol risiko pasar sehari-hari serta operasionalisasi kerangka kerja manajemen risiko pasar. Market Risk & Treasury Control (MRTC) memiliki fungsi dan tanggung jawab untuk mengembangkan proses manajemen risiko dalam rangka efektivitas fungsi identifikasi, pengukuran, pemantauan, dan pengendalian risiko pasar melalui formulasi kebijakan dan limit, serta penerapan pelaporan risiko. Sedangkan satuan kerja audit internal (third line of defense) berperan dalam

memberikan pendapat independen atas kecukupan dan efektivitas tata kelola risiko serta pengendalian intenal, serta memastikan kepatuhan sesuai kebijakan yang ditetapkan oleh Dewan Komisaris.

54,773,151 -

MARKET RISK MANAGEMENT In managing market risks, Bank OCBC NISP applies clear segregation of responsibilities between risk-taking units (business/first line of defense) with risk-monitoring units (second line of defense). Market Risk & Treasury Control (MRTC) Division as an independent market risk monitoring unit (second line of defense) is involved in the analysis and control of market risk on a daily basis as well as operation of the market risk management framework. Market Risk & Treasury Control (MRTC) has a function and responsibility to develop a risk management process for effective functioning of identification, measurement, monitoring, and control of market risks by formulating policies and limits, as well as implementation of risk reporting. Further, the internal audit unit (third line of defense) serves in providing an independent opinion on the adequacy and effectiveness of risk governance and internal control, as well as ensuring compliance with appropriate policies of the Board of Commissioners.


185


186

Market Risk Management Committee (MRMC) yang beranggotakan manajemen senior Bank turut aktif mendukung Board of Risk Committee (BRC) dan Presiden Direktur dalam melaksanakan fungsi pengawasan terhadap kegiatan manajemen risiko pasar. Untuk mewujudkan tata kelola risiko pasar yang sehat, maka kolaborasi manajemen lintas fungsional dan pendekatan manajemen risiko yang terstruktur merupakan elemen penting dalam manajemen risiko pasar yang efektif.

Market Risk Management Committee (MRMC) consist of Bank senior management is actively involved in supporting the Board Risk Committee (BRC) and the President Director in discharging oversight duties related to market risk management activities. To realize a sound market risk governance, the cross-functional management collaboration and a structured approach to risk management are essential components of an effective market risk management.

Dalam memitigasi risiko-risiko yang mungkin muncul, pelaksanaan pengelolaan manajemen risiko pasar merupakan upaya-upaya untuk meminimalkan dampak kerugian Bank yang berasal dari kegiatan trading book dan banking book (Available For Sales/ AFS). Risiko ini disebabkan oleh perubahan faktor pasar seperti perubahan suku bunga dan nilai tukar. Untuk pengelolaan risiko pasar yang timbul dari kegiatan di trading book, Bank menetapkan berbagai limit yang sesuai dengan risk appetite di trading book. Diantaranya berupa Sensitivity Limit (PV01), Posisi Devisa Neto (PDN), Management Action Trigger (MAT), dan Stop Loss Limit (SL). Bank juga menetapkan PV01 Limit dan MAT untuk pengelolaan risiko pasar di banking book (AFS).

In order to minimize the potential lossess from the Bank’s trading book and banking book (AFS) activities, market risk management process has been established. Market risk may arise from changes in market factors such as changes in interest rates and exchange rates. For market risks arising from activities in trading book, the Bank sets limits in accordance with the risk appetite in the trading book. Among them are Sensitivity Limit (PV01), Net Open Position, Management Action Trigger (MAT), and Stop Loss Limit (SL). The Bank also establishes Sensitivity Limit (PV01) and Management Action Trigger (MAT) in the banking book (Available For Sale/AFS).

Valuasi atas portfolio trading book dan portfolio banking book (AFS) dilakukan dengan menggunakan kuotasi harga pasar dari instrumen yang aktif diperdagangkan di pasar (mark-to-market) yang diperoleh dari sumber independent secara harian. Sedangkan untuk instrumen yang tidak memiliki kuotasi harga pasar (instrumen yang tidak aktif diperdagangkan di pasar), maka Bank menggunakan pendekatan mark-to-model dalam proses valuasi. Seiring dengan implementasi Front Office Murex System pada awal tahun 2012, MRTC melakukan penyempurnaan pada aktivitas Market Price Control (MPC) untuk kegiatan valuasi Bank. Kegiatan ini dilakukan dalam rangka mengembangkan proses manajemen risiko pasar yang dijalankan Bank.

Valuation of the trading book and banking book (AFS) portfolio is done by using the quoted market prices of actively traded instrument (mark-to-market) obtained from independent sources on a daily basis. As for the instruments that do not have quoted market prices (non-actively traded instruments), the Bank used the mark-to-model for valuation process. Along with the implementation of the Front Office Murex System in early 2012, MRTC introducing enhancements on Market Price Control (MPC) activities for Bank valuation. These efforts were made with the objective of developing the market risk management process implemented by the Bank.

Saat ini, Bank OCBC NISP menggunakan Metode Standar (Standardize Approach) dalam memperhitungkan risiko pasar dalam perhitungan Kewajiban Penyediaan Modal Minimum (KPMM). Sesuai dengan pedoman yang ditetapkan oleh Bank Indonesia, risiko pasar yang wajib dihitung oleh Bank adalah risiko suku bunga di trading book dan risiko nilai tukar di trading book dan banking book.

Currently, Bank OCBC NISP is using Standardize Approach in calculating market risk for the Minimum Capital Requirement (CAR). Aligned with the Bank Indonesia’s guidelines, the Bank shall calculate interest rate risk trading book and currency risk in trading and banking book.

Cakupan portofolio yang diperhitungkan dalam KPMM adalah: a. Posisi trading yang terekspos risiko suku bunga, seperti surat berharga, kontrak valuta asing forward dan swap, Interest Rate Swap, Cross Currency Swap, dan kontrak Futures. b. Posisi valuta asing dalam trading book dan banking book.

The scope of portfolio included in calculating CAR are: a. Trading book position exposed to interest rate risk, such as


securities, foreign exchange forward contracts and swaps, Interest Rate Swaps, Cross Currency Swaps, and Futures contracts. b. Foreign exchange positions in the trading book and banking book.


Market Risk Disclosure using Standardized Approach.

Pengungkapan Risiko Pasar dengan Menggunakan Metode Standar.

(In Rp Million)

(Dalam Rp Juta)

31 Desember 2012 | December 31, 2012 Jenis Risiko

Bank

No. Risk Type

1

Risiko Suku Bunga Interest Rate Risk a. Risiko Spesifik Specific Risk b. Risiko Umum General Risk

Beban Modal

ATMR

Capital Charge

RWA 25,918

323,976

-

-

25,918

323,976

5,598

69,974

2

Risiko Nilai Tukar Foreign Exchange Risk

3

Risiko Ekuitas *) Equity Risk

-

-

4

Risiko Komoditas *) Commodity Risk

-

-

5

Risiko Option Option Risk

-

-

31,516

393,950

Total *) Untuk bank yang memiliki perusahaan anak yang memiliki eksposur risiko dimaksud For banks having subsidiaries with above risk exposure.

Berdasarkan kegiatan yang dilakukan selama tahun 2012, Bank telah siap mengembangkan metode pengukuran risiko pasar yang lebih komprehensif dengan menggunakan Greeks (delta, gamma, vega) dan Value at Risk (VaR). Greeks Limit dan VaR Limit (soft limit) akan diimplementasikan oleh Bank untuk limit di tahun 2013,

Based on the activities undertaken in 2012, the Bank is currently ready to develop a more comprehensive market risk measurement method such as Greeks (delta, gamma, vega) and VaR (Value at Risk). In 2013, the Bank begin to implement Greeks Limit and VaR Limit (soft limit) to its current limits.

Dalam mendukung pengelolaan manajemen risiko pasar, MRTC menyusun Laporan Harian, Bulanan dan Kuartalan. Laporan Harian diantaranya: Laporan Utilisasi Limit (PV01, NOP, Stop Loss, dan MAT), Holding Period Monitoring, dan Off Market Report (FX dan Marketable Securities). Laporan Bulanan dan Kuartalan diantaranya: Risk Profile, Realisasi Rencana Bisnis Bank, Key Risk Indicator Report, dan Key Performance Indicator.

In order to support market risk management, MRTC prepares daily, monthly and quarterly reports. Daily reports include: Limit Utilization Report (PV01, NOP, Stop Loss, and MAT), Holding Period Monitoring, and Off Market Report (FX and Marketable Securities). Monthly and quarterly reports include: Risk Profile, Bank Business Plan Realization, Key Risk Indicator Report, and Key Performance Indicator.

Untuk mendapatkan gambaran kerentanan portofolio, Bank melakukan simulasi melalui Portfolio Stress Test secara periodik (bulanan). Simulasi ini dilakukan berdasarkan skenario perubahan kurs, skenario fluktuasi suku bunga, maupun historical stress test berdasarkan data krisis di Asia tahun 1998. Hasil simulasi Stress Test ini disajikan dalam MRMC sebagai bahan bagi senior manajemen untuk mengambil keputusan bisnis.

To figure out the vulnerability of the portfolio, the Bank performed Portfolio Stress Test simulations on periodic basis (monthly). The simulation is based on the scenario of exchange rate change, interest rate volatility, as well as historical stress tests based on data from the 1998 Asian crisis. The Stress Test Simulation result is presented in MRMC as the consideration for senior management in making business decisions.

Persaingan pasar yang semakin ketat, menuntut Bank untuk dapat berkompetisi dengan margin yang semakin kecil. Bank dituntut untuk dapat berinovasi agar dapat memberikan nilai tambah lebih bagi nasabah. Produk-produk perbankan, terutama produk tresuri akan semakin kompleks dan berisiko. Sementara dengan kondisi ekonomi global yang masih belum pasti, Bank dituntut untuk dapat mengenali risiko dan mengelola risiko dengan lebih baik.

More aggressive market competition also demands that the Bank operate with lower margins. Consequently, the Bank must be able to innovate in order to create greater added value for customers. Banking products, especially treasury products, will also become more complex and risky. With uncertainties plaguing today’s troubled global economies, the Bank needs to intensify abilities to identify and manage risks better.


187


Melalui berbagai pengembangan yang dilakukan selama tahun 2012, baik dalam proses kerja dan metodologi, MRTC dapat memberikan dukungan yang lebih baik, proses yang lebih efisien, serta infrastruktur yang lebih baik dan kontrol yang lebih efektif kepada unit bisnis (Tresuri) dalam proses mengelola risiko pasar dan pencapaian rencana kerja. Dengan demikian, Bank secara keseluruhan dapat memberikan layanan yang lebih baik kepada pelanggan, melalui produk yang disediakan oleh Bank saat ini, maupun produk-produk turunan lainnya yang dibutuhkan oleh pelanggan namun belum tersedia di Bank saat ini.

With the completion of various development efforts in work processes and methodologies during 2012, MRTC was able to deliver better support and more efficient processes as well as improved infrastructure and more effective controls specifically to the business unit (Treasury) in market risk management processes and business plan achievement. Thus, the Bank as a whole can offer better services to customers through its current product line, as well as other derivative products required by customers yet still not available in the Bank today.

Selain itu, MRTC juga meningkatkan kemampuan sumber daya manusianya untuk dapat mengembangkan dan melaksanakan manajemen risiko yang semakin kompleks dan komprehensif pengukuran maupun kontrol yang diterapkan. Proses pengenalan terhadap sistem pengukuran risiko (Murex System) yang baru diaplikasikan oleh Bank disertai dengan adanya pelatihan yang memadai.

Furthermore, MRTC also enhanced the ability of human resources to develop and implement risk management operation which is more complex and comprehensive in terms of measurement and control applications. In introducing the new risk measurement system (Murex System), the Bank held proper training programs.

PENGELOLAAN RISIKO ASET DAN LIABILITAS Selama tahun 2012, praktik manajemen risiko di industri perbankan nasional terus membaik. Hal ini sejalan dengan usaha Bank Indonesia (BI) untuk meningkatkan daya tahan perbankan nasional dalam menghadapi krisis serta mengimplementasikan praktik-praktik manajemen risiko yang sehat sesuai standar praktis internasional.

ASSETS AND LIABILITIES RISK MANAGEMENT In 2012, risk management practices within the banking industry continue to improve. This is in line with Bank Indonesia’s efforts to elevate the resilience of the national banking sector in the face of crises while simultaneously internalizing sound risk management practices parallel with internationally-accepted standards and practices.

Khusus untuk risiko likuiditas dan suku bunga dalam banking book,

Specifically to handle liquidity and interest rate risks in the banking book, BI has perfected stipulations governing management of these two risk types by Circular Letter No. 13/23/DPNP regarding Amendment to Circular Letter No. 5/21/DPNP on Risk Management Implementation for Commercial Banks. In addition, BI has recently included liquidity risk profile and interest rate risk profile in the banking book within the structure of bank soundness assessment, according to Circular Letter No.13/24/DPNP regarding Assessment for Commercial Banks, effectively enforced since 2012.

Dalam rangka persiapan implementasi Basel III, khususnya yang menyangkut risiko likuiditas, di pertengahan tahun 2012 BI telah merilis consultative paper tentang Basel III: Global Regulatory Framework for More Resilient Banks and Banking Systems. Tujuannya antara lain meningkatkan kemampuan sektor perbankan untuk menyerap potensi risiko kerugian akibat krisis keuangan dan ekonomi, dilengkapi dengan kerangka standar pengelolaan risiko likuiditas global berupa Liquidity Coverage Ratio (LCR) dan Net Stable Funding Ratio (NSFR). Disamping itu, Bank Indonesia meminta bank-bank untuk melakukan Quantitative Impact Study (QIS) secara berkala untuk mengetahui kesiapan implementasi Basel III.

As a preparatatory measure for Basel III implementation, particularly with regard to liquidity risk, in mid-2012 BI released a consultative paper on Basel III: Global Regulatory Framework for More Resilient Banks and Banking Systems. The objective, among others, is to improve the banking sector’s ability to absorb potential losses from financial and economic crisis, with the framework of global liquidity risk management standards such as Liquidity Coverage Ratio (LCR) and Net Stable Funding Ratio (NSFR). In addition, Bank Indonesia requested banks to perform a Quantitative Impact Study (QIS) on a regular basis to determine their respective readiness for Basel III implementation.

Fokus utama dalam pengelolaan risiko aset dan liabilitas adalah risiko likuiditas dan risiko suku bunga dalam banking book. Risiko likuiditas adalah risiko atas ketidakmampuan Bank dalam memenuhi kewajiban arus kas yang bersifat kontraktual baik untuk saat ini maupun di masa yang akan datang. Pengelolaan

The main focus in managing assets and liabilities risk is the liquidity risk and interest rate risk in the banking book. Liquidity risk is the risk of the inability of the Bank to meet the obligations of the contractual cash for the present times and for the future. Sound liquidity management can reduce the likelihood of the Bank

BI telah menyempurnakan aturan mengenai pengelolaan kedua risiko tersebut melalui Surat Edaran No. 13/23/DPNP mengenai Perubahan atas Surat Edaran No. 5/21/DPNP perihal Penerapan Manajemen Risiko bagi Bank Umum. Selain itu, dimasukkan pula profil risiko likuiditas dan profil risiko suku bunga dalam banking book dalam penilaian tingkat kesehatan bank, sesuai Surat Edaran No.13/24/DPNP mengenai Penilaian Tingkat Kesehatan Bank Umum yang mulai diterapkan di tahun 2012.

188



likuiditas yang sehat dapat mengurangi kemungkinan bank menghadapi masalah likuiditas yang serius sebagai penyebab krisis likuiditas yang dapat mempengaruhi kelangsungan hidup bank. Risiko suku bunga dalam banking book adalah risiko karena adanya ketidaksesuaian waktu repricing suku bunga antara harga aset dan kewajiban didalam aktivitas banking book. Perubahan yang merugikan pada suku bunga pasar dapat mempengaruhi pendapatan Bank dan nilai ekonomis Bank. Namun apabila risiko ini dapat dikelola dengan baik, eksposur tersebut dapat menjadi sumber pendapatan tambahan yang akan meningkatkan nilai Bank.

facing serious liquidity problems that might affect the viability of the bank. Interest risk in the banking book is the risk arising from time discrepancy between interest repricing period of assets and that of liabilities in the banking book activities. Adverse changes in market interest rates may affect the Bank’s income and economic value of the Bank. However, if this risk can be well managed, such exposure can be a source of additional revenue that will enhance the value of the Bank.

Di Bank OCBC NISP, unit kerja manajemen risiko yang bertanggung jawab dalam memonitor, mengukur, dan melaporkan manajemen risiko likuiditas dan risiko suku bunga dalam banking book adalah Divisi Asset Liability Risk Management (ALRM). Pelaksanaan manajemen risiko likuiditas dan risiko suku bunga dalam banking book dilaksanakan berdasarkan ALM Framework, Liquidity Management Policy, dan Structural IRR Management Policy yang disusun dan dikaji secara berkala oleh Divisi ALRM.

At Bank OCBC NISP, risk management unit charged with responsibilities for monitoring, measuring, and reporting on liquidity risk and interest rate risk management in the banking book is Asset Liability Risk Management Division (ALRM). Implementation of liquidity risk and interest rate risk management in the banking book is made on the basis of ALM Framework, Liquidity Management Policy, and Structural IRR Management Policy.

Pemantauan terhadap tingkat risiko likuiditas dikelola melalui berbagai risiko likuiditas seperti Loan to Deposit Ratio (LDR), Secondary Reserve Ratio (SRR), Non Bank Deposit Ratio, Medium Term Funding Ratio, Net Interbank Borrowing Ratio, Funding Concentration Ratio, Swap Funding Ratio dan Undrawn Facility Ratio. Selain itu pemantauan juga dilakukan melalui analisis terhadap posisi liquidity gap yang terjadi serta batasan besaran MCO (Maximum Cummulative Outflow) untuk setiap periode waktu yang ditetapkan. Bank juga melakukan stress test untuk mengukur ketahanan likuiditas Bank menggunakan tiga skenario, yaitu skenario bank specific crisis, skenario general market crisis, dan skenario stress test gabungan: skenario bank specific crisis dalam kondisi general market crisis. Analisis ini akan memberikan informasi mengenai kemampuan Bank untuk bertahan dalam masa krisis likuiditas selama 30 hari kerja.

The Bank performs monitoring on liquidity risk through various liquidity risk such as Loan to Deposit Ratio (LDR), Secondary Reserve Ratio (SRR), Non Bank Deposit Ratio, Medium Term Funding Ratio, Net Interbank Borrowing Ratio, Funding Concentration Ratio, Swap Funding Ratio and Undrawn Facility Ratio. In addition, monitoring is also performed using an analysis of the liquidity gap position and the Maximum Cumulative Outflow (MCO) for each specified period of time. The Bank also conducts stress tests to measure resistance levels of the Bank’s liquidity position under three scenarios: bank specific crisis scenario, general market crisis scenario and combined stress test scenario of bank specific crisis under condition of general market crisis. This set of analysis will provide information on the Bank’s ability to sustain over a 30-day period during a liquidity crisis.

Khusus untuk risiko likuiditas, dimana risiko likuidas berhubungan erat dengan jenis-jenis risiko lainnya dan sangat sensitif terhadap tren negatif dari kondisi keuangan Bank seperti kualitas aset dan kinerja pendapatannya, Bank telah membangun suatu indikator peringatan dini (Early Warning Indicators) yang dimonitor secara bulanan sebagai peringatan dini kepada manajemen mengenai potensi risiko likuiditas yang mungkin terjadi yang dapat menyebabkan krisis pendanaan. Berikut ini adalah berbagai indikator peringatan dini yang dikembangkan.

Specifically for liquidity risk, which is closely related to other types of risk and is very sensitive to negative trends of the Bank’s financial condition, such as assets quality and income performance, the Bank has established an Early Warning Indicators that was monitored on monthly basis to provide the Management with early warnings on liquidity risk potential that might occur and might lead to liquidity crisis.

1. Indikator Kuantitatif: a. Loan to Deposit Ratio untuk mengidentifikasi sejauh mana Bank dapat mendanai kredit non-bank dengan menggunakan dana non-bank b. Non-Bank Deposit Ratio untuk mengetahui serta memastikan bahwa Bank mempertahankan proporsi tertentu untuk dana inti dari deposan non-bank

1. Quantitative Indicator: a. Loan to Deposit Ratio to identify the extent to which the Bank is able to fund its non-Bank loan with non-Bank deposit b. Non-Bank Deposit Ratio to determine and to ensure that the Bank maintain a certain proportion of core funds from non-bank depositors.


189


c. Net-Interbank Borrowing Ratio yang digunakan untuk memantau jumlah dana yang dipinjam Bank dari pasar antar-bank d. Swap Funding Ratio untuk mengukur sejauh mana aset dalam mata uang lokal didanai oleh kewajiban mata uang asing e. Medium Term Funding Ratio yang digunakan untuk menilai strategi Bank dalam meningkatkan kewajiban jangka panjang untuk mendukung aset jangka panjang f. Maximum Cummulative Outflow untuk memonitor limit kumulatif arus kas keluar maksimal g. Stress Test untuk memberikan ukuran mengenai ketahanan likuiditas Bank menghadapi situasi stress likuiditas h. Non Performing Loans (bersih) 2. Indikator Kualitatif a. Penurunan peringkat Bank OCBC NISP oleh lembaga pemeringkat b. Perubahan yang signifikan terhadap harga saham Bank OCBC NISP c. Kegagalan dari sistem pembayaran d. Peningkatan penarikan dana dalam jumlah yang tidak wajar yang tidak dipengaruhi oleh faktor musiman dan faktor kompetisi e. Informasi publik yang negatif terhadap Bank OCBC NISP

2.

3. Indikator Pasar a. Perubahan kebijakan dari regulator yang berdampak signifikan pada perbankan b. Perubahan suku bunga atau harga pasar lainnya yang berdampak terhadap sulitnya akses pendanaan di pasar

3. Market Indicator a. Changes in Regulator’s policy that has significant impact on banking. b. Changes in interest rates or other market prices that leads to the difficulty in accessing market funding.

Pemantauan terhadap risiko suku bunga dalam banking book dinilai dari 2 (dua) perspektif, yaitu: perspektif pendapatan dan perspektif nilai ekonomis. Saat ini, Bank menggunakan metode present value of a basis point (PV01) untuk mengukur sensitivitas dari nilai eksposur risiko suku bunga struktural. PV01 digunakan untuk mengukur perubahan nilai portofolio berkaitan dengan sensitivitas terhadap perubahan suku bunga pasar. Selain itu Bank juga melakukan simulasi dampak dari perubahan suku bunga terhadap NII (Net Interest Income) Bank dan kinerja Bank. Disamping itu, untuk mengukur dampak dari perubahan suku bunga yang ekstrem, Bank melakukan pula stress test analysis

Assessment on monitoring of interest rate risk in the banking book is made from 2 (two) perspectives: earning and economic value. Presently, the Bank uses the method of present value of a basis point (PV01) to measure the sensitivity of the value of the structural interest rate risk exposure. PV01 is used to measure the change in portfolio value in relation to its sensitivity to changes in market interest rates. In addition, the Bank also simulates the impact of interest rate changes on the Bank’s NII (Net Interest Income) and overall performance. Further, to measure potential impacts of extreme changes in interest rates, the Bank also performs stress test analysis that serves to measure resistance to changes in market interest rates, including the worst case scenario. Stress test analysis on market interest rate changes is made using a single factor shock scenario.

Untuk memitigasi risiko likuiditas dan risiko suku bunga dalam banking book, Bank OCBC NISP telah menetapkan kebijakan manajemen likuiditas dan suku bunga dalam banking book yang efektif, termasuk penetapan strategi dan limit/MAT sesuai dengan visi, misi, strategi bisnis, dan tingkat risiko yang akan diambil Bank. Untuk mengakomodasi perubahan yang terjadi, kebijakan dan

To mitigate liquidity risk and interest rate risk in the banking book, Bank OCBC NISP has established policies for effective management of liquidity and interest rate in the banking book, including setting strategy and limit/MAT in accordance with the corporate vision, mission, business strategy, and the level of risk that the Bank accepts/tolerates. To accommodate changes that occur, the Bank

untuk mengukur daya tahannya terhadap perubahan suku bunga pasar termasuk worst case scenario. Stress test analysis terhadap perubahan suku bunga pasar dilakukan melalui single factor shock scenario.

190

c. Net-Interbank Borrowing Ratio to monitor the amount of funds borrowed by the Bank from inter-bank market. d. Swap Funding Ratio to measure the degree of assets in local currency funded using foreign currency liabilities. e. Medium Term Funding Ratio to asses the Bank’s strategy in increasing its long-term liabilities to support long-term assets. f. Maximum Cummulative Outflow to monitor cumulative limit of maximum cash out. g. Stress Test to measure Bank’s liquidity in facing liquidity scenario. h. Non Performing Loans (net)


Qualitative Indicator a. Bank OCBC NISP downgraded by rating agencies. b. Significant changes on Bank OCBC NISP stock price. c. Failure of payment system. d. Increase in fund withdrawals, in uncommon amount and not under influenced by seasonal factors or competition. e. Negative public information towards Bank OCBC NISP.


limit manajemen risiko likuiditas dan risiko suku bunga dalam banking book tersebut senantiasa diperbarui.

constantly makes updates on policies and limit for management of liquidity and interest rate risks in the banking book.

Dalam rangka meningkatkan kemampuan manajemen risiko, beberapa pengembangan manajemen risiko dilakukan Bank OCBC NISP selama tahun 2012. Dalam framework risiko likuiditas, Bank mempersiapkan infrastruktur guna implementasi Basel III dan standar pengelolaan risiko likuiditas dan risiko suku bunga dalam banking book sesuai best practice. Pengembangan dilakukan dalam bentuk kebijakan, prosedur dan limit, pengembangan sistem dan data serta penyempurnaan metodologi.

In 2012, Bank OCBC NISP consistently undertook risk management development activities to improve risk management capabilities. In the framework of liquidity risk, the Bank prepared infrastructure for the implementation of Basel III and standards for management of liquidity and interest rate risks in the banking book in accordance with industry’s best practices. Development initiatives took the form of policies, procedures and limits, data and systems development and methodology enhancements.

Kebijakan, prosedur dan limit manajemen risiko likuiditas dan risiko suku bunga dalam banking book tersebut senantiasa diperbarui dan ditingkatkan. Hal ini berguna dalam rangka mewadahi pengelolaan risiko yang lebih baik. Untuk penyempurnaan metodologi khususnya dalam pengelolaan risiko likuiditas, ALRM telah mengembangkan metodologi analisis behavioral untuk mendukung pelaporan MCO dan stress test. Bank meningkatkan granularity informasi dalam pelaporan risiko likuiditas yakni MCO 90 hari dan stress test 30 hari yang dikerjakan secara harian. Pelaporan yang lebih granular ini untuk mendukung pelaksanaan manajemen risiko likuiditas Bank secara lebih efektif.

The Bank ensures that policies, procedures and limit used in management of liquidity and interest rate risks in the banking book are constantly updated and improved. This is useful in order to facilitate better risk management. To improve methodologies particularly those used in liquidity risk management, ALRM developed a behavioral analysis methodology to support MCO and stress test reporting. The Bank increased the granularity of information in liquidity risk reporting, namely 90-day MCO and 30day stress test that are performed on a daily basis. More granular reporting is intended to support a more effective implementation of the Bank’s liquidity risk management system.

Inisiatif pengembangan dan pengelolaan manajemen risiko likuiditas dan risiko suku bunga dalam banking book juga meliputi adanya beberapa pelaporan, diantaranya laporan MCO harian, laporan cash flow harian, rasio-rasio likuiditas, laporan PV01, serta stress test suku bunga dan stress test likuiditas.

Initiatives designed for developing and applying liquidity risk and interest rate risk management in the banking book also include a number of reports, including daily MCO report, daily cash flow report, liquidity ratios, PV01 report as well as interest rate and liquidity stress test

Untuk memperoleh gambaran mengenai kondisi likuiditas Bank OCBC NISP yang aktual, berikut adalah laporan profil maturitas yang menyajikan informasi mengenai kondisi aset dan kewajiban dalam neraca serta tagihan dan kewajiban dalam rekening administratif, berdasarkan sisa jangka waktu sampai dengan jatuh tempo pada tanggal 31 Desember 2012:

To get the actual picture of Bank OCBC NISP liquidity conditions, following is the maturity profile report which provide information concerning the condition of assets and liabilities in the balance sheet as well as receivables and payables in administrative account, based on the remaining maturity as of December 31, 2012:

Profil Maturitas Rupiah

Rupiah Maturity Profile

(Dalam Rp Juta)

(In Rp Million)

Data per 31 Des 2012 | Data As per Dec 31, 2012

Posisi Tanggal Laporan | Report Date Jatuh Tempo | Maturity

No

I

Pos - pos

Saldo

Post

Balance

>3 - 6 bulan

≤ 1 bulan

> 1 - 3 bulan

≤ 1 month

> 1 -3 months

>3-6 months

>6 - 12 bulan

> 12 bulan

> 6 - 12 months

> 12 months

NERACA BALANCE SHEET A

Asset

Assets 1

Kas Cash

2

Penempatan pada Bank Indonesia Placement to Bank Indonesia

3

Penempatan pada bank lain Interbank Placement

4

Surat Berharga Securities

5

Kredit yang diberikan Loan to customer

571,266.61

571,266.61

-

-

-

-

15,303,324.87

1,752,612.01

3,386,109.03

1,556,910.41

4,859,353.16

3,748,340.26

347,113.33

91,844.72

1,434.72

440.52

3,393.37

250,000.00

2,900,217.69

-

137,105.30

395,031.54

492,946.36

1,875,134.49

39,471,052.33

1,927,358.36

3,718,769.76

5,002,134.24

9,083,856.92

19,738,933.05


191




No

Pos - pos

Saldo

Post

Balance

> 6 - 12 months

> 12 months

107,124.32

57,547.07

23,869.64

25,707.61

-

-

7

Lain-lain Other

36,516.54

36,516.54

-

-

-

-

58,736,615.68

4,437,145.31

7,267,288.45

6,980,224.32

14,439,549.80

25,612,407.79

Kewajiban Liabilities 1

Dana Pihak Ketiga Deposits of non bank customers

46,356,264.50

28,066,508.95

9,851,444.76

4,426,744.67

2,101,342.98

1,910,233.15

2

Kewajiban pada Bank Indonesia Deposits of Bank Indonesia

-

-

-

-

-

-

3

Kewajiban pada bank lain Deposits of banks

1,738,071.08

1,698,765.45

39,305.63

-

-

-

4

Surat berharga yang diterbitkan Debt securities issued

1,475,197.00

-

-

-

-

1,475,197.00

5

Pinjaman yang diterima Borrowings

-

-

-

-

-

-

6

Kewajiban lainnya Other liabilities

85,073.15

85,073.15

-

-

-

-

7

Lain-lain Other

14,088.19

14,088.19

-

-

-

-

49,668,693.92

29,864,435.74

9,890,750.39

4,426,744.67

2,101,342.98

3,385,420.15

9,067,921.75

(25,427,290.43)

(2,623,461.94)

2,553,479.65

12,338,206.82

22,226,987.65

933,789.93

452,252.50

Selisih Aset dengan kewajiban dalam neraca Difference of Assets and Liabilities REKENING ADMINISTRATIF ADMINISTRATIVE ACCOUNT A

Tagihan Rekening Administratif Administrative Account Receivable 1

Komitmen Commitment

2

Kontijensi Contigency

4,972,197.36

1,870,003.57

223,718.50

1,492,432.86

-

-

-

-

-

-

4,972,197.36

1,870,003.57

933,789.93

452,252.50

223,718.50

1,492,432.86

6,854,907.12

4,735,920.63

934,084.12

207,983.40

-

976,918.97

-

-

-

-

-

-

6,854,907.12

4,735,920.63

934,084.12

207,983.40

-

976,918.97

(1,882,709.76)

(2,865,917.05)

(294.19)

244,269.10

223,718.50

515,513.89

Selisih [(IA - IB)+(IIA-IIB)] Difference [(IA - IB)+(IIA-IIB)]

7,185,212.00

(28,293,207.48)

(2,623,756.13)

2,797,748.75

12,561,925.32

22,742,501.54

Selisih Kumulatif Cummulative Difference

7,185,212.00

(28,293,207.48)

(30,916,963.61)

(28,119,214.86)

(15,557,289.54)

7,185,212.00

Total Tagihan Rekening Administratif Total Administrative Account Receivable B

Kewajiban Rekening Administratif Administrative Account Payable 1

Komitmen Commitment

2


Total Kewajiban Rekening Administratif Total Administrative Account Payable Selisih Tagihan dan Kewaijban dalam Rekening Administratif Difference of Administrative Account Receivable and Payable

192

> 12 bulan

Tagihan Lainnya Other Assets

Total Kewajiban Total Liabilities

II

> 1 -3 months

≤ 1 month

>3-6 months

>6 - 12 bulan

6

Total Asset Total Assets B

>3 - 6 bulan

> 1 - 3 bulan

≤ 1 bulan



Foreign Exchange Maturity Profile

Profil Maturitas Valas (Dalam Rp Juta)

(In Rp Million)



No

I

Pos - pos

Saldo

Post

Balance

≤ 1 month

> 1 - 3 bulan

> 3 - 6 bulan

>1-3 months

>3-6 months

> 6 - 12 bulan

> 12 bulan

> 6 - 12 months

> 12 months

NERACA BALANCE SHEET A

Asset Assets 1

Kas Cash

2

Penempatan pada Bank Indonesia Placement to Bank Indonesia

3

Penempatan pada bank lain Interbank placement

4

Surat Berharga Securities

5

Kredit yang diberikan Loan to customer

6

Tagihan Lainnya Other assets

7

Lain-lain Other

Total Asset Total Asssets B

121,565.23

121,565.23

-

-

-

-

3,114,946.01

1,642,079.14

-

-

-

1,472,866.87

308,447.30

308,447.30

-

-

-

-

285,461.43

-

-

-

-

285,461.43

13,420,129.78

625,816.82

1,600,381.42

1,648,231.44

3,983,325.29

5,562,374.80

331,516.12

164,996.51

93,355.16

62,985.45

10,179.02

-

4,283.06

4,283.06

-

-

17,586,348.93

2,867,188.05

1,693,736.58

1,711,216.89

3,993,504.31

7,320,703.10

161,931.06

28,545.30

21,286.98

-

-

Kewajiban Liabilities 1

Dana Pihak Ketiga Deposits of non bank customers

14,349,386.07

13,608,438.30

529,184.44

2

Kewajiban pada Bank Indonesia Deposits of Bank Indonesia

-

-

-

-

-

-

3

Kewajiban pada bank lain Deposits of banks

627,239.76

367,027.26

260,212.50

-

-

-

4

Surat berharga yang diterbitkan Debt securities issued

-

-

-

-

-

5

Pinjaman yang diterima Borrowings

-

-

-

-

-

-

6

Kewajiban lainnya Other liabilities

1,747,088.25

1,746,106.43

-

981.82

-

-

7

Lain-lain Other

8,987.22

8,987.22

-

-

-

-

16,732,701.30

15,730,559.21

789,396.94

162,912.88

28,545.30

21,286.98

853,647.63

(12,863,371.15)

904,339.64

1,548,304.01

3,964,959.01

7,299,416.12

6,535,075.32

3,607,209.07

1,355,201.62

302,696.76

215,260.39

1,054,707.49

-

-

-

-

-

-

6,535,075.32

3,607,209.07

1,355,201.62

302,696.76

215,260.39

1,054,707.49

9,410,417.60

5,499,004.41

1,344,625.45

545,798.01

428,690.57

1,592,299.16

-

-

-

-

-

-

9,410,417.60

5,499,004.41

1,344,625.45

545,798.01

428,690.57

1,592,299.16

Total Kewajiban Total Liabilities Selisih Aset dengan kewajiban dalam neraca Difference of Assets and Liabilities II

≤ 1 bulan

-

REKENING ADMINISTRATIF ADMINISTRATIVE ACCOUNT A

Tagihan Rekening Administratif Administrative Account Payable 1

Komitmen Commitment

2


Total Tagihan Rekening Administratif Total Administrative Account Receivable B

Kewajiban Rekening Administratif Administrative Account Payable 1

Komitmen Commitment

2


Total Kewajiban Rekening Administratif Total Administrative Account Payable


193




No

Pos - pos

Saldo

Post

Balance

Selisih Tagihan dan Kewaijban dalam Rekening Administratif Difference of Administrative Account Receivable and Payable

≤ 1 month

> 1 - 3 bulan

> 3 - 6 bulan

>1-3 months

>3-6 months

> 6 - 12 bulan > 6 - 12 months

> 12 bulan > 12 months

(2,875,342.27)

(1,891,795.35)

10,576.17

(243,101.25)

(213,430.18)

(537,591.67)

Selisih [(IA - IB)+(IIA-IIB)] Diffenrence [(IA - IB)+(IIA-IIB)]

(2,021,694.64)

(14,755,166.50)

914,915.81

1,305,202.76

3,751,528.83

6,761,824.45

Selisih Kumulatif Cummulative Difference

(2,021,694.64)

(14,755,166.50)

(13,840,250.69)

(12,535,047.93)

(8,783,519.09)

(2,021,694.64)

Diluar laporan-laporan tersebut, juga dilaporkan profil risiko likuiditas dan suku bunga dalam kerangka pengukuran tingkat kesehatan bank yang diwajibkan Bank Indonesia. Secara berkala, Bank mengeluarkan laporan Liquidity Coverage Ratio (LCR) dan Net Stable Funding Ratio (NSFR) kepada Bank Indonesia dalam rangka Quantitative Impact Study (QIS) Basel III.

Aside of those reports, the Bank also reported the profile of liquidity risk and interest risk to measure the Bank’s level of health as required by Bank Indonesia. Periodically, the Bank issues Liquidity Coverage Ratio (LCR) and Net Stable Funding Ratio (NSFR) reports for submission to Bank Indonesia with regard to the Quantitative Impact Study (QIS) Basel III.

Berbagai inisiatif yang dilakukan Bank OCBC NISP terkait pengembangan manajemen risiko di sepanjang tahun 2012 yang berdampak secara langsung adalah memungkinkan Tresuri untuk melakukan operasional manajemen risiko likuiditas Bank secara lebih efektif. Adanya proses manajemen risiko yang baik pada akhirnya dapat meningkatkan performa Bank.

During 2012, Bank OCBC NISP initiated several risk management development programs which contributed directly in allowing Treasury to perform operation of Bank’s liquidity risk management in a more effective manner. A well-implemented risk management process will ultimately improve the Bank’s performance.

Ada beberapa tantangan yang dihadapi Bank dalam mengembangkan dan melaksanakan manajemen risiko di tahun 2012. Tantangan yang dihadapi adalah menyangkut struktur data agar dapat menunjang proses manajemen risiko. Untuk mendukung implementasi manajemen risiko likuiditas secara efektif, Bank juga mengembangkan dan menyempurnakan kebutuhan database

The Bank encountered several challenges in developing and implementing its risk management system in 2012. The challenges related to data structure to be used in support of the risk management process. The Bank also develops and refines database requirements for a more accurate and effective operation of risk management processes, also to support the overall implementation of liquidity risk management. Other challenge faced by the Bak is how to increase the accuracy and efficiency of work processes.

Tantangan berikutnya adalah meningkatkan akurasi serta efisiensi proses kerja. Untuk mengatasi tantangan-tantangan tersebut, Bank melakukan identifikasi terhadap root cause untuk kemudian dianalisa dan dievaluasi. Hasil dari analisa dapat digunakan Bank untuk menentukan prioritas untuk kemudian melakukan perbaikan.

To address these challenges, the Bank identifies the root cause, subsequently making analysis and evaluation. The results of the analysis are to be used by the Bank to set priorities and initiate follow-up improvements.

Bank juga melakukan upaya peningkatan kompetensi karyawan dan pejabat terkait melalui penerapan training roadmap baik untuk soft skill maupun hard skill secara inhouse maupun eksternal. Selain itu, Bank juga mendapat support dari OCBC Group untuk menyediakan pelatihan dan pengembangan sumber daya manusia yang dapat meningkatkan potensi karyawan secara penuh.

The Bank also builds efforts for raising Bank employees and officers’ competencies in line with the training roadmap, for both soft and hard skills through inhouse and external development programs. In addition to this, the Bank also receives support from OCBC Group in providing training and human resource development programs that can fully improve employees’ potential.

Diperkirakan, di tahun 2013 industri perbankan akan mengalami penyempurnaan kualitas manajemen risiko sejalan dengan fokus BI untuk terus meningkatkan kualitas perbankan nasional.Transparansi proses merupakan inisiatif yang penting yang dapat meningkatkan transparansi informasi serta penyempurnaan regulasi yang dapat meningkatkan inovasi dan pertumbuhan industri perbankan.

It is estimated that in 2013 the banking industry will experience further improvement in the quality of risk management in line with BI’s focus to continually promote sound quality of the national banking sector. Transparency of process is an important initiative to improve the transparency of information and regulatory improvements to enhance innovation and growth in the banking industry.

untuk keperluan proses manajemen risiko yang lebih akurat dan efektif.

194

≤ 1 bulan



PENGELOLAAN RISIKO OPERASIONAL Risiko Operasional adalah risiko akibat ketidakcukupan dan/atau tidak berfungsinya proses internal, kesalahan manusia, kegagalan sistem, dan/atau adanya kejadian-kejadian eksternal yang mempengaruhi operasional Bank.

OPERATIONAL RISK MANAGEMENT Operational risk is the risk arising from inadequate and/or the failure of internal processes, human error, system failure, and/or the presence of external events that affect the operations of the Bank.

Tata pengelolaan risiko operasional Bank dilakukan melalui 3 lini pertahanan yaitu unit kerja Bisnis dan unit kerja operation sebagai lini pertahanan pertama, unit kerja Operational Risk Management (ORM) sebagai lini pertahanan kedua, serta Internal Audit sebagai lini pertahanan ketiga.

The operational risk governance model of the Bank is using the three lines of defense, namely Business Unit and Operational Unit as the first line of defense, Operational Risk Management (ORM) unit as the second line of defense, and the Internal Audit as the third line of defense.

Lini pertahanan pertama memiliki tanggung jawab untuk memastikan bahwa seluruh proses operasional yang dilakukan telah sesuai dengan kebijakan dan prosedur yang berlaku, melakukan eskalasi atas kejadian risiko operasional yang teridentifikasi serta melakukan mitigasi atas peristiwa kejadian risiko operasional sampai pada tingkat yang tidak membahayakan kelangsungan bisnis Bank. Lini pertahanan kedua bertanggung jawab untuk mendukung dan memastikan unit kerja pada lini pertahanan pertama telah melakukan pengelolaan risiko secara efektif. Lini pertahanan ketiga memiliki peran untuk memastikan proses pengelolaan risiko operasional yang dilakukan oleh lini pertahanan pertama dan kedua telah berlangsung secara efektif dalam memitigasi kejadian risiko yang sudah terjadi maupun yang bersifat potensial agar tidak menimbulkan potensi kerugian yang membahayakan kelangsungan bisnis Bank.

The first line of defense has the responsibility to ensure that all operational processes are carried out in accordance with the policies and procedures, escalating the identified operational risk occurrence and mitigating the operational risk occurrence up to a level that does not endanger the Bank’s business. The second line of defense is responsible for supporting and ensuring that the Units on the first line of defense have managed the risk effectively. The third line of defense has a role to ensure that the operational

Dalam menjalankan usahanya, Bank tidak dapat terlepas dari berbagai risiko operasional yang melekat di setiap aktivitasnya. Sepanjang tahun 2012, Bank OCBC NISP telah memitigasi risiko-risiko dengan berbagai cara menggunakan perangkat kerja Operational Risk Management

In running the business, the Bank faces operational risks inherent in all its activities. In 2012, Bank OCBC NISP has mitigated risks using various approaches with the Operational Risk Management Tools. Among methods and tools used are the Risk and Control SelfAssessment (RCSA), Key Risk Indicator (KRI), Report on Operational Loss Event (ROLE), Implementation of Anti-Fraud Policy and strengthening the Infrastructures for implementing Business Continuity Management (BCM) policy.

RCSA adalah perangkat kerja yang digunakan untuk mengidentifikasi dan mengukur risiko operasional yang bersifat kualitatif dan prediktif dengan menggunakan dimensi dampak dan kemungkinan kejadian. Proses penilaian risiko dilakukan dengan mempergunakan suatu checklist yang berisi butir-butir pertanyaan tentang evaluasi atas tingkat pelaksanaan prosedur pengendalian risiko, untuk memperkirakan kemungkinan kejadian, besarnya dampak, dan tingkat efektivitas kontrol. Selanjutnya, diterapkan pengendalian risiko operasional yang tepat guna mengelola risiko operasional agar tetap berada dalam tingkatan toleransi risiko operasional.

RCSA is a tool used to identify and measure qualitative and predictive operational risk by using impact and likelihood dimensions. The risk assessment process is performed by using a checklist that contains a set of questionnaires to evaluate the level of risk and control procedure implementation, to estimate the likelihood of occurrence, magnitude of impact, and the effectiveness of controls.

(Tools). Diantaranya melalui Risk dan Control Self-Assessment (RCSA), Key Risk Indicator (KRI), Report on Operational Loss Event (ROLE), Penerapan Kebijakan Anti Fraud dan Penguatan Infrastruktur Penerapan Kebijakan Business Continuity Management (BCM).

KRI adalah perangkat yang digunakan untuk mengidentifikasi dan menganalisis risiko sejak dini atas naik-turunnya indikatorindikator risiko dalam rangka pengendalian setiap risiko operasional yang melekat pada setiap aktivitas bisnis dan operasional bank. Dengan menerapkan KRI, Bank dapat memantau dan memprediksi eksposur risiko operasional, mengidentifikasi perubahan profil risiko operasional dan sebagai referensi bagi Audit Internal dalam menyusun perencanaan audit.

risk management process conducted by the first and second line of defense have effectively mitigated the risk occurred and the potential risk to keep the Bank from potential loss that might endanger the Bank’s business.

Next, operational risk control is implemented effectively to manage operational risk within its tolerance levels of operational risk.

KRI is a tool used to identify and analyze risks early on the fluctuation of risk indicators in order to control inherent operational risks in each business and operational activities of the Bank. By implementing KRI, the Bank can monitor and predict operational risk exposures, identify changes in operational risk profile and act as a reference to the Internal Audit in planning the audit.


195


196

ROLE adalah perangkat manajemen risiko operasional yang digunakan untuk mengelola data peristiwa yang telah terjadi dalam operasional Bank OCBC NISP. Selain itu, ROLE juga digunakan untuk memastikan apakah proses pengendalian internal sudah cukup memadai.

ROLE is an operational risk management tool used to manage the data of events that have occurred in the operations of Bank OCBC NISP. In addition, ROLE is also used to determine whether internal control processes are adequate.

Penerapan Kebijakan Anti Fraud sebagai upaya mengantisipasi fraud dan melakukan pengkajian terhadap kejadian-kejadian fraud dan kejadian yang sifatnya repetitif dengan memberikan rekomendasi untuk perbaikan proses serta melakukan pemantauan terhadap tindak lanjut yang dilakukan oleh unit kerja terkait.

Anti-Fraud Policy Implementation is designed to anticipate fraud and to conduct an assessment of fraud incidents and repetitive events by providing recommendations for process improvement and monitoring of follow-up actions by business units.

Memperkuat infrastruktur penerapan kebijakan BCM yang telah dikembangkan pada periode sebelumnya, melalui resosialisasi kebijakan BCM, proses kaji ulang kecukupan infrastruktur BCM, pengkinian anggota tim Crisis Management, pelaksanaan uji coba prosedur penanganan keadaan darurat, uji coba kesiapan lokasi alternatif, call tree test, dan berbagai inisiatif lain untuk mejaga kesiapan infrastuktur BCM yang telah dimiliki Bank.

Strengthening the infrastructure for implementing BCM policy that have been developed in the previous period, through resocialization of BCM policies, reviewing the adequacy of the BCM infrastructure, updating the members of the Crisis Management team, implementing tests on procedures for handling emergency conditions, tests on readiness of alternate site, call tree test, and other initiatives to ensure the readiness of Bank’s existing BCM infrastructure.

Bank juga telah menyelesaikan beberapa inisiatif pengembangan manajemen risiko yang ditargetkan selama tahun 2012. Termasuk diantaranya finalisasi Operational Risk Management System yang mencakup pelaporan RCSA, KRI dan ROLE; mengembangkan kebijakan Information Technology Risk Management; operasionalisasi Kebijakan Anti Fraud, serta memperdalam proses identifikasi risiko operasional di Bank. Selain itu, dilakukan pula pengkinian kebijakan, prosedur dan perangkat kerja risiko operasional Bank; mempersiapkan infrastruktur penghitungan modal risiko operasional untuk Standardised Approach; melanjutkan pengembangan infrastruktur BCM serta melakukan uji coba atas infrastuktur BCM yang telah dibangun pada periode sebelumnya; dan mengembangkan kebijakan Internal Control dan mempersiapkan peraturan untuk pelaksanaan program Quality Assurance atas pelaksanaan Kebijakan Internal Control.

The Bank also completed a number of risk management development targets during 2012. These initiatives include finalizing the Operational Risk Management System, which covers RCSA, KRI and ROLE reporting; developing Information Technology Risk Management policies; operationalization of the Anti Fraud Policy, and deepenening the Bank’s operational risk identification process. In addition, the Bank also update its policies, procedures and tools for operational risk; preparing infrastructure to calculate operational risk capital for the Standardized Approach; continuing development of BCM infrastructure and testing of BCM infrastructure built in the previous period; and developing Internal Control policy and preparing regulations for the implementation of the Quality Assurance program for the implementation of the Internal Control Policy.

Inisiatif kebijakan dan program manajemen risiko operasional yang telah dibangun untuk memperkuat infrastruktur pendukung penerapan kebijakan Operational Risk Management meliputi: (i) Finalisasi pengembangan sistem pelaporan kejadian risiko operasional (Loss Event Report System) yang memberi kontribusi berupa tersedianya database kejadian risiko operasional data yang lebih lengkap dengan proses pelaporan yang lebih efisien; (ii) Implementasi Standar dan Pedoman Information Security untuk melindungi informasi Bank dan nasabah; (iii) Optimalisasi implementasi Kebijakan Anti Fraud; (iv) Meningkatkan kedalaman identifikasi risiko operasional dengan mengeluarkan risk control matrix yang sifatnya tematis sesuai dengan kejadian risiko dengan dampak kecil namun memiliki tingkat repetisi tinggi maupun kejadian risiko dengan dampak tinggi namun sangat jarang terjadi; (v) Melanjutkan dan melakukan kaji ulang pelaksanaan program-

Policy initiatives and operational risk management program were established to strengthen the supporting infrastructure to Operational Risk Management policies, including: (i) Finalization of the development of the Loss Event Report System, which contributes to the availability of more comprehensive loss event database through more efficient reporting process; (ii) The implementation of Information Security Standards and Guidelines for securing the Bank and customer information; (iii) Optimal application of the Anti-Fraud Policy; (iv) Increase the depth of operational risk identification by issuing a risk control matrix that are thematically appropriate to risk events with little impact but high repetition rate and risk events with high impact but of rare occurrence; (v) Continue progress on and review the implementation of Operational Risk Management routine programs in the form of loss event report policy, continuous implementation of RCSA and KRI program, Whistleblowing Program and evaluation of



program rutin Operational Risk Management berupa kebijakan pelaporan kejadian risiko operasional, penerapan program RCSA dan KRI, Whistleblowing Program dan evaluasi kecukupan kontrol atas produk dan aktivitas baru melalui mekanisme NPAP (New Product Approval Process); (vi) Memperhitungkan kecukupan modal minimum Bank untuk faktor risiko operasional dengan metode Basic Indicator Approach sesuai dengan Peraturan Bank Indonesia serta melakukan persiapan infrastruktur untuk penerapan Standardized Approach; dan (vii) Memperkuat infrastruktur penerapan kebijakan BCM melalui pengembangan infrastruktur BCM seperti lokasi alternatif ruang Crisis Command Center, Business Continuity Plan untuk beberapa unit kerja non-critical, pelaksanaan uji coba lokasi alternatif bagi unit kerja critical dan non-critical, uji coba call tree, uji coba prosedur penanganan keadaan darurat dan uji coba kesiapan Emergency Response Team. Selain RCSA, KRI, dan ROLE, Bank juga memiliki laporan-laporan lainnya terkait pengelolaan risiko, diantaranya: (i) Ad hoc management reports, yakni pelaporan manajemen yang sifatnya tambahan dan spesifik seperti Analisis Kejadian Risiko yang dikeluarkan berdasarkan permintaan dan kebutuhan; (ii) Fraud report, merupakan laporan kejadian risiko operasional yang masuk dalam kategori internal fraud, dimana laporan ini dikeluarkan oleh Fraud Investigation Team yang mencakup kronologis kejadian, penyebab, dampak, tindak lanjut dan perbaikan proses yang perlu dilakukan sehubungan dengan kejadian tersebut. Selanjutnya, Divisi ORM akan melakukan follow up kepada unit kerja dimana fraud terjadi agar segera melakukan tindak lanjut sehubungan dengan rekomendasi perbaikan yang disampaikan oleh Fraud Investigation Team dalam Fraud Report; dan (iii) BCM Report, berupa laporan status kesiapan infrastruktur BCM yang meliputi Crisis Management Organization, Contingency Plan, Business Continuity Plan unit kerja kritikal, serta kesiapan Disaster Recovery Center.

control adequacy for new products and activities through the NPAP (New Product Approval Process) mechanism;

(vi) Calculating the Bank’s capital adequacy ratio for operational risk factors using Basic Indicator Approach in accordance with Bank Indonesia regulations and preparing the necessary infrastructure to support the application of Standardized Approach; and (vii) Strengthening the infrastructure for implementing BCM policy through the development of BCM infrastructure, such as an alternative location for a Crisis Command Center, Business Continuity Plan for some non-critical units, performing trials on alternative locations for both critical and non-critical units, call tree testing, and performing trials on emergency handling procedures and readiness of Emergency Response Team.

Besides RCSA, KRI, and ROLE, the Bank also has other reporting related to risk management, among them are:

(i) Ad hoc management reports, both additional and specific in nature, such as Risk Event Analysis issued upon request/need, (ii) Fraud report, a report on operational risk events that fall into the category of internal fraud, in which the report is issued by the Fraud Investigation Team and covers the chronology of events, causes, impacts, follow-up action and necessary process improvement in connection with the incident. Furthermore, ORM Division will conduct a follow-up to the unit where the fraud occurred in order to immediately make corrective measures as per the recommended improvement provided by the Fraud Investigation Team in the Fraud Report, and (iii) BCM Report, on the BCM infrastructure readiness status, encompassing Crisis Management Organization, Contingency Plan, Business Continuity Plan of critical units, as well as the readiness of the Disaster Recovery Center.

Berbagai inisiatif terkait pengelolaan risiko operasional telah memberi dampak positif yang signifikan bagi Bank. Terjadi proses pengembangan wawasan dan keterampilan sumber daya manusia dalam peningkatan kesadaran dan penerapan metodologi manajemen risiko operasional. Peningkatan wawasan dan keterampilan ini mendorong meningkatnya kualitas manajemen risiko operasional pada unit kerja yang berdampak pula pada kualitas penerapan manajemen risiko operasional Bank pada umumnya.

Many initiatives on operational risk management contributed significant positive impacts for the Bank. Efforts were driven into developing knowledge and skill sets of Bank employees to improve awareness and implementation of operational risk management methodologies. These knowledge and skill-building measures promoted a higher quality of operational risk management implementation in working units, which ultimately influenced the overall quality of Bank-wide risk management operations at large.

Dilakukan peningkatan infrastruktur manajemen risiko operasional berupa kebijakan dan prosedur, sistem koordinasi, metodologi dan proses data analisis risiko operasional yang mendukung pelaksanaan proses manajemen risiko operasional berikut pengawasannya.

The Bank also made improvement to operational risk management infrastructure in the form of policies and procedures, coordination systems, methodology and process for data analysis in support of operational risk management implementation and control.


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Bank dapat mengelola dengan baik aktivitas operasionalnya melalui penerapan proses manajemen risiko yang efektif, seperti dilakukannya identifikasi risiko pada produk dan proses baru, pengukuran tingkat risiko dalam suatu perbaikan proses melalui RCSA, mitigasi terhadap kejadian fraud melalui kerangka kerja pengelolaan fraud, kebijakan dan prosedur pengendalian fraud, dan prosedur Whistleblowing Program.

The Bank can manage its operational activities well with the implementation of an effective risk management process, including performing identification of risks in new products and processes, measuring the level of risk in an improvement process using RCSA, as well as mitigating fraud incidents with the fraud management framework, fraud control procedures and policies, and Whistleblowing Program.

Selain itu, terdapat peningkatan pelaporan kejadian risiko operasional dari unit kerja maupun cabang. Ini menandakan meningkatnya kesadaran dan keterbukaan karyawan akan risiko operasional termasuk dalam pelaporan kejadian risiko operasional yang dihadapinya. Hal ini merupakan dampak positif dari berbagai sosialisasi yang dilakukan oleh Divisi Operational Risk Management kepada karyawan, baik berupa tatap muka langsung maupun secara tidak langsung yang dilakukan melalui berbagai media komunikasi yang tersedia seperti prosedur kerja, email, dan mediamedia lainnya.

In addition, there is increased reporting of operational risk events from work units and branches, thus indicating increased employees’ awareness and disclosure of operational risks, including in reporting operational risk events they encounter. This is a positive outcome of various socialization measures given by the Operational Risk Management Division to employees, in form of direct face-to-face interaction as well as via many communication channels made available, such as work procedures, email, and other media.

Dalam rangka memahami, melakukan identifikasi, mengukur dan memitigasi risiko produk-produk investasi yang semakin kompleks, diperlukan keahlian khusus dari sumber daya manusia, baik di Divisi Produk, Sales maupun di Divisi ORM. Dibutuhkan kemampuan dan

keahlian khusus untuk dapat mencegah risiko terjadinya fraud dan mis-selling. Hal ini merupakan tantangan yang dihadapi dalam proses pengembangan dan implementasi manajemen risiko.

In order to understand, identify, measure and mitigate risks of investment products that have become more complex, hence requiring specialised skills of human resources, in Product, Sales as well as ORM Divisions. Consequently, it is essential to equip special skills and expertise in the prevention of the risk of fraud and mis-selling. This has, in fact, become a challenge in the process of developing and implementing risk management.

Tantangan lainnya adalah dalam proses penyusunan model pengukuran kerugian risiko operasional, dimana belum adanya panduan dari regulator perihal penerapan model penghitungan kecukupan modal risiko operasional yang lebih advance dari Basic Indicator Approach. Disamping itu, tantangan untuk mengembangkan database kerugian risiko operasional yang berkualitas yang dapat digunakan sebagai alat untuk melakukan validasi setiap proses penilaian risiko atau prediksi risiko.

The Bank also faces other challenges, including in formulating an appropriate model to measure operational risk losses, for which there is currently no regulatory provision governing a more advanced procedure for calculating capital adequacy for operational risk than the Basic Indicator Approach. Furthermore, another challenge is to develop a good quality database of operational risk losses that can be used as a tool to validate each risk assessment or estimation process.

Strategi yang diambil untuk mengatasi tantangan tersebut diantaranya: • Melakukan evaluasi terhadap perangkat kerja operational risk secara berkelanjutan dan periodik, untuk memastikan bahwa perangkat kerja tersebut masih relevan dengan eksposur risiko terkait;

Strategies undertaken to address these challenges also consist of:

•

•

•

•

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Menyampaikan pelatihan yang sifatnya awareness kepada unit kerja dan cabang, baik untuk topik risiko operasional secara umum, maupun yang sifatnya spesifik seperti fraud awareness; Melakukan simplifikasi perangkat RCSA untuk meningkatkan response rate dan kualitas data yang dilaporkan oleh unit kerja, disamping untuk memudahkan dalam proses agregasi data untuk kebutuhan analisis; Mengembangkan kebijakan dan prosedur pelaksanaan uji coba kesiapan infrastruktur BCM berikut proses pelaporannya kepada manajemen; serta Meningkatkan proses komunikasi dan memberikan dukungan teknis kepada unit kerja hingga mampu secara mandiri melaksanakan agenda uji coba Business Continuity Plan pada unit kerjanya.


•

•

•

•

•

Performing continual and periodic evaluation of the operational risk tools used, in order to ensure their continued consistency with associated risk exposure; Giving awareness training to work units and branches, with topics on operational risk in general as well as specific issues such as fraud awareness; Making simplification of RCSA to improve the response rate and quality of data reported by the units, and also facilitating data aggregation process for purposes of analysis; Developing policies and procedures for implementation of trials/testing on the readiness of BCM infrastructure along with subsequent reporting to management; and Improving the communication process as well as providing technical support to work units until such time that they are able to independently realize scheduled Business Continuity Plan testing internally within the respective units.


Perhitungan ATMR risiko operasional dengan Pendekatan Indikator Dasar, dilakukan sesuai dengan ketentuan Bank Indonesia. Berikut tabel alokasi modal dan ATMR risiko operasional dengan Pendekatan Indikator Dasar.

The calculation of operational risk RWA using Basic Indicator Approach is conducted in accordance with the regulation from Bank Indonesia. The following table shows capital allocation and operational risk RWA using Basic Indicator Approach.

(Dalam Rp Juta)

(In Rp Million)

Bank Pendekatan Yang Digunakan Approach Used

No.

1

Pendapatan Bruto (Rata-rata 3 tahun terakhir) Average Gross Income in the past 3 years

Beban Modal Capital Charge

ATMR RWA

Pendekatan Indikator Dasar Basic Indicator Approach

2,516,111

377,417

4,717,707

Total

2,516,111

377,417

4,717,707

Pelaksanaan Basel Seiring dengan komitmen penuh Bank OCBC NISP untuk selalu melaksanakan praktik-praktik terbaik dalam pengelolaan risiko, Bank telah menyiapkan infrakstruktur untuk memenuhi berbagai regulasi yang ditetapkan oleh Bank Indonesia termasuk diantaranya penerapan Basel framework sebagai international best practice.

The Implementation of Basel In line with Bank OCBC NISP’s full commitment to consistently implement best practices in risk management, the Bank has prepared infrastructure required to comply with the regulation enforced by Bank Indonesia, including the implementation of the Basel framework as international best practice. Bank OCBC NISP has actively participated in working groups, workshops, and Quantitative Impact Study initiated by Bank Indonesia to anticipate the implementation of Basel II and Basel III in the Indonesian banking industry.

Pada implementasi Pilar 1 Basel II mengenai minimum capital requirement, Bank OCBC NISP telah memenuhi regulasi yang dikeluarkan Bank Indonesia. Untuk mengukur risiko pasar dalam menghitung kecukupan modal, Bank saat ini telah menerapkan metode Standardized Approach dan terus mempersiapkan berbagai infrakstruktur dan sumber daya yang diperlukan untuk penerapan Internal Model Approach.

In the implementation of Pillar 1 of Basel II regarding minimum capital requirement, Bank OCBC NISP has complied with related regulations of Bank Indonesia. To measure market risk in capital adequacy calculation, the Bank has implemented the Standardized Approach and currently continues to build required infrastructure and resources for the implementation of Internal Model Approach.

Dalam pengukuran risiko operasional, Bank menerapkan metode Basic Indicator Approach dan telah melakukan pemetaan terhadap delapan lini bisnis serta mengembangkan Risk & Control SelfAssessment (RCSA), Key Risk Indicator (KRI), Report on Operational Loss Event (ROLE), maupun infrastrukur pendukung lainnya sebagai persiapan dalam implementasi metode Standardized Approach dan Advance Measurement Approach.

In operational risk measurement, the Bank applies the Basic Indicator Approach and has completed mapping of eight business lines; and has also developed Risk & Control Self-Assessment (RCSA), Key Risk Indicator (KRI), Report on Operational Loss Event (ROLE), as well as other supporting infrastructure in preparing the implementation of the Standardized Approach and Advanced Measurement Approach.

Pengukuran risiko kredit sudah dilakukan secara penuh menggunakan metode Standardized Approach dan Bank saat ini telah mempersiapkan berbagai infrastruktur dan sumber daya yang diperlukan seperti Credit Rating System untuk mendukung penerapan perhitungan modal risiko kredit berdasarkan Internal Rating Based Approach.

Credit risk measurement, has fully implemented by using the Standardized Approach and currently Bank continues in preparing infrastructure and resources, such as Credit Rating System to support the application of credit risk capital calculation based on Internal Rating Based Approach.

Implementasi Pilar 2-Basel II mengenai pengukuran risiko konsentrasi kredit, risiko likuiditas, risiko suku bunga pada banking book, risiko hukum, risiko strategis, risiko kepatuhan, dan risiko reputasi telah dilakukan secara self assessment dengan

Implementation of Pillar 2-Basel II concerning the measurement of credit concentration risk, liquidity risk, interest rate risk in the banking book, legal risk, strategic risk, compliance risk, and reputation risk was conducted using self assessment based on

Bank OCBC NISP telah berpartisipasi aktif dalam working group, workshop, maupun Quantitative Impact Study yang dilaksanakan Bank Indonesia sebagai persiapan dalam implementasi Basel II dan Basel III di perbankan Indonesia.


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menggunakan pendekatan risiko (Risk-Based Bank Rating) sesuai regulasi Bank Indonesia mengenai tingkat kesehatan bank. Bank OCBC NISP akan senantiasa terus mengembangkan berbagai infrastruktur, kerangka kerja, dan metode khususnya yang diperlukan untuk mendukung penerapan Pilar 2 Basel II sesuai arahan Bank Indonesia.

Risk-Based Bank Rating as regulated by Bank Indonesia with respect to bank soundness. Bank OCBC NISP will consistently develop on building the necessary infrastructures, frameworks, and methods, in particular to support the implementation of Pillar 2 of Basel II as dictated by Bank Indonesia.

Untuk mendukung implementasi Pilar 3 Basel II mengenai market discipline, Bank Indonesia telah mengeluarkan Surat Edaran (SE) No. 14/35/DPNP tanggal 10 Desember 2012 tentang Tahunan Bank Umum dan Laporan Tahunan Tertentu yang Disampaikan kepada Bank Indonesia. SE ini merupakan tindak lanjut dari telah diterbitkannya Peraturan Bank Indonesia No. 14/14/PBI/2012 tanggal 18 Oktober 2012 tentang Transparansi dan Publikasi Laporan Bank. SE ini mewajibkan bank untuk menyampaikan informasi berkala mengenai kondisi Bank secara menyeluruh, sehingga dapat meningkatkan transparansi kondisi keuangan Bank kepada publik dan menjaga kepercayaan masyarakat terhadap lembaga perbankan. Penyesuaian SE ini juga diselaraskan dengan implementasi Pilar 3 Basel II. Bank senantiasa mendukung implementasi Pilar 3 Basel II tersebut, dengan laporan yang transparan sesuai dengan standar Bank Indonesia.

To support the application of Pillar 3 of Basel II on market discipline, Bank Indonesia issued Circular Letter (SE) No.14/35/DPNP dated December 10, 2012 on Commercial Bank’s Annual and Specific Annual Reporting to Bank Indonesia. A follow-up to issuance of Bank Indonesia Regulation No.14/14/PBI/2012 dated October 18, 2012 on Transparency and Publication of Bank Reports, the Circular Letter requires banks to submit periodic information on the conditions of the Bank as a whole, in order to improve transparency of the Bank’s financial conditions to the public and sustain public confidence in national banking institutions. Regulatory adjustments are also aligned to the implementation of Pillar 3 of Basel II. In support of Pillar 3 of Basel II implementation, Bank OCBC NISP consistently provides transparent reporting in accordance with Bank Indonesia standards.

Dalam rangka implementasi Basel III mengenai pengelolaan risiko likuiditas menggunakan standar likuiditas global berupa

Liquidity Coverage Ratio dan Net Stable Funding Ratio, Bank telah berpartisipasi dalam Quantitative Impact Study Bank Indonesia. Bank secara internal juga terus menyempurnakan infrastruktur yang diperlukan untuk mendukung implementasi Basel III secara penuh sehingga memperkokoh proses manajemen risiko likuiditas dalam mengantisipasi kondisi stress.

In implementating using Basel III in regard to the liquidity risk management using global liquidity standards such as Liquidity Coverage Ratio and Net Stable Funding Ratio, the Bank has participated in Bank Indonesia’s Quantitative Impact Study. Internally, the Bank also constantly enhance the infrastructure required for full implementation of Basel III in order to strengthen the process of liquidity risk management to anticipate the stress condition.

PENGELOLAAN RISIKO HUKUM Strategi penerapan manajemen risiko dikembangkan secara periodik seiring dengan dinamika bisnis di bidang perbankan. Sejalan dengan diterbitkannya Peraturan Bank Indonesia terkait penerapan manajemen risiko pada akhir tahun 2011, penerapan manajemen risiko di tahun 2012 dilakukan secara lebih komprehensif dengan melakukan penilaian risiko inheren dan analisis kualitas penerapan manajemen risiko atas risiko-risiko yang melekat pada aktivitas bisnis perbankan.

LEGAL RISK MANAGEMENT Risk management implementation strategies are periodically developed in line with the business dynamics in the banking sector. With the issuance of Bank Indonesia regulation on the implementation of risk management at the end of 2011, risk management application in 2012 was carried out in a more comprehensive scope by an assessment of inherent risks and an analysis of the quality of risk management implementation on inherent risks in banking activities.

Pengelolaan risiko hukum di Bank OCBC NISP dilaksanakan dibawah koordinasi unit kerja yang menjalankan fungsi hukum atau

Bank OCBC NISP manages legal risk under the coordination of work unit responsible for the Bank’s corporate legal function. Corporate Legal acts as the Bank’s “legal advisor” in charge of providing legal advise in accordance with the needs and demands of the work units, on the basis of applicable laws and regulations, on issues with potential legal impact as have been locally assessed by the unit seeking advise.

Risiko hukum timbul akibat adanya tuntutan hukum kepada Bank dan/atau adanya kelemahan aspek yuridis yang berkaitan dengan kegiatan operasional Bank. Mitigasi risiko hukum selama tahun 2012 dilaksanakan dengan melakukan pengkajian atas dokumendokumen atau perjanjian-perjanjian yang akan ditandatangani, membuat atau memperbaharui standar dokumen/perjanjian, serta meningkatkan kemampuan dan pengetahuan sumber daya manusia.

Legal risk arises from legal claims against the Bank and/or from weaknesses in the judicial aspects associated with the Bank’s operational activities. The Bank mitigated legal risk during 2012 by conducting assessment on documents or (drafts of) agreements prior to signing, formulating or updating standards for documents/ agreements, as well as improving skills and knowledge of human resources.

corporate legal. Corporate Legal bertindak sebagai “legal advisor” yang bertanggung jawab memberikan legal advise sesuai dengan kebutuhan dan permintaan dari unit-unit kerja, berdasarkan ketentuan hukum dan peraturan yang berlaku, yang dinilai akan memiliki legal impact berdasarkan hasil analisa dari unit kerja yang mengajukan.

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Di sepanjang tahun 2012, terkait dengan pengelolaan risiko hukum, telah dilakukan peningkatan kemampuan dan pengetahuan sumber daya manusia melalui berbagai pelatihan eksternal maupun internal. Bank juga menyempurnakan standar perjanjianperjanjian dengan pihak ketiga, termasuk didalamnya syarat dan ketentuan serta dokumen-dokumen yang terkait dengan produk Bank maupun memperbaharui ketentuan standar prosedur Divisi Corporate Legal, serta meningkatkan efisiensi dan produktivitas kerja.

In 2012, efforts in legal risk management have included competency and knowledge building for Bank employees through internal and external training. The Bank also enhanced standards for agreements with third parties, including terms and conditions therein as well as documents associated with the Bank’s products, also renewing provisions contained in standards of procedure used within Corporate Legal Division and increasing efficiency and productivity.

Dalam melaksanakan pengelolaan risiko hukum, Bank melakukan pengukuran dan pemantauan secara berkala terhadap sengketa hukum yang terjadi antara Bank dengan nasabah, baik secara kuantitatif maupun kualitatif dari laporan sengketa hukum yang dibuat. Hal tersebut dituangkan ke dalam laporan-laporan terkait dengan pengelolaan manajemen risiko hukum dan risiko-risiko yang melekat pada aktivitas bisnis perbankan lainnya setiap 3 (tiga) bulan sekali.

In carrying out legal risk management, the Bank makes periodic monitoring and measurement of existing legal disputes between the Bank and customers, in terms of quantitative and qualitative factors as set out in legal dispute statements/reports made. The results are set forth in quarterly reports related to management of legal risks and inherent risks in banking activities.

Pengembangan pengelolaan manajemen risiko hukum dimaksudkan untuk memberikan dukungan terhadap bisnis dalam mencapai target, tanpa keluar dari koridor peraturan perundangundangan yang berlaku.

Development of the Bank’s legal risk management system is intended to provide support for the business in attaining targets, within the boundaries of applicable rules and regulations.

Pengelolaan manajemen risiko di tahun 2013 akan dijalankan dan dikembangkan sesuai dengan peraturan yang berlaku serta menyesuaikan dengan perkembangan bisnis dan peraturanperaturan yang akan diterbitkan oleh regulator dari waktu ke waktu.

Risk management in 2013 will be run and developed in accordance with prevailing rules and regulations, and simultaneously adaptive to the latest developments in the business and regulations issued by regulators from time to time.

PENGELOLAAN RISIKO STRATEJIK Risiko Stratejik adalah risiko yang timbul akibat ketidaktepatan dalam pengambilan dan/atau pelaksanaan suatu keputusan stratejik serta kegagalan dalam mengantisipasi perubahan lingkungan bisnis. Untuk mengelola risiko stratejik tersebut, Bank OCBC NISP telah melakukan tinjauan secara periodik terhadap tingkat pencapaian target keuangan dan realisasi strategi serta action plan dalam kerangka Corporate Plan dan Rencana Bisnis Bank. Selain itu, Bank juga melakukan penyesuaian strategi-strategi jangka pendek, jangka menengah maupun jangka panjang sejalan dengan arah bisnis dan perkembangan kondisi internal serta perkembangan kondisi eksternal.

STRATEGIC RISK MANAGEMENT Strategic risk is the risk arising from the inaccuracy in making and/ or execution of a strategic decision and failure to anticipate changes in the business environment. To manage the strategic risks, Bank OCBC NISP has conducted periodic review on the achievement of financial targets and realized strategies and action plans within the framework of the Bank’s Corporate Plan and Business Plan. In addition, the Bank also makes adjustments to the short-, mediumand long-term strategies in line with the business direction and developments of the internal and external conditions.

Rencana strategis Bank disusun oleh Direksi dan disetujui oleh Dewan Komisaris dan dituangkan dalam rencana jangka pendektahunan (Corporate Plan) serta rencana jangka menengah-

The Bank’s strategic plan is prepared by the Board of Directors and approved by the Board of Commissioners, and is set forth in the annual Corporate Plan as well as the three-year medium-term Business Plan. The Bank’s Corporate Plan and Business Plan are prepared in accordance with the corporate vision and mission.

Corporate Plan dan Rencana Bisnis Bank telah disampaikan dan dibahas pada Rapat Dewan Komisaris, dimana beberapa anggota Dewan Komisaris merupakan wakil dari pemegang saham pengendali. Direksi selanjutnya mengkomunikasikan Corporate Plan dan Rencana Bisnis Bank kepada Grup/Divisi dibawahnya

The Corporate Plan and Business Plan were presented and discussed at the meeting of the Board of Commissioners, where several Commissioners serve as representatives of the controlling shareholder. Subsequently, the Board of Directors communicates the Bank’s Corporate Plan and Business Plan to their respective

tiga tahunan dalam Rencana Bisnis Bank. Corporate Plan dan Rencana Bisnis Bank disusun dengan mengacu pada Visi dan Misi Perusahaan.


201


202

dan juga memastikan bahwa Corporate Plan dan Rencana Bisnis Bank menjadi acuan dalam menyusun dan menetapkan target dan action plan Grup/Divisi.

Groups/Divisions and also ensures that the Corporate Plan and Business Plan be used as a reference in preparing and setting targets and action plans for the Groups/ Divisions.

Corporate Plan di tahun 2012 diantaranya adalah: • Fokus pada peningkatan pendapatan portfolio bisnis segmen Business Banking, Consumer Banking, dan Treasury. • Strategi pendanaan yang fokus pada peningkatan dana murah (low cost funding) dengan tetap mengupayakan peningkatan income melalui product bundling, cross selling, dan unsecured loan offering. • Upaya meningkatkan produktivitas untuk memperbaiki rasio Cost to Income, diantaranya melalui end to end process improvement, meningkatkan economies of scale untuk biaya non tenaga kerja (seperti pembelian barang & jasa). • Optimalisasi jaringan kantor melalui monitoring performance, review unprospective branches, dan implementasi brand awareness (brand image). • Mendorong inisiatif perbaikan proses serta tata kelola di Operation & IT. • Mengembangkan organisasi untuk menjadi ‘employer of choice’ dengan meningkatkan employee engagement melalui talent management program, menerapkan performance management yang lebih efektif, training roadmap, dan leadership development. • Terus mencari peluang pengembangan bisnis melalui pertumbuhan inorganik. • Menyelaraskan Risk Group, Compliance, dan Internal Audit untuk memastikan kontrol yang lebih optimal.

• Focus on increasing revenue from the Business Banking, Consumer Banking, and Treasury segments. • Funding strategies focusing on improving low-cost funding while seeking increased income through product bundling, cross-selling, and unsecured loan offering. • Efforts to increase productivity to improve cost to income ratio, particularly through end-to-end process improvement, increasing economies of scale for nonlabor costs (such as procurement of goods and services). • Optimizing Bank office network by monitoring performance, review unprospective branches, and implementation of brand image. • Promote process improvement initiatives and governance in Operation & IT. • Develop the organization to become an ‘employer of choice’ by increasing employee engagement through talent management program, implementing a more effective performance management system, training roadmap, and leadership development. • Actively seek business development opportunities through inorganic growth. • Aligning the Risk Group, Compliance and Internal Audit to ensure optimal controls.

Tinjauan terhadap tingkat pencapaian target keuangan dan realisasi strategi serta action plan dilakukan melalui berbagai forum dan rapat koordinasi agar dapat dipastikan bahwa target dan tujuan Bank dipahami secara baik dan selaras dengan aktivitas seluruh komponen di tingkat regional dan kantor pusat, serta antar unit bisnis dan unit pendukung. Berbagai sarana pertemuan dan diskusi, seperti Rapat Direksi, Rapat Komisaris, Forum OCBC NISP One dan Annual Meetings serta rapat lainnya merupakan media yang sangat efektif dalam mengkoordinasikan pelaksanaan strategi dan memutuskan langkah strategis lainnya sebagai alternatif apabila terjadi perubahan lingkungan bisnis yang mempengaruhi strategi usaha Bank.

Achievement of financial targets as well as realization of strategies and action plans are reviewed through various forums and coordination meetings in order to ensure that the Bank’s targets and objectives are well understood and aligned with the activities of all the components at the regional and head office, and between business units and support units. Various meetings and discussion forums, such as the Board of Directors meetings, Board of Commissioners meeting, Forum OCBC NISP One and Annual Meetings, also other meetings serve as highly effective media for coordinating strategy implementation and determining other strategic measures as suitable alternatives should changes occur in the business environment and subsequently affect the Bank’s business strategies.

Di tahun 2013, dengan mempertimbangkan perkembangan kondisi, Bank OCBC NISP akan tetap menjalankan strategi yang sudah berjalan di tahun sebelumnya serta akan fokus kepada : • Pertumbuhan yang agresif untuk meningkatkan market share di tengah kondisi lingkungan yang sangat kompetitif. • Mengembangan segmen Consumer Banking akan difokuskan pada segmen emerging affluent dan premier dengan mengoptimalkan cabang-cabang Consumer Banking. • Terus meningkatkan upaya quality process improvement di semua area operation dan fungsi support melalui terobosan baru dengan menggunakan teknologi baru sesuai dengan model perbankan yang ada.

With due consideration to the latest developments taking place, in 2013 Bank OCBC NISP will consistently apply strategies implemented from the past years and focus on: • Aggressive growth to increase market share in a highly competitive industry environment. • Consumer Banking will focus on developing the emerging affluent and premier segments by optimizing Consumer Banking branches. • Continue to enhance quality process improvement efforts in both operation and support functions with new breakthrough methods by using the latest technology in accordance with the existing banking model.


The Corporate Plan for 2012 is outlined as follows:


•

Terus menyelaraskan dan mendorong organisasi untuk lebih fokus terhadap nasabah (customer focus). Optimalisasi jaringan kantor. Secara aktif mempromosikan budaya korporasi Bank OCBC NISP untuk membangun budaya kerja dan performance yang tinggi.

• Continue to align and drive the organization to attain better customer focus. • Optimizing Bank office network. • Actively promote Bank OCBC NISP’s corporate culture to build an effective work culture and outstanding performance.

PENGELOLAAN RISIKO KEPATUHAN Risiko Kepatuhan adalah risiko yang timbul akibat Bank tidak mematuhi dan/atau tidak melaksanakan peraturan perundangundangan yang berlaku. Untuk memitigasi risiko kepatuhan, Bank terus melanjutkan upaya untuk senantiasa melaksanakan budaya kepatuhan dan memastikan terlaksananya fungsi kepatuhan bank, yang meliputi tindakan sebagai berikut: • Mewujudkan terlaksananya budaya kepatuhan pada semua tingkatan organisasi dan kegiatan usaha Bank. • Mengelola risiko kepatuhan yang dihadapi oleh Bank. • Memastikan agar kebijakan, ketentuan, prosedur serta kegiatan usaha yang dilakukan oleh Bank telah sesuai dengan ketentuan Bank Indonesia dan peraturan perundang-undangan yang berlaku. • Memastikan kepatuhan Bank terhadap komitmen yang dibuat oleh Bank kepada Bank Indonesia dan/atau otoritas pengawas lain yang berwenang.

COMPLIANCE RISK MANAGEMENT Compliance risk arises from the Bank’s inability to comply with and/or implement existing regulations. To mitigate compliance risks, the Bank strives to relentlessly build compliance culture and ensuring fulfillment of bank compliance functions, which include:

Bank memiliki Satuan Kerja Kepatuhan yang independen untuk melaksanakan fungsi kepatuhan tersebut. Upaya-upaya yang telah dilakukan diantaranya: • Mendukung terciptanya Budaya Kepatuhan antara lain dengan melakukan penjelasan tentang pentingnya fungsi dan peranan kepatuhan, sosialisasi peraturan dan perundang-undangan yang berlaku, diseminasi dan follow up surat masuk dari Bank Indonesia. • Melakukan kajian terhadap permohonan kredit sejumlah tertentu, kebijakan dan prosedur internal Bank, serta pengajuan produk dan aktivitas baru. Pelaksanaan fungsi kepatuhan juga dilaksanakan melalui pemberian opini (advisory) kepada unit bisnis dan operasional terkait dengan pelaksanaan kegiatan perbankan. • Melakukan pengulasan atas pelaksanaan ketentuan kehatihatian antara lain meliputi permodalan (CAR), Batas Maksimum Pemberian Kredit (BMPK), Giro Wajib Minimum (GWM), Posisi Devisa Netto (PDN), Rasio Kredit Bermasalah (NPL), dan Good Corporate Governance. • Melakukan identifikasi, pengukuran, monitoring, dan pengendalian terhadap Risiko Kepatuhan. • Bertindak sebagai liaison officer dalam berhubungan dengan regulator. • Implementasi Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT) di lingkungan Bank OCBC NISP, termasuk pelaporan ke PPATK, pengkinian kebijakan dan sistem APU-PPT, sosialisasi dan training APU PPT yang berkesinambungan bagi seluruh staf, serta pemberdayaan Unit Kerja Khusus (UKK) APU-PPT cabang.

The Bank formed the Compliance Division, as an independent unit to carry out compliance functions, which include: • Encourage building Bank’s Compliance Culture by, among others, socializing the importance of providing information regarding the importance of compliance functions and the role of compliance, prevailing rules and regulations, as well as disseminating and following up all incoming correspondence from Bank Indonesia. • Perform review on proposals for credit to a certain limit, Bank’s internal policies and procedures, as well as proposals for new products and activities. The implementation of compliance functions is also achieved through advisory to business and operational units in relation to running banking activities. • Conduct review on the application of prudential practices through capital (CAR), legal lending limit (LLL), statutory reserves, net open position (NOP), non-performing loan (NPL), and Good Corporate Governance. • Perform identification, measurement, monitoring, and control on Compliance Risks. • Act as liaison officer in its working relationship with regulators. • Implement Anti Money Laundering and Counter Financing of Terrorism (AML-CFT) within Bank OCBC NISP, including reporting to PPATK, updating AML-CFT policies and system, continual AML-CFT socialization and training for all staffs, and empowering the Special Unit of AML–CFT at Branch Level.

• •

• Implementing compliance culture at all organizational level and business activity of the Bank. • Managing compliance risks faced by the Bank. • Ensuring that Bank policies, regulations, procedures, and business activities are in compliance to applicable regulations of Bank Indonesia and existing laws. • Ensuring the Bank’s compliance with commitments to Bank Indonesia and/or other supervising authorities.


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PENGELOLAAN RISIKO REPUTASI Reputasi adalah aset yang sangat berharga dan dapat berdampak pada performa keuangan serta memberikan sumber keunggulan dalam berkompetisi. Sekali sebuah reputasi terkikis maka akan sangat sulit untuk mengembalikannya kembali, oleh sebab itu pemeliharaan dan peningkatan sebuah reputasi yang baik adalah kunci tujuan utama perusahaan. Kepercayaan adalah sebuah deviden dari investasi manajemen reputasi.

REPUTATION RISK MANAGEMENT Reputation is a valuable asset that might impact financial performance and provide advantages in the midst of competition. Once the reputation was eroded, it will be absolutely difficult to restore, therefore maintaining and improving reputation is key to realize Company’s main objective. Trust is a dividend from the investment in reputation management.

Bank OCBC NISP senantiasa menjaga kepercayaan publik karena bisnis bank adalah bisnis kepercayaan dan memiliki kaitan yang erat dengan reputasi. Salah satu upaya dalam menjaga kepercayaan tersebut adalah dengan melakukan pengelolaan risiko reputasi sebaik mungkin, seperti penanganan keluhan nasabah, penanganan terhadap berita yang kurang tepat mengenai perusahaan, produk, serta layanan bank.

Bank OCBC NISP continues to maintain public confidence in the Bank because it is a business of trust and has a close connection with reputation. One effort in maintaining that trust is to make the management of reputation risk as possible, such as handling customer complaints, handling of incorrect news about the company, products, and services the bank.

Proses dan pengelolaan & penerapan manajemen risiko terkait dengan risiko reputasi yang telah dilakukan di Bank OCBC NISP antara lain:

The process and the implementation of risk management related to risk the reputation held by Bank OCBC NISP, among others are:

1.

1.

Mengantisipasi pemberitaan yang menimbulkan risiko terhadap reputasi Bank OCBC NISP, yaitu dengan cara menjaga hubungan yang baik dengan para pemangku kepentingan seperti: • Menyampaikan seluruh informasi mengenai perusahaan, karyawan dan kegiatan-kegiatan internal yang mencerminkan budaya perusahaan, produk dan layanan secara transparan, lengkap, terkini, dan menarik kepada setiap pihak, baik nasabah, investor, vendor, media, dan publik. • Mempublikasikan laporan keuangan dan kinerja Bank setiap kuartal dengan tepat waktu, transparan dan akuntabel melalui media dan website external, serta menerbitkan press release atas laporan keuangan dan kinerja Bank untuk dikomunikasikan ke seluruh media. • Menyalurkan informasi melalui channel komunikasi seperti website external Bank OCBC NISP, yaitu www.ocbcnisp.com dalam Bahasa Indonesia & Bahasa Inggris yang dapat diakses dengan mudah dan tanpa batasan waktu. • Memperluas serta melengkapi pilihan channel komunikasi yang dapat menjangkau kalangan usia produktif, yaitu melalui jaringan social media (Facebook dan twitter). Meningkatnya fans di facebook OCBC NISP dan jumlah follower di jaringan twitter OCBC NISP menunjukan perhatian dan ketertarikan publik dalam hal ini virtual community untuk mengetahui semua hal yang terkait Bank OCBC NISP. • Dalam hal tanggung jawab sosial kepada masyarakat, Bank OCBC NISP dengan konsisten melakukan kegiatan CSR berupa workshop dan sharing untuk berbagai kalangan seperti: mahasiswa dari berbagai perguruan tinggi di Indonesia, media, dan masyarakat sekitar lingkungan


Monitoring media coverage that pose risks to Bank OCBC NISP reputation by maintaining good relationships with stakeholders, such as: •

•

•

•

•

Provide information about the Bank, its employees and internal activities that reflect the culture of the Bank, its products and services in a transparent, complete, current, and attractive manner to all parties, including customers, investors, vendors, the media, and the public. Publish Bank’s financial statements and quarterly performance in a timely, transparent and accountable manner through the media and external website. as well as issuing press release over the financial statements and the Bank’s performance to all media. Distribute information through communication channels such as external web, namely www.ocbcnisp.com in Indonesian and English so can be accessed easily at any time. Expand choices of communication channels that can reach audiences of productive ages through social media networks (Facebook and Twitter). The increasing number of Fans on OCBC NISP facebook and followers on OCBC NISP twitter demonstrate the high level of public, or virtual community, interest towards Bank OCBC NISP.

In terms of social responsibility, Bank OCBC NISP consistently conducts CSR activities such as workshops and sharing for many societies, namely students from various universities in Indonesia, the media, and the surrounding community in order to build a better understanding about OCBC NISP. In addition to education, the Bank also conducts CSR


•

•

kantor sebagai upaya untuk meningkatkan pemahaman pihak awam mengenai perbankan. Selain di bidang pendidikan/edukasi, aktivitas CSR juga dilakukan di bidang lainnya, antara lain: Lingkungan (Go Green), sosial dan kesehatan. Membina dan menjalin hubungan yang baik dan harmonis dengan media lokal dan nasional untuk memberikan sumber berita yang independen, tranparan, dan dapat dipertanggungjawabkan. Bekerja sama dengan divisi Customer Experience, melakukan survei-survei terukur mengenai harapan dan ekspektasi nasabah agar memperoleh berbagai masukan dari nasabah, sesuai dengan salah satu Corporate Culture Bank OCBC NISP untuk Focus to Customer.

•

•

activities in other fields, namely: environment (Go Green), social and health. Building a harmonious relationship with local and national media to provide source of news that independent, transparent, and liable. Colaborate with the Customer Experience division to conduct measurable surveys on wishes and expectation of customers in order to gain inputs, in line with one of Corporate Culture Bank OCBC NISP namely Focus to Customer.

2. Mengelola proses penanganan keluhan dan pengaduan nasabah, meliputi antara lain: • Penerimaan keluhan nasabah yang masuk baik melalui cabang, website Bank OCBC NISP melalui menu Contact Us, Call Center ataupun media (surat kabar & media online), tercatat dan disentralisasikan ke dalam sistem Complaint Handling Management (CHM) pada hari yang sama pada saat keluhan tersebut diterima dan ditindaklanjuti melalui divisi/unit kerja terkait sesuai dengan peraturan Bank Indonesia. • Sistem CHM secara otomatis akan membuat email notifikasi kepada unit kerja terkait yang harus segera menyelesaikan keluhan nasabah serta memberikan solusi serta menginformasikannya kepada nasabah. • Unit Customer Experience akan melakukan monitoring atas keluhan yang tercatat dalam CHM serta tindak lanjutnya dan memantau SLA (Service Level Agreement) yang berlaku. • Melakukan analisa keluhan nasabah secara berkala dan mencari akar permasalahannya agar dapat dilakukan tindakan antisipatif untuk masa mendatang.

2. Managing the process of handling complaints from customers, including the following: • Acceptance of the incoming customer complaints either through a branch, Bank OCBC NISP website via the menu Contact Us, Call Center or the media (newspapers & media online), recorded in the system and centralized Complaint Handling Management (CHM) on the same day when the complaint is accepted and acted upon by the division/ business unit are in accordance with the regulations of Bank Indonesia.Sistem CHM secara otomatis akan membuat email notifikasi kepada unit kerja terkait yang harus segera menyelesaikan keluhan nasabah serta memberikan solusi serta menginformasikannya kepada nasabah. • Unit Customer Experience akan melakukan monitoring atas keluhan yang tercatat dalam CHM serta tindak lanjutnya dan memantau SLA (service Level Agreement) yang berlaku. • Melakukan analisa keluhan nasabah secara berkala dan mencari akar permasalahannya agar dapat dilakukan tindakan antisipatif untuk masa mendatang.

Di sepanjang tahun 2012, Bank menerimam 7.175 keluhan terkait keuangan yang disampaikan melalui berbagai sumber, diantaranya email, surat pembaca, dan telepon. Sepanjang tahun 2012, Bank sudah menyelesaikan 100% dari keluhan-keluhan tersebut.

In 2012, the Bank received 7,175 complaints related to financial, through various sources, including email, letters to the editor, and telephone. By year-end 2012, the Bank has fully resolved.

Pengawasan secara menyeluruh terhadap risiko reputasi pada Bank OCBC NISP terletak pada Dewan Komisaris (Board of Commissioners). Manajemen risiko reputasi yang aktif (mencakup manajemen stakeholder, identifikasi/penilaian, pengawasan dan mitigasi) dilakukan oleh Board Risk Committee. Operational Risk Committee akan memberikan persetujuan atas kebijakan dan program-program yang terkait dengan risiko reputasi.

A comprehensive oversight on reputation risk at OCBC NISP was the responsibility of the Board of Commissioners. An active management on reputation risks (including stakeholder management, identification/assessment, monitoring and mitigation) is conducted by the Board’s Risk Committee. Operational Risk Committee gives approval on the policies and programs related to reputational risk.

Fungsi yang bertanggung jawab untuk mengelola reputasi atas stakeholder kunci akan memberikan laporan rutin dan/atau adhoc kepada Direksi dan Dewan Komisaris mengenai risiko reputasi Bank.

The function responsible for managing reputation for key stakeholders will provide regular and/or ad-hoc reports to the Board of Directors and the Board of Commissioners regarding the Bank’s reputation risk.


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Corporate Communication Division sebagai koordinator Stakeholder management bertugas dan bertanggung jawab untuk: • Menerapkan kebijakan dan metodologi risiko reputasi secara bankwide. • Melakukan konsolidasi masukan masukan penting atas permasalahan yang terkait atas resiko reputasi dari Stakeholder Management Function dan membuat laporan bulanan kepada Operation Risk Management Division untuk dikonsolidasikan. • Menjalankan fungsi kehumasan dan memberikan tanggapan terhadap pemberitaan negatif yang dapat mempengaruhi reputasi Bank dan dapat menyebabkan kerugian Bank. • Mengkomunikasikan informasi yang diperlukan stakeholders: investor, nasabah, kreditur, asosiasi dan masyarakat.

Corporate Communication Division as stakeholder management coordinator is in charge of and responsible for: • Implementing policies and methodologies in bankwide reputational risk. • Performing consolidation of essential inputs on issues related to the risk reputation of Stakeholder Management Function and submitting monthly reports to the Operation Risk Management Division to be consolidated. • Performing the function of public relations and responding to negative news coverage that may affect the Bank’s reputation and may cause losses of the Bank. • Providing information necessary for stakeholders: investors, customers, creditors, associations and communities.

Evaluasi Manajemen Risiko Evaluasi manajemen risiko pada Bank OCBC NISP telah dijalankan secara rutin karena Bank telah memiliki sistem dan prosedur pemantauan yang baik, sehingga proses evaluasi bisa dilaksanakan secara mendalam dan menyeluruh. Dengan pelaksanaan evaluasi yang telah dilakukan secara rutin Bank akan mampu mengidentifikasi setiap risiko yang berpotensi muncul dan memberikan dampak signifikan pada Bank, memahami setiap risiko yang diambil serta menyiapkan strategi yang tepat untuk melakukan mitigasi pada setiap risiko.

Risk Management Evaluation Evaluation related to risk management at Bank OCBC NISP has become a routine activity, because the Bank has operated effective systems and procedures for monitoring, hence allowing in-depth and thorough evaluation process. By implementing routine evaluation, the Bank will be able to identify any potential risk that could emerge and make a significant impact on the Bank, to understand every risk taken and to prepare the appropriate strategies to mitigate each risk.

Pelaksanaan evaluasi manajemen risiko dilakukan tidak hanya oleh unit kerja pada Risk Management Group dan unit kerja audit

Evaluation on risk management is not only undertaken by work units within the Risk Management Group and internal audit unit as independent supervisors, but is also actively handled by the Board of Commissioners and Directors. At the Board of Commissioners’ level, an active oversight mechanism is done through committees that are specially formed related to the scope of each type of risk being managed.

Pada Risk Management Group, evaluasi manajemen risiko dilakukan oleh masing-masing unit kerja terkait sesuai dengan jenis risiko yang dikelola. Untuk mengidentifikasi, mengukur, memantau, dan mengevaluasi setiap potensi risiko yang bisa berdampak signifikan pada Bank, baik global maupun regional, unit kerja manajemen risiko telah melaksanakan Emerging Risk Focus Group secara berkala.

Within Risk Management Group, risk management evaluation is performed by respective risk unit in accordance with the type of risk being managed. To identify, measure, monitor, and evaluate any potential global or regional risk that could have a significant impact on the Bank, the risk management unit implements the Emerging Risk Focus Group on a regular basis.

Proses evaluasi yang lebih mendalam dilakukan oleh unit kerja manajemen risiko maupun unit kerja pendukung terkait lainnya dengan menggunakan pendekatan berbasis risiko, Risk-Based Bank

More in-depth evaluation is carried out by the risk management unit and other related supporting units using the Bank RiskBased Rating (RBBR) approach in accordance with Bank Indonesia guidelines on banks’ financial soundness. RBBR is performed regularly on a quarterly basis through an evaluation process, commencing with eight types of inherent risks up to evaluation on the quality of Bank’s risk management application in managing the eight types of risks. The eight inherent risks are: credit risk, market risk, liquidity risk, operational risk, legal risk, strategic risk, compliance risk, and reputational risk. Whereas, evaluation on the quality of risk management application on these risks include: risk governance, risk management framework, risk management processes, information systems, human resources and control system. The output of the assessment and evaluation of inherent

internal sebagai pengawas independen, melainkan juga dilakukan secara aktif oleh Dewan Komisaris dan Direksi. Pada tingkat Dewan Komisaris dan Direksi, mekanisme pengawasan secara aktif dilakukan melalui komite-komite yang dibentuk khusus terkait ruang lingkup dari masing-masing jenis risiko yang dikelola.

Rating (RBBR), sesuai dengan arahan Bank Indonesia mengenai tingkat kesehatan bank. RBBR dilaksanakan setiap triwulanan dengan proses evaluasi yang dimulai dari delapan jenis risiko inheren hingga evaluasi mengenai kualitas penerapan manajemen risiko Bank dalam mengelola kedelapan jenis risiko tersebut. Yang termasuk dalam delapan risiko inheren adalah: risiko kredit, risiko pasar, risiko likuiditas, risiko operasional, risiko hukum, risiko strategis, risiko kepatuhan, dan risiko reputasi. Sedangkan proses evaluasi kualitas penerapan manajemen risiko untuk masingmasing risiko mencakup: risk governance, risk management framework, risk management process, information system, human

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resources dan control system. Output dari penilaian serta evaluasi risiko inheren dan kualitas penerapan manajemen risiko ini disimpulkan dalam bentuk profil risiko Bank secara keseluruhan untuk kemudian disampaikan dan dievaluasi oleh Dewan Komisaris dan Direksi melalui komite manajemen risiko terkait.

risks and quality of risk management application is summarized as the Bank’s overall risk profile, subsequently submitted and evaluated by the Board of Commissioners and Board of Directors through related risk management committees.

Pada tingkat Dewan Komisaris, Komite Pemantau Risiko memiliki kewenangan tertinggi. Tugas utamanya adalah menetapkan dan mengevaluasi risk appetite, mengevaluasi profil risiko, menyetujui kerangka kerja (framework) dan kebijakan manajemen risiko Bank, serta memantau dan mengevaluasi kinerja Komite Manajemen Risiko dan unit kerja manajemen risiko. Komite mengadakan pertemuan minimal setiap triwulan untuk melakukan evaluasi, memberikan persetujuan, dan mendiskusikan masalah yang terkait dengan risiko, potensi kerugian yang mungkin timbul dan mitigasinya.

At the level of the Board of Commissioners, the Risk Monitoring Committee holds the ultimate authority on risks. Its main task is to set and to evaluate the Bank’s risk appetite, to evaluate the Bank’s risk profile, to approve the Bank’s risk management framework and policies, and to monitor and to evaluate the performance of the Risk Management Committee and risk management unit. The Committee meets at least once in every three months to make evaluation, to provide approval, and to discuss issues associated with risks, potential losses and mitigation measures.

Pada tingkat Direksi, terdapat beberapa komite terkait manajemen risiko yang bertugas sesuai dengan lingkup masing-masing. Komite Manajemen Risiko (Board Risk Committee/BRC) merupakan fungsi manajemen risiko yang integratif diketuai oleh Presiden Direktur dengan Direktur Manajemen Risiko sebagai wakil ketua. Tugas dan tanggung jawab BRC antara lain: bertugas mengevaluasi pengelolaan risiko dan menetapkan strategi risk-response yang

At the Board of Directors’ level, there are several committees related to the risk management function in charge of different scopes. The Board Risk Committee (BRC) is an integrated risk management function headed by the President Director and the Director of Risk Management as vice chairman. BRC’s duties and responsibilities include: evaluating risk management and establishing appropriate risk-response strategies; monitoring and establishing the implementation of guidelines, frameworks, policies, and overall risk management methodologies; evaluating the risk profile and the parameters used; ensuring the Bank’s portfolio remains consistent with the risk appetite; supporting strategies and developing risk management system. The Committee reviews the scope, effectiveness and objectivity of reports on monitoring and risk control. The Committee also exercises supervision over the establishment and implementation of independent risk management systems to identify, measure, monitor, control and report risks through a bank-wide approach.

Selain BRC, terdapat juga Komite Manajemen Risiko Kredit, Komite Manajemen Risiko Pasar, Asset and Liability Committee, Specific Provision Committee, serta Fraud Committee. Komitekomite ini dibentuk dalam rangka pengelolaan risiko yang lebih spesifik dari jenis risiko tertentu sesuai kebutuhan kegiatan usaha Bank dan sekaligus sebagai perwujudan komitmen Bank untuk menjalankan tata kelola manajemen risiko yang komprehensif dan akuntabel. Setiap komite ini memiliki frekuensi pertemuan rutin yang wajib dilakukan dengan tugas utama melakukan evaluasi atas pelaksanaan framework, kebijakan, limit, metodologi yang

In addition to BRC, there is also the Credit Risk Management Committee, Market Risk Management Committee, Asset and Liability Committee, Specific Provision Committee and Fraud Committee. These committees are established for handling the management of more specific types of risks in accordance with the needs of the Bank’s activities as well as realising the Bank’s commitment to carry out a comprehensive and accountable risk management governance. Each committee observes a particular frequency of periodic meetings with the primary duty of evaluating the implementation of framework, policies, limits, methodologies that have been determined in order to manage risks according to their respective scope. In the event of conditions over and above the specified limits, the Committees will take mitigation measures and effective solutions to safeguard the Bank’s overall risk exposure.

Sebagai bukti nyata bahwa tata kelola dan penerapan manajemen risiko pada Bank OCBC NISP telah dilakukan secara baik dan dapat memberikan nilai tambah bagi perusahaan, pada tahun 2012 Bank mendapatkan berbagai penghargaan dan pengakuan dari

As testimony that governance and risk management application at Bank OCBC NISP has operated well and provided added value, in 2012 the Bank received numerous awards and recognition from external parties related to its risk management system, among

sesuai; memantau dan menetapkan pelaksanaan pedoman, kerangka kerja, kebijakan, dan metodologi manajemen risiko secara keseluruhan; mengevaluasi profil risiko serta parameter-parameter yang digunakan; memastikan portofolio Bank masih sesuai dengan risk appetite yang telah ditentukan; mendukung strategi dan pengembangan manajemen risiko. Komite mengkaji cakupan, efektivitas dan obyektivitas laporan pemantauan dan pengendalian eksposur risiko. Komite ini juga melakukan pengawasan atas pembentukan dan pelaksanaan sistem manajemen risiko yang independen dalam mengidentifikasi, mengukur, memantau, mengendalikan dan melaporkan risiko secara bankwide.

telah ditetapkan dalam rangka pengelolaan risiko sesuai masingmasing ruang lingkupnya. Apabila terdapat hal-hal yang melewati ketentuan yang telah ditetapkan, maka komite akan mengambil langkah-langkah mitigasi dan penyelesaian yang efektif demi menjaga risiko Bank secara keseluruhan.


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pihak eskternal terkait manajemen risiko, antara lain: Indonesia Enterprise Risk Management Award 2012 dari majalah Business Review, The Best Corporate (peringkat kedua) dalam kategori Risk Management pada Anugerah Perbankan Indonesia 2012, dan berhasil meraih predikat sebagai Indonesia Most Trusted Company dalam Corporate Governance Perception Index (CGPI) terkait penerapan GCG dalam perspektif Risiko yang digelar oleh The Indonesian Institute for Corporate Governance (IICG) bekerjasama dengan majalah SWA.

others: Indonesia Enterprise Risk Management Award 2012 from Business Review magazine, The Best Corporate (ranked second) in the category of Risk Management in the Indonesian Banking Award 2012, and won the title as Indonesia’s Most Trusted Company in the Corporate Governance Perception Index (CGPI) related to the implementation of Good Corporate Governance in Risk Perspective, held by the Indonesian Institute for Corporate Governance (IICG) in collaboration with SWA magazine.

Review atas Efektivitas Sistem Manajemen Risiko Fungsi pengawasan dan evaluasi manajemen risiko dilaksanakan melalui adanya berbagai komite terakit risiko dan unit kerja Audit Internal. Sebagai pelaksana pengendalian internal dan risk assurance, Audit Internal akan secara aktif melakukan evaluasi dan rekomendasi terhadap kualitas dan proses tata kelola risiko di Bank OCBC NISP secara keseluruhan. Disamping evaluasi secara internal, evaluasi manajemen risiko secara independen juga diperoleh dari audit eksternal maupun pihak-pihak eksternal lainnya, selaras dengan Strategi New Horizons Risk Management Group khususnya yang terkait dengan sinergi dan kolaborasi internal dan eksternal untuk terus meningkatkan kualitas tata kelola risiko. Berdasarkan hasil penilaian yang dilakukan selama tahun 2012, Internal Audit berpendapat bahwa secara keseluruhan sistem manajemen risiko telah memadai dan berjalan efektif.

Review atas Efektivitas Sistem Manajemen Risiko Oversight and evaluation of risk management is performed by the committees related to risk management and the Internal Audit unit. As executor of internal control and risk assurance, Internal Audit will actively make evaluation and recommendations on the quality and processes of risk governance at Bank OCBC NISP as a whole. In addition to internal evaluation, the Bank also obtains independent risk management evaluation from the external auditor and other external parties, in line with Risk Management Group’s New Horizons Strategy, particularly with regard to internal and external collaboration and synergy to continually improve the quality of risk governance. Based on assessment completed in 2012, Internal Audit considers that the overall risk management system is adequate and runs effectively.

Pengelolaan Risiko Ke Depan Dengan perkembangan akivitas perbankan yang semakin beragam dan kompleks serta diiringi oleh potensi risiko yang semakin meningkat, Bank senantiasa menyempurnakan pengelolaan risiko baik dari segi struktur organisasi dan sumber daya manusia, kebijakan dan prosedur, sistem pendukung, hingga metodologi.

Risk Management in the Future Considering developments in banking activities that have become increasingly diverse and complex and accompanied by rising potential risks, the Bank will continually refine risk management system, in terms of organizational structure and human resources, policies and procedures, support systems, to methodologies.

Risk Management Group telah memiliki perencanaan pengelolaan risiko ke depan yang berfokus kepada; (1) Basel and Capital Enhancement Initiatives yaitu inisiasi Bank dalam pemenuhan ketentuan yang telah ditetapkan regulator terkait implementasi Basel dan penguatan modal, (2) Other Regulatory Initiatives yaitu langkah-langkah yang dilakukan untuk memenuhi ketentuan yang telah ditetapkan regulator terkait regulasi lainnya, (3) Revenue Enhancement Initiatives yaitu pengembangan yang dilakukan untuk mendukung pertumbuhan revenue yang berkesinambungan secara prudent, dan (4) Risk Process Improvement Initiatives yaitu pengembangan yang dilakukan dengan tujuan perbaikan proses identifikasi, pengukuran, pemantauan, dan pengelolaan risiko Bank.

Risk Management Group has risk management plans that focuses on; (1) Basel and Capital Enhancement Initiatives, which are Bank initiatives in compliance with requirements related to Basel implementation and capital enhancement as provided by regulators (2) Other Regulatory Initiatives, which are measures taken by Bank related to compliance with other regulations as provided by regulators, (3) Revenue Enhancement Initiatives, which are development initiatives designed to support prudent and continuous revenue enhancement , and (4) Risk Process Improvement Initiatives, which are development initiatives designed to improve processes related to Bank’s risk identification, assessment/measurement, monitoring, and management.

Dengan adanya perencanaan pengelolaan risiko yang baik Bank akan mampu mengantisipasi berbagai tantangan dan hambatan dalam menjalani usaha, sehingga dapat memberikan pelayanan yang terbaik kepada seluruh nasabah. Selain itu Bank juga akan dapat mengantisipasi berbagai regulasi yang akan diterbitkan, baik oleh Bank Indonesia khususnya yang terkait dengan implementasi ketentuan Pilar 2 Basel seperti Internal Capital Adequacy Assessment (ICAAP), risiko suku bunga pada banking book, dan

With effective risk management planning, the Bank will be able to anticipate the challenges and constraints in running the business, in order to be able to provide the best service to all customers. In addition, the Bank will also be able to anticipate regulatory changes made by Bank Indonesia, particularly related to the implementation of Basel’s Pillar 2 provision, such as Internal Capital Adequacy Assessment (ICAAP), interest rate risk in the banking book, and concentration risk; as well as preparation for



risiko konsentrasi, maupun persiapan implementasi ketentuan Basel III, salah satunya adalah manajemen risiko likuiditas (Liquidity

Coverage Ratio/LCR dan Net Stable Funding Ratio/NSFR).

the implementation of Basel III requirements, including liquidity risk management (Liquidity Coverage Ratio/LCR and Net Stable Funding Ratio/NSFR).

Profil Risiko berdasarkan RBBR (Risk Based Bank Rating) Bank OCBC NISP Posisi Per 31 Desember 2012.

Risk Profile based on RBBR (Risk Based Bank Rating) Bank OCBC NISP As of December 31, 2012.

Jenis Risiko Risk Type

Peringkat Risiko Inheren Inherent Risk Rating

Peringkat Kualitas Penerapan Manajemen Risiko Risk Management Implementation Quality Rating

Peringkat Tingkat Risiko Risk Rating Q4-2012

Peringkat Tingkat Risiko Tahun Sebelumnya Previous Year Risk Rating Q4-2011

Risiko Kredit Credit Risk

Low

Satisfactory

Low

Low

Risiko Pasar Market Risk

Low to Moderate

Strong

Low

Low

Low

Satisfactory

Low

Low to Moderate

Low to Moderate

Satisfactory

Low to Moderate

Low to Moderate

Risiko Hukum Legal Risk

Low

Strong

Low

Low

Risiko Strategis Strategic Risk

Low

Strong

Low

Low

Risiko Kepatuhan Compliance Risk

Low

Satisfactory

Low

Low

Risiko Reputasi Reputation Risk

Low

Satisfactory

Low

Low

Low

Low to Moderate

Risiko Likuiditas Liquidity Risk Risiko Operasional Operational Risk

PERINGKAT RISIKO KOMPOSIT | COMPOSITE RISK RATING

Profil risiko Bank secara keseluruhan untuk Triwulan IV 2012 berada pada peringkat risiko komposit yang lebih baik, “Low”, jika dibandingkan dengan peringkat risiko komposit pada Triwulan IV 2011, yaitu “Low to Moderate”. Hal ini menunjukkan adanya peningkatan pengelolaan risiko secara keseluruhan, yang akan terus dipertahankan dan diperbaiki ke depannya demi peningkatan kinerja Perusahaan yang berkesinambungan.

The Bank’s overall risk profile for the Fourth Quarter 2012 scored a more favorable composite risk rating of “Low”, in comparison to corresponding rating for the fourth quarter 2011 of “Low to Moderate”. This indicates that the Bank has managed to improve overall risk management, which will be sustained and further strengthened in the coming years in the pursuit of sustainable growth performance of the Bank.


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Disiplin Pengelolaan Usaha A Disciplined Management of Business

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