Laporan Tahunan Perusahaan Corporate Governance

PT Bank Victoria International Tbk.

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Tata Kelola Perusahaan Corporate Governance

Laporan Tahunan 2016

2016 Annual Report

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Tata Kelola Perusahaan Corporate Governance

Efektivitas implementasi good corporate governance (GCG) tercermin dari governance outcome yang telah terjadi. Bank Victoria telah merasakan manfaat dari implementasi GCG dengan dicapainya kinerja keuangan dan operasional yang sangat bagus di 2016. Disamping itu, hasil dari implementasi GCG juga terlihat dari kepercayaan pihak eksternal kepada Bank. Bank Victoria Meraih penghargaan as the Winner of Best Banking Brand 2016 for Best Reputation, Best Digital, Best Service, and Best Performance Title, Meraih Peringkat 2 Kategori Buku II (Aset Rp10 Triliun sampai dengan Rp25 Triliun), serta Meraih Peringkat 3 Kategori Corporate Social Responsibility kelas Bank Buku II. The effectiveness of good corporate governance (GCG) implementation is reflected in the governance outcome that has been taken place. Bank Victoria has been experiencing the benefit of GCG implementation with its excellent financial and operational performance achievement in 2016. Furthermore, the result of GCG implementation is also reflected in bank’s credibility. Bank Victoria is awarded as the Winner of Best Banking Brand 2016 for Best Reputation, Best Digital, Best Service, and Best Performance Title, achieving the 2nd Rank in the Buku II Category (IDR10-25 Trillion Asset), and the 3rd Rank in the Corporate Social Responsibility Category of Buku II bank class.

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Komitmen Bank Victoria dalam penerapan good corporate governace (GCG) telah menghasilkan kinerja yang sangat memuaskan dan diakui oleh pihak eksternal.

Bank Victoria’s commitment in the GCG implementation has been delivering a very gratifying performance and acknowledged by external parties.

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Aset tumbuh sebesar 10,59% Penyaluran kredit tumbuh sebesar 6,64% Pendapatan bunga dan syariah tumbuh sebesar 7,30% NPL gross turun dari 4,48% menjadi 3,89% NPL netto turun dari 3,93% menjadi 2,37% Meraih penghargaan as the Winner of Best Banking Brand 2016 for Best Reputation, Best Digital, Best Service, and Best Performance Title dalam acara Indonesia Best Banking Brand yang diselenggarakan oleh Warta Ekonomi • Meraih Peringkat 2 Kategori Buku II (Aset Rp10 Triliun sampai dengan Rp25 Triliun) dalam acara Anugerah Perbankan Indonesia (APBI) – V – 2016 yang diselenggarakan oleh Majalah Economic Review bekerjasama dengan Perbanas Institute • Meraih Peringkat 3 Kategori Corporate Social Responsibility kelas Bank Buku II dalam acara Anugerah Perbankan Indonesia (APBI) – V – 2016 yang diselenggarakan oleh Majalah Economic Review bekerjasama dengan Perbanas Institute

Assets grows by 10.59% Lending value grows by 6.64% Interest and sharia income grows by 7.30% Gross NPL steps down from 4.48% to 3.89% Net NPL steps down from 3.93% to 2.37% Awarded as the Winner of Best Banking Brand 2016 for Best Reputation, Best Digital, Best Service, and Best Performance Title in the Indonesia Best Banking Brand event hosted by Warta Ekonomi • Awarded as The 2nd Rank in Buku II Category (IDR1025 Trillion Assets) in the event of Anugerah Perbankan Indonesia (APBI) – V – 2016 hosted by Economic Review Magazine in collaboration with Perbanas Institute • Awarded as The 3rd Rank in the Corporate Social Responsibility of Buku II Bank Class in the event of Anugerah Perbankan Indonesia (APBI) – V – 2016 hosted by Economic Review Magazine in collaboration with Perbanas Institute

CORPORATE GOVERNANCE FRAMEWORK BANK VICTORIA

CORPORATE GOVERNANCE FRAMEWORK OF BANK VICTORIA

Bank Victoria sangat menyadari bahwa penerapan corporate governance yang efektif merupakan hal yang sangat penting dalam industri perbankan pada khususnya dan perekonomian pada umumnya. Bank memiliki peran penting dalam sebuah perekonomian melalui perannya sebagai lembaga intermediary antara para pemilik dana dengan aktivitas-aktivitas usaha (perusahaan) yang merupakan faktor pendorong utama pertumbuhan ekonomi. Keamanan dan kesehatan bank merupakan faktor kunci untuk terciptanya stabilitas keuangan dalam sebuah negara. Dengan demikian, pengelolaan bank yang baik merupakan faktor kunci untuk terciptanya perekonomian yang kuat.

Bank Victoria is fully aware that the corporate gorvenance implementation is particularly of great importance in the banking industry, and in the economy in general. Bank has an important role in the economy through its role as an intermediary institution between the funds owner and business acitivities (company) which are the main driving force of economic growth. Bank’s security and health are the key factor to create financial stability in a country. Hence, a good management of a bank is the key factor to create a strong economy.

Tujuan utama penerapan corporate governance di Bank Victoria adalah memberikan jaminan dipenuhinya hak-hak para pemangku kepentingan (stakeholders) secara berkelanjutan. Di antara para pemangku kepentingan, hak para depositor merupakan hal utama untuk dipenuhi dan berikutnya adalah pemenuhan kepentingan pemegang saham dan pemangku kepentingan lainnya. kerangka implementasi corporate governance Bank Victoria bisa dilihat pada gambar berikut ini.

The main purpose of corporate governance implementation in Bank Victoria is to provide a guarantee for the continuous fulfillment of the stakeholder’s right. The depositor’s rights are the main concern to fulfill among the depositor’s right, followed by the shareholder’s interest and other stakeholders’ interest. The framework of Bank Victoria’s corporate governance implementation is as follows:

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Gambar Bank Victoria Corporate Governance Framework


Figure of Bank Victoria’s Corporate Governance Framework

Penetapan strategi dan sasaran Bank (Establishing Bank’s strategies and objectives)

Pemilihan dan pengawasan human capital yang efektif (Effective selection and supervision of human capital)

Menetapkan fungsi pengendalian yang efektif (Establishing an effective control function)

Memadukan budaya, kegiatan usaha dan perilaku dengan tujuan menjalankan kegiatan usaha yang aman dan sehat, dengan integritas dan patuh terhadap peraturan perundang-undangan (Integrating the culture, business activities, and behaviour in order to practice secure and healthy business activities, which are integrated and complying with the regulations)

Alokasi wewenang, tugas dan tanggung jawab organ Bank yang efektif (Effective allocation of the Bank’s organs authority, duties and responsibilities.) Pengelolaan Bank yang profesional (Professional bank management)

Melindungi kepentingan nasabah, memenuhi kepentingan pemegang saham, dan pemangku kepentingan lainnya (Protecting customers’ interest, fulfilling the interests of shareholders and stakeholders)

BANK SEBAGAI LEMBAGA KEPERCAYAAN

BANK AS A TRUSTWORTHY INSTITUTION

Bank yang merupakan perusahaan penggerak perekonomian akan banyak mendapatkan penilaian dan sorotan dari publik maupun dari Pemerintah. Penilaian dan sorotan tersebut akan sejalan dengan tingkat kepercayaan atas bank tersebut, oleh karenanya setiap bank akan berusaha untuk memberikan tingkat kepercayaan yang tinggi kepada setiap stakeholders. Untuk mendapatkan kepercayaan tersebut Bank harus memberikan kinerja yang baik yang tergambar dari Tingkat Kesehatan yang baik, memiliki Kecukupan Modal di atas ketentuan minimum dan Profil Risiko secara komposit Rendah dan kinerja keuangan yang kuat.

Bank as the driving force of economy will receive a lot of judgement and attention, either from public or Government. Those judgement and attention will be in accordance with the bank’s credibility, so that every bank will attempt to deliver a high credibility for all stakeholders. In order to gain that credibility, Bank needs to have a good performance which reflected in its good Rating and to have Capital Adequacy above the minimal requirement, a Low Risk Profile, as well as a strong financial performance.

Terkait hubungan dengan persaingan usaha, maka setiap bank harus menjaga nama baiknya dengan melakukan persaingan secara sehat dalam menetapkan harga (price) atau suku bunga dana dan kredit/pembiayaan dan mampu melaksanakan etika bisnis industri perbankan dengan baik. Selain itu, Bank juga harus mampu mengendalikan risiko reputasi yang dihadapi untuk tetap menjaga citra positif bagi Bank .

In relation with business competition, each bank should keep their reputation by practicing a fair competition in setting the price or interest of funding and financing. Besides, Bank should also be able to control reputation risk to maintain Bank’s positive image.

Dari sisi internal, sebagai lembaga kepercayaan, Bank harus mengelola setiap kegiatannya dengan profesional dan memegang teguh prinsip GCG. Hal tersebut dimulai dengan adanya Sumber Daya Manusia yang handal, profesional, berintegritas tinggi,

As a trustworthy institution, internally, Bank should manage its activities professionally and hold the GCG principles firmly. Those can be initiated with reliable, professional, integrity, and

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berakhlak dan moral yang baik. Setelah itu, penerapan GCG yang konsisten dan berlanjut disertai dengan inovasi yang tiada henti dari sisi produk dan pelayanan akan menjamin kepercayaan setiap pemangku kepentingan.

good moral Human Resources. The continuous and consistent implementation of GCG followed by never ending innovation, both of product and service, will ensure the trusthworthy of the stakeholders.

BANK MERUPAKAN PELAYAN PUBLIK

BANK AS PUBLIC SERVANT

Sebagai pelayan Publik, tentu saja setiap bank akan bersentuhan langsung dangan para nasabahnya. Oleh karena itu, Bank harus selalu menjaga kepuasan pelanggan (customer satisfaction) dengan memberikan pelayanan yang terbaik (servive excellent) yang timbul dari hati sehingga benar-benar bisa dirasakan oleh setiap nasabahnya. Selain itu, Bank harus memiliki fasilitas sarana dan prasarana yang baik, sistem perbankan yang memadai untuk menunjang kenyamanan transaksi setiap nasabah.

As public servant, every bank will surely interact directly with their customers. Therefore, Bank should maintain customer satisfaction by delivering service excellent born from the heart, so it can be felt by every customer. Besides, Bank should have great facility and infrastructure, as well as adequate banking system to support transaction convenience for every customer.

Perbankan yang merupakan objek pelayan publik juga akan mendapat pengawasan yang sangat ketat dari regulator dan juga dari nasabahnya sendiri. Hal ini berkaitan dengan fungsi utama bank sebagai intermediasi yang menghipun dan masyarakat dalam bentuk simpanan kemudian menyalurkannya kembali dalam bentuk kredit/pembiayaan. Fungsi tersebut jugalah yang menjadikan bank sebagai perangsang dan penggerak ekonomi di suatu daerah, melaksanakan pembangunan, dan sumber pendapatan daerah untuk peningkatan taraf hidup daerah tersebut. Bank juga sebagai agent of development di segala sektor usaha dan bisnis dengan menerapkan prinsip kehati-hatian (prudential banking).

Banking which is part of public services will also get a strict supervision from regulator as well as customer. This relates to bank’s main function as intermediary institution which collect deposit funds from the society and then distribute it in the form of credit/financing. It is also this intermediary function which generates bank as an economic stimulator and driving force in a region, development executive, and the source of funds to improve the living standard of the region. Bank also acts as an agent of development in every business sector by applying prudential banking.

MANFAAT IMPLEMENTASI GCG BAGI BANK VICTORIA

BENEFITS OF GCG IMPLEMENTATION FOR BANK VICTORIA

Untuk meningkatkan kinerja Bank, Bank Victoria selalu berupaya patuh terhadap peraturan perundang-undangan yang berlaku serta nilai-nilai etika yang berlaku umum pada industri Perbankan, maka dalam melaksanakan kegiatan operasional berpedoman pada prinsip-prinsip Tata Kelola Perusahaan sebagaimana diatur dalam Peraturan Otoritas Jasa Keuangan No. 55 /POJK.03/2016 tentang Penerapan Tata Kelola Bagi Bank Umum dan Surat Edaran Otoritas Jasa Keuangan No.15/15/ DPNP tanggal 29 April 2013 perihal Pelaksanaan Good Corporate Governance Bagi Bank Umum.

In order to improve its performance, Bank Victoria always tries to comply with the prevailing regulations as well as ethic value generally accepted in banking industry, that operational activities are conducted based on Good Corporate Governance principles as set out in the Regulations of Financial Services Authority No. 55/POJK.03/2016 on Corporate Governance Implementation for Commercial Bank and Circular Letter of Financial Services Authority No. 15/15/DPNP, dated 29th of April, 2013, on Good Corporate Governance Implementation for Commercial Bank.

Penerapan prinsip-prinsip Tata Kelola Perusahaan merupakan unsur penting di dalam industri perbankan dan menjadi suatu kebutuhan bagi bank mengingat tantangan dan risiko yang dihadapi semakin meningkat dan komplek. Implementasi Tata Kelola sebagai sebuah sistem yang dilakukan melalui proses internal yang melibatkan seluruh tingkatan dan jenjang organisasi terutama bagi Dewan Komisaris dan Direksi yang mempunyai peranan sangat penting dalam pelaksanaan Tata Kelola dilingkungan Bank Victoria.

The implementation of Good Corporate Governance principles is an important factor in banking industry which turns out to be bank’s necessity considering the increasingly complex challenges and risks. Corporate Governance implementation is a system conducted through an internal process involving the whole level of organization, particulary for Board of Directors and Commissioners whose roles are very important in Bank Victoria’s Corporate Governance implementation.

Pelaksanaan Tata Kelola Perusahaan yang baik merupakan kunci utama perusahaan dalam mencapai Visi dan Misi yang ditetapkan melalui lima prinsip utama yaitu transparansi (transparency)/ keterbukaan dalam mengemukakan informasi yang material dan relevan serta keterbukaan dalam proses pengambilan keputusan, akuntabilitas (accountability) kejelasan fungsi dan pelaksanaan pertanggungjawaban organ Bank sehingga pengelolaannya berjalan secara efektif, pertanggungjawaban (responsibility) kesesuaian pengelolaan Bank dengan peraturan perundangundangan yang berlaku, prinsip-prinsip pengelolaan Bank yang

A proper implementation of Corporate Governance is the key factor of a company in order to achieve the Vision and Mission defined through five main keys. Those keys are transparency/ openness in proposing material and relevant information as well as openness in decision making process, accountability of function explication and responsibility performance of Bank’s organ so that the management runs effectively, responsibility of Bank’s management concordance with prevailing regulations, independency of Bank’s management principles through a professional management which is free from the influence and


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indepeden (indepedency) dengan pengelolaan Bank secara profesional tanpa pengaruh atau tekanan dari pihak manapun dan kewajaran, keadilan dan kesetaraan (fairness) dalam memenuhi hak-hak stakeholders yang timbul berdasarkan perjanjian dan peraturan perundang-undangan yang berlaku.

pressure of any party, fairness in fulfilling stakeholder’s right arising under the agreement and prevailing regulations.

Kelima prinsip ini terlihat dalam pelaksanaan kegiatan operasional sehari-hari, yang dalam penerapannya selalu dikaitkan dengan strategi perusahaan, pengelolaan produk layanan, pengelolaan sumber daya manusia, pengelolaan risiko dan pengendalian internal. Penerapan kelima prinsip Tata Kelola Perusahaan pada Bank Victoria sangat penting dilakukan dalam upaya untuk meningkatkan kepercayaan publik, meningkatkan kinerja, dan memaksimalkan nilai tambah bagi shareholders (maximizing shareholder value) dan stakeholders lainnya, serta menjamin terwujudnya sistem perbankan yang sehat. Hal ini bertujuan untuk mempertahankan kelangsungan usaha Bank yang sangat tergantung pada kepercayaan masyarakat yang harus tercermin pada kinerja dan pengelolaan Bank yang profesional serta kemampuan bank mengelola risiko.

These five principles are reflected in the daily operational activities, in which the implementation is related to company’s strategies, service product management, human resources management, risk management, and internal control. The implementation of five Corporate Governance principles in Bank Victoria is essential in its effort to improve public trust and performance, to maximize shareholder and other stakeholders’ value, and to ensure the realization of healthy banking system. The aim is to keep the continuity of Bank’s business which depends to a great extent on the society’s trust, reflected in the Bank’s performance, professional management, and ability in handling the risks.

Dengan demikian maka penerapan regulasi serta prinsip good corporate governance pada industri perbankan merupakan persyaratan utama dalam rangka untuk melindungi kepentingan semua pihak (stakeholders).

Accordingly, the implementation of regulations and good corporate governance principles in banking industry are of the main requirements in order to protect the interests of any parties (stakeholders).

DASAR PENERAPAN GCG

BASIS GCG IMPLEMENTATION

Memperhatikan kondisi pengalaman perbankan masa lalu, sudah menjadi keharusan bagi Bank untuk menerapkan GCG sebagaimana yang tertuang dalam beberapa ketentuan yang berlaku, yakni: 1. Undang-undang Republik Indonesia No.10 tahun 1998 tentang perubahan atas Undang-undang No 7 tahun 1992 tentang Perbankan. 2. Undang-undang Republik Indonesia No. 40 tahun 2007 tentang Perseroan Terbatas. 3. Peraturan Otoritas Jasa Keuangan No.55/POJK.03/2016 tentang penerapan Tata Kelola Bagi Bank Umum.

Considering the condition of banking’s past experiences, either General Conventional Bank or General Sharia Bank has to implement GCG as defined in some prevailing regulations, i.e.:

4. Surat Edaran Otoritas Jasa Keuangan Nomor. 13/ SEOJK.03/15 tentang Penerapan Tata Kelola Bagi Bank Umum. 5. Surat Edaran Otoritas Jasa Keuangan No. 32/SEOJK.04/2015 tentang Tata Kelola Perusahaan Terbuka. 6. Peraturan Otoritas Jasa Keuangan No.17/POJK.03/2014 tentang Penerapan Manajemen Risiko Terintegrasi Bagi Konglomerasi Keuangan. 7. Peraturan Otoritas Jasa Keuangan No.18/POJK.03/2014 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan. 8. Peraturan Otoritas Jasa Keuangan No.8/POJK.04/2015 tentang Situs Web Emiten atau Perusahaan Publik. 9. Peraturan Otoritas Jasa Keuangan No.31/POJK.04/2015 tentang Keterbukaan atas Informasi atau Fakta Material oleh Emiten atau Perusahaan Publik. 10. Peraturan Otoritas Jasa Keuangan No.29/POJK.04/2016 tentang Laporan Tahunan Emiten atau Perusahaan Publik. 11. Peraturan Otoritas Jasa Keuangan No.32/POJK.03/2016 tentang Perubahan atas Peraturan Otoritas Jasa Keuangan No. 6/POJK.03/2015 tentang Transparansi dan Publikasi Laporan Bank.

1. Act of the Republic of Indonesia No.10 year 1998 on the amendment of Act No. 7 year 1992 on Banking. 2. Act of the Republic of Indonesia No. 40 year 2007 on Limited Company. 3. Regulation of Financial Services Authority No.55/ POJK.03/2016 on Corporate Governance Implementation for Commercial Bank. 4. Circular Letter of Financial Services Authority No.3/ SEOJK.03/15 on Corporate Governance Implementation for Commercial Bank. 5. Circular Letter of Financial Services Authority No.32/ SEOJK.04/2015 on Corporate Governance of Public Company. 6. Regulation of Financial Services Authority No.17/ POJK.03/2014 on Integrated Risk Management Implementation for Financial Conglomerate. 7. Regulation of Financial Services Authority No.18/ POJK.03/2014 on Integrated Corporate Governance Implementation for Financial Conglomerate. 8. Regulation of Financial Services Authority No.8/ POJK.04/2015 on Websites of the Issuer or Public Company. 9. Regulation of Financial Services Authority No.31/ POJK.04/2016 on Transparency of Information or Material Facts by Issuer or Public Company. 10. Regulation of Financial Services Authority No.29/ POJK.04/2016 on Annual Report of the Issuer or Public Company. 11. Regulation of Financial Services Authority No.32/ POJK.03/2016 on the Amendment of Regulation of Financial Services Authority No. 6/POJK.03/2015 on Transparency and Publication of Bank’s Report.

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Selain ketentuan yang diharuskan dari berbagai aturan perundang-undangan di atas, Bank juga mendasarkan pada pedoman-pedoman implementasi GCG sebagai berikut. 1. Prinsip-prinsip Corporate Governance yang dikembangkan oleh Organization for Economic Cooperation and Development (OECD); 2. ASEAN Corporate Governance Scorecard; 3. Pedoman GCG Indonesia yang dikembangkan oleh Komite Nasional Kebijakan Governance (KNKG); 4. Pedoman GCG Perbankan Indonesia yang dikembangkan oleh Komite Nasional Kebijakan Governance (KNKG); 5. Principles for Enhancing Corporate Governance yang diterbitkan oleh Basel Committee on Banking Supervision. Internalisasi dari berbagai peraturan perundang-undangan dan pedoman di atas ke dalam kebijakan internal Bank merupakan komitmen dari Dewan Komisaris dan Direksi dan seluruh karyawan. Komitmen Bank terhadap penerapan GCG ditunjukkan dalam gambar di bawah ini.


In addition to requirement of several regulations above, Bank is also conducting GCG implementation based on the guidelines below. 1. Corporate Governance principles developed by the Organization for Economic Cooperation and Development (OECD); 2. ASEAN Corporate Governance Scorecard; 3. The guideline of Indonesian GCG developed by the National Committee of Governance Policy (Komite Nasional Kebijakan Governance, KNKG); 4. The GCG Guideline of Indonesian Bank developed by National Committee of Governance Policy (Komite Nasional Kebijakan Governance, KNKG). 5. Principles for Enhancing Corporate Governance published by Basel Committee on Banking Supervision. The internalization of different acts and guidelines above into Bank’s internal policy is the commitment of the Board of Commissioner and Director, and the whole employee. The Bank’s commitment of GCG implementation is as follows.

GOOD CORPORATE SUSTAINABILITY PROSES GCG / GCG Process • Komitmen terhadap penerapan tata kelola perusahaan yang baik secara berkelanjutan/ Commitment for sutainable good corporate governance implementation • Pemegang Saham dan RUPS/Pemilik Modal/Shareholders and GMS/ Capital Owners • Dewan Komisaris/Board of Commissioner • Direksi/Board of Directors • Pengungkapan informasi dan transparansi/ The Disclousure Information and Transparancy

Regulasi Regulation

praktek terbaik Best Practice

infrastruktur Infrastructure

organ utama Main Organ

ORGAN PENDUKUNG Support Organ

STRUKTUR GCG GCG Structure • RUPS / General Meeting of Shareholders • Dewan Komisaris / Board of Commisioners • Direksi / Board of Directors • Organ Pendukung / Supporting Organs

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ORGAN PENDUKUNG DEWAN KOMISARIS Sekretaris Dewan Komisaris, Komite Audit, Komite Nominasi dan Remunerasi, Komite Pemantau Risiko, dan Komite Tata Kelola Terintegerasi Board of Commissioner Supporting Organ Secretary of the Board of Commissioners, Audit Committee, Nomination and Remuneration Committee, Risk Monitoring Committee, Integrated Governance Committee ORGAN PENDUKUNG DIREKSI Sekretaris Perusahaan, Komite Manajemen Risiko/Terintegrasi, Komite Kebijakan Perkreditan, Komite Kredit, Asset and Liability Management Committe (ALCO), Komite Teknologi Informasi, Komite Product, Komite Personalia, Komite Pengadaan Barang dan Jasa, Komite Pemantau Penerapan Good Corporate Governance, dan Komite Investasi The Board of Directors Supporting Organ Corporate Secretary, Integrated/Risk Management Committee, Credit Policy Committee, Credit Committee, Information Technology Committee, Product Committee, HR Committee, Goods and Service Procurement Committee, Good Corporate Governance Implementation Monitoring Committee

PRINSIP GCG / GCG Principle Transparansi | Akuntabilitas | Responsibilitas | Independensi | Fairness Transparency | Accountability | Responsibility | Independency | Fairness

KOMITMEN GCG / GCG COmmitment Visi Vision

Misi Mission

Nilai Budaya Perusahaan Corporate Culture Value

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Komitmen Bank dalam menerapkan GCG terlihat dari visi, misi dan nilai-nilai budaya Bank. Visi Bank Victoria untuk menjadi bank pilihan nasabah yang terpercaya, sehat dan efisien diwujudkan dalam misinya dan didasarkan pada nilainilai budaya Bank. Dalam mewujudkan visi dan menjalankan misinya, Bank senantiasa berpegang pada asas-asas GCG yaitu Transparansi, Akuntabilitas, Responsibilitas, Independensi dan Fairness.

Bank’s commitment in applying GCG is reflected in its vision, mission, and cultural value. Bank Victoria’s vision to be customers’ choice which is trusted, healthy, and efficient, is translated in its mission and based on Bank’s cultural value. In realizing its vision and performing its mission, Bank consistently stick to GCG principles, i.e. Transparency, Accountability, Responsibility, Independency, and Fairness.

Berdasarkan asas-asas GCG, Bank mengembangkan struktur GCG yang meliputi GCG infrastructure dan GCG softstructure guna menjalankan mekanisme GCG sesuai peraturan perundangundangan serta best practices yang ada. Dengan mendasarkan kegiatan usahanya berdasarkan prinsip-prinsip GCG, diharapkan akan tercipta kesinambungan usaha dalam jangka panjang.

Based on GCG principles, Bank develops GCG structure which consists of GCG infrastructure and GCG softstructure in order to implement GCG mechanism based on prevailing regulation and best practices. By addressing GCG principles in its business activities, Bank can expect the continuity of its business in a long run.

PENINGKATAN KUALITAS GCG SECARA BERKELANJUTAN

CONTINUOUS QUALITY IMPROVEMENT OF GCG

Pada prinsipnya pelaksanaan penerapan GCG di Bank Victoria berjalan dengan baik dan dilaksanakan oleh Dewan Komisaris, Direksi, dan seluruh karyawan pada setiap kegiatan dengan tujuan untuk melindungi kepentingan Bank, shareholders dan stakeholders. Bank senantiasa melakukan evaluasi penerapan GCG secara berkelanjutan, sehingga penerapan GCG akan selalu mengalami peningkatan.

The implementation of GCG in Bank Victoria, basically, is running well and conducted by Board of Comissioner, Directors, and all employees in every activity in order to protect the interests of Bank, shareholder, stakeholder. Bank consistently performs continuous evaluation, so that there is always be an improvement in GCG implementation.

Mekanisme pelaksanaan implementasi GCG digambarkan dalam siklus implementasi berikut.

The mechanism of GCG implementation is depicted in the implementation cycle below.

Standar Kualitas Implementasi GCG (Quality Standards of GCG Implementation)

Peningkatan Kualitas Implementasi GCG dan Benchmarking (Quality of GCG Implementation and Benchmarking Improvement)

Penilaian GCG GCG Assessment

PENETAPAN KUALITAS

Implementasi GCG (GCG Implementation)

Monitoring Implementasi GCG (Monitoring of GCG Implementation)

STANDAR GCG

ESTABLISHING QUALITY STANDARD OF GCG IMPLEMENTATION

Dalam rangka mewujudkan Visi dan menjalankan Misinya, Bank membutuhkan suatu standar implementasi GCG yang dapat dijadikan sebagai acuan dasar. Acuan dasar tersebut meliputi kriteria yang akan dicapai dari berbagai aspek yang terkait dengan implementasi GCG. Selain itu, penetapan standar implementasi juga bertujuan agar Bank mampu meningkatkan kualitas implementasi GCG. Standar tersebut dirumuskan berdasarkan peraturan terkait, masukan dari stakeholders, hasil assessment dan benchmarking.

In order to bring about its Vision and execute its Mission, Bank requires a standard of GCG implementation to be the baseline. This baseline consists of criterias to achieve from various aspects related to GCG implementation. Besides, establishment of implementation standard also aims to improve the quality of GCG implementation. This standard is drawn up based on related regulations, stakeholders’ input, assessment and benchmarking result.

IMPLEMENTASI

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Lingkup standar implementasi GCG Bank Victoria mengacu pada Peraturan Otoritas Jasa Keuangan No.55/POJK.03/2016 tentang penerapan Tata Kelola Bagi Bank Umum, Surat Edaran Otoritas Jasa Keuangan No. 32/SEOJK.04/2015 tentang Tata Kelola Perusahaan Terbuka.

The scope of Bank Victoria’s GCG implementation standards refers to the Regulation of Financial Services Authority No. 55/ POJK.03/2016 on implementation of Corporate Governance for Commercial Bank, Circular Letter of Financial Services Authority No. 32/SEOJK.04/2015 on Corporate Governance of Public Company.

Standar penilaian pelaksanaan GCG meliputi 11 (sebelas) aspek yaitu: 1. Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris;

Assessment Standard of GCG Implementation consists of 11 (eleven) aspects, i.e.: 1. Performance of Task and Responsibility of Board of Comissioner; 2. Performance of Directors’ Task and Responsibility; 3. Completeness and Performance of Committee’s Task; 4. Conflict of Interest Handling; 5. Implementation of Compliance Function; 6. Implementation of Internal Audit Function; 7. Implementation of External Audit Function; 8. Implementation of Risk Management, including Internal Control System; 9. Provision of Funds for Related Party and Large Exposure;

2. 3. 4. 5. 6. 7. 8.

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 Internal; 9. Penyediaan Dana Kepada Pihak Terkait (Related Party) dan Penyediaan Dana Besar (Large Exposure); 10. Transparansi Kondisi Keuangan dan Non Keuangan Bank, Laporan pelaksanaan GCG dan Pelaporan Internal; 11. Rencana Strategis Bank.

10. Transparency of Bank’s Financial and Non-financial Reports, GCG Implementation Report, and Internal Reports; 11. Bank’s Strategic Plans.

Bank Victoria juga menggunakan dasar Pedoman Tata Kelola Perusahaan yang dikeluarkan oleh Otoritas Jasa Keuangan di tahun 2015 yang tertuang dalam Surat Edaran Otoritas Jasa Keuangan No.32/SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan Terbuka sebagai standar penerapan GCG, yaitu meliputi 5 (lima) aspek yang diturunkan ke dalam 8 (delapan) prinsip dan 25 (dua puluh lima) rekomendasi. Aspek-aspek dan prisip-prinsip tersebut adalah sebagai berikut:

Bank Victoria is also affirming the Guideline of Good Corporate Governance issued by Financial Services Authority in 2015, included in Circular Letter of Financial Services Authority No.32/SEOJK.04/2015 on the Guideline of Corporate Governance of Public Company, which consists of 5 (five) aspects derived into 8 (eight) principles and 25 (twenty five) recommendations. Those aspects and principles are as follows:

Aspek 1. Hubungan Perusahaan Terbuka dengan Pemegang Saham dalam Menjamin Hak-hak Pemegang Saham.

Aspect 1. The relationship between Public Company and Shareholders in Guaranteeing the Shareholders’ Right.

Yang meliputi prinsip-prinsip sebagai berikut: 1. Meningkatkan Nilai Penyelenggaraan Rapat Umum Pemegang Saham (RUPS). 2. Meningkatkan Kualitas Komunikasi Perusahaan Terbuka dengan Pemegang Saham atau Investor.

It consists of below principles: 1. Improving the Value of General Meeting of Shareholders.

Aspek 2. Fungsi dan Peran Dewan Komisaris

Aspect 2. Functions and Roles of Board of Commissioners

Yang meliputi prinsip-prinsip sebagai berikut: 1. Memperkuat Keanggotaan dan Komposisi Dewan Komisaris 2. Meningkatkan kualitas Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris.

It consists of below principles: 1. Strenghening Membership and Composition of Board of Comissioners 2. Improving Performance Quality of Task and Responsibility of Board of Comissioners.

Aspek 3. Fungsi dan Peran Direksi

Aspect 3. Functions and Roles of Directors

Yang meliputi prinsip-prinsip sebagai berikut: 1. Memperkuat Keanggotaan dan Komposisi Direksi. 2. Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Direksi.

It consists of below principles: 1. Strengthening Membership and Composition of Directors. 2. Improving Performance Quality of Task and Responsibility of Directors.

2. Improving Communication Quality between Public Company and Shareholders or Investors.

262



Aspek 4. Partisipasi Pemangku Kepentingan

Aspect 4. Participation of Stakeholders

Yang meliputi prinsip : Meningkatkan Aspek Tata Kelola Perusahaan melalui Partisipasi Pemangku Kepentingan.

It consists of: Improving Corporate Governance Aspects through the Participation of the Stakeholders.

Aspek 5. Keterbukaan Informasi

Aspect 5. Information Transparency

Yang meliputi prinsip: Meningkatkan Pelaksanaan Keterbukaan Informasi

It consists of: Improving the Implementation of Information Transparency

PELAKSANAAN DAN IMPLEMENTASI GCG

PEMONITORAN

PERFORMANCE AND MONITORING OF GCG IMPLEMENTATION

Pembentukan dan penguatan atas Organ GCG maupun infrastruktur GCG sangat diperlukan dalam proses pelaksanaan dan pemonitoran implementasi GCG. Organ GCG terkait dengan bagaimana aktivitas organisasi dibagi, diorganisir dan dikoordinasikan. Melalui pembentukan dan penguatan tersebut, maka peran dan fungsi masing-masing organ akan menjadi jelas dan tegas.Sedangkan infrastruktur GCG adalah seperangkat aturan dan kebijakan yang dimiliki Bank Victoria dalam menjalankan aktivitas Bank. Untuk menjamin bahwa standar yang telah ditetapkan dilaksanakan, dipenuhi, dievaluasi, dan ditingkatkan maka diperlukan monitoring dan evaluasi pelaksanaan.

Formation and reinforcement either of GCG Organ or GCG infrastructure are urgently needed in the process of performance and monitoring of GCG implementation. GCG organ is related with how the organization is divided, organized, and coordinated. Through that formation and reinforcement, the roles and functions of each organ will be clear and rigid. Meanwhile, GCG infrastructure is a set of rules and policies owned by Bank Victoria in carrying out Bank’s activities. To ensure that the defined standard has been implemented, fulfilled, evaluated, and improved, Bank requires monitoring and evaluation of the implementation.

Fungsi monitoring dari pelaksanaan implementasi GCG dilakukan oleh Komite Pemantau GCG melalui penetapan tugas dan tanggung jawab yang telah disusun sebagai berikut: • Memantau dan menganalisa setiap kebijakan terbaru maupun best practice terkait penerapan GCG; • Melakukan pengkinian/penyempurnaan kebijakan internal (existing) terhadap setiap perubahan kebijakan GCG; • Memantau secara berkala atas rencana dan realisasi/ pecapaian bisnis Bank melalui rapat-rapat Komite;

Monitoring function of GCG implementation is performed by GCG Monitoring Committee through the establishment of roles and responsibility which have been defined as follows: • Monitoring and analysing any current policies or best practices related with GCG implementation; • Upgrading/improving existing internal policy against the amendment of GCG policies; • Periodically monitoring the plans and realization/ achievement of Bank’s business through Committee’s meetings; • Determining aspects and Person In Charge in GCG formation according to respective fields which reflected in GCG aspects; • Coordinating the formation of GCG implementation reports; • Formating Bank’s GCG implementation reports and conducting self assessment according to the prevailing regulations.

• Menentukan aspek dan Person In Charge dalam penyusunan GCG sesuai dengan bidang yang tercermin dari aspek-aspek GCG; • Mengkoordinir penyusunan laporan pelaksanaan GCG; • Menyusun pelaporan pelaksanaan GCG Bank dan melakukan self assessment sesuai ketentuan yang berlaku.

ASSESSMENT GCG

GCG ASSESSMENT

Self assessment merupakan upaya sistematik untuk menghimpun dan mengolah data (fakta dan informasi) yang handal dan sahih sehingga dapat disimpulkan kenyataan yang dapat digunakan sebagai landasan tindakan manajemen agar pelaksanaan GCG dapat dilakukan secara efektif. Self assessment menjadi bagian dari mekanisme check and balances. Dengan evaluasi maka capaian kegiatan dapat diketahui dengan pasti dan tindakan lebih lanjut untuk memperbaiki kinerja suatu kegiatan dapat ditetapkan.

Self assessment is a systematic way to collect and process reliable and valid data (facts and information) to conclude a fact that can be drawn to be used as the basis of Management actions, so that GCG implementation can run effectively. Self assessment is part of check and balances mechanism. Through evaluation, the achievement of an action can be acknowledged accurately and further action to improve the performance of an action can be defined.

Berdasarkan Peraturan Otoritas Jasa Keuangan No. 55/ POJK.03/2016 tentang penerapan Tata Kelola Bagi Bank Umum, Peraturan Otoritas Jasa Keuangan No. 21/POJK.04/2015 tentang Penerapan Pedoman Tata Kelola Perusahaan Terbuka, Surat Edaran Otoritas Jasa Keuangan No. 32/SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan Terbuka serta

According to the Regulation of Financial Services Authority No. 55/POJK.03/2016 on the implementation of Corporate Governance for Commercial Bank, Regulation of Financial Services Authority No. 21/POJK.04/2015 on the Guideline Implementation of Corporate Governance of Public Company, Circular Letter of Financial Services Authority No. 32/

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Peraturan Bank Indonesia No. 13/1/PBI/2011 tentang penilaian Tingkat Kesehatan Bank tentang Pelaksanaan GCG bagi Bank Umum serta Peraturan Bank Indonesia tentang penilaian Tingkat Kesehatan Bank, salah satu penilaian poin penilaian tingkat kesehatan Bank adalah penilaian sendiri (self assessment) atas pelaksanaan prinsip–prinsip Tata Kelola Perusahaan yang Baik (GCG) pada bank. Pelaksanaan self assessment tersebut dilakukan secara periodik setiap semester yaitu pada bulan Juni dan Desember pada tahun berjalan.

SEOJK.04/2015 on the Guideline of Corporate Governance of Public Company, and Regulation of Bank of Indonesia No.13/1/ PBI/2011 on the Assessment of Bank’s Health Rating, one of health rating assessment points is self assessment upon the implementation of Good Corporate Governance (GCG) principles in the bank. That Self Assessment is conducted periodically every semester, that is on Juni and December of current year.

Self assessment meliputi 11 (sebelas) faktor penilaian pelaksanaan GCG yang meliputi: 1. Pelaksanaan tugas dan tanggung jawab Dewan Komisaris

Self assessment consists of 11 (eleven) GCG implementation factors: 1. The implementation of task and responsibility of Board of Commissioner 2. The implementation of task and responsibility of Directors 3. The completeness and performance of Committee’s task 4. Conflict of interest handling 5. The implementation of compliance function 6. The implementation of internal audit function 7. The implementation of external audit function 8. The implementation of risk management, including internal control system 9. The provision of funds for related party and large exposure

2. 3. 4. 5. 6. 7. 8.

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 internal 9. Penyediaan dana kepada pihak terkait (related party) dan penyediaan dana besar (large exposure) 10. Transparansi kondisi keuangan dan non keuangan Bank, laporan pelaksanaan Good Corporate Governance dan pelaporan internal 11. Rencana Strategis Bank

10. The transparency of Bank’s financial and non-financial reports, Good Corporate Governance implementation report, and internal reports 11. Bank’s Strategic Plans

Dengan menggunakan mekanisme self assessment di atas, hasil GCG Self Assessment selama 5 (lima) tahun terakhir dapat dilihat melalui tabel di bawah ini.

By employing the above self assessment mechanism, the result GCG Self Assessment for the last 5 (five) years can be observed from the table below.

Tabel Hasil Self Assessment Table of Self Assessment Result

Aspek

Nilai / Mark

Aspects

2016

2015

2014

2013

2012

Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris

1

1

1

1

1

The implementation of task and responsibility of Board of Commissioner

Pelaksanaan Tugas dan Tanggung Jawab Direksi

2

2

1

1

1

The implementation of task and responsibility of Directors

Kelengkapan dan Pelaksanaan Tugas Komite

2

2

2

2

2

The completeness and performance of Committee’s task

Penanganan Benturan Kepentingan

2

1

1

1

2

Conflict of interest handling

Penerapan Fungsi Kepatuhan

2

1

1

1

1

The implementation of compliance function

Penerapan Fungsi Audit Internal

2

2

1

2

2

The implementation of internal audit function

Penerapan Fungsi Audit Eksternal

2

1

1

2

1

The implementation of external audit function

Penerapan Manajemen Risiko termasuk Sistem Pengendalian Internal

2

2

1

1

2

The implementation of risk management, including internal control system

Penyediaan Dana Kepada Pihak Terkait (Related Party) dan Penyediaan Dana Besar (Large Exposure)

2

2

1

2

2

The provision of funds for related party and large exposure

Transparansi Kondisi Keuangan dan Non keuangan Bank, Laporan pelaksanaan GCG dan Pelaporan Internal

1

1

1

1

1

The transparency of Bank’s financial and nonfinancial reports, Good Corporate Governance implementation report, and internal reports

Rencana Strategis Bank

2

2

2

1

1

Bank’s Strategic Plans Score of Bank Victoria’s GCG Self Assessment

Skor Self Assessment GCG Bank Victoria KATEGORI Skor Self Assessment GCG Bank Victoria Syariah KATEGORI

2

2

2

2

2

Baik

Baik

Baik

Baik

Baik

CATEGORY

2

2,28

1,93

1,66

2,07

Score of Bank Victoria Syariah’s GCG Self Assessment

Baik

Baik

Baik

Baik

Baik

CATEGORY


264


TINDAK LANJUT ASSESSMENT GCG

FOLLOW UP ON THE GCG ASSESSMENT

Dalam rangka evaluasi penerapan GCG, Bank melaksanakan assessment GCG yang dilaksanakan secara periodik dan konsisten setiap tahun. Hasil self assessment menunjukkan penerapan Good Corporate Governance di Bank secara umum baik. Namun, Bank tetap berupaya untuk meningkatkan implementasi Good Corporate Governance dengan menindaklanjuti hasil self assessment sesuai peraturan dan best practice. Hasil dari assessment digunakan sebagai pertimbangan di dalam melakukan peningkatan kualitas implementasi GCG.

In evaluating the implementation of GCG, the Bank performs periodic assessment on GCG assessment consistently every year. The result of the self assessment shows that the implementation of Good Corporate Governance in the Bank is generally good. However, the Bank keeps working to improve the implementation of Good Corporate Governance by following up results of the self assessment according to the rules and best practices. Results of the assessment are used as a consideration in improving the quality of GCG implementation.

PENINGKATAN KUALITAS DAN BENCHMARKING

QUALITY IMPROVEMENT AND BENCHMARKING

Hasil dari assessment serta ditambah dengan masukan dari seluruh stakeholders digunakan sebagai pertimbangan di dalam melakukan peningkatan kualitas implementasi GCG. Ada dua macam peningkatan kualitas yaitu peningkatan kualitas untuk mencapai standar kualitas yang ditetapkan dan peningkatan kualitas dalam konteks peningkatan standar kualitas yang telah dicapai melalui benchmarking.

The assessment results along with the input from all stakeholders may be utilised as considerations in upgrading the quality of GCG implementation. There are two kinds of quality improvements: improvement in quality to achieve the defined quality standards and quality improvement within the context of improving the quality standards that have been achieved through benchmarking.

Bank melakukan peningkatan kualitas implementasi GCG dengan menindaklanjuti hasil self assessment, temuan audit dan rekomendasi auditor internal, auditor eksternal serta hasil pengawasan regulator (BI/OJK). Adapun bentuk tindak lanjut tersebut dilakukan melalui rapat pembahasan antara Direksi, Divisi Kepatuhan dan Divisi serta Komite terkait yang dilaksanakan secara rutin setiap bulannya.

The Bank improves the quality of the GCG implementation by follow up the results of self-assessment, audit findings and recommendations from internal auditors, external auditors and the examination results of the regulator supervision (BI/FSA). The follow up is done through a discussion meeting between the Board of Directors, Division of and other relevant Divisions as well as Committees that held regularly every month.

Selanjutnya akan segera dilakukan tindakan koreksi yang dituangkan dalam program kerja. Pelaksanaan program kerja senantiasa dipantau kesesuaiannya sehingga akan meningkatkan kualitas implementasi GCG. Disamping itu, Bank juga melakukan benchmarking dalam rangka peningkatan kualitas GCG dengan mengikuti perkembangkan best practices yang ada.

Further corrective actions will be carried out in the work program. The implementation of the work program constantly monitored to improve the quality of the GCG implementation. In addition, the Bank also conducts benchmarking in order to improve the quality of GCG by following existed best practices development.

PELAKSANAAN PENERAPAN ASPEK DAN PRINSIP TATA KELOLA PERUSAHAAN SESUAI KETENTUAN OTORITAS JASA KEUANGAN

IMPLEMENTATION OF CORPORATE GOVERNANCE PRINCIPLES ASPECT UNDER THE TERMS OF AUTHORITY OF FINANCIAL SERVICES

Berdasarkan Surat Edaran Otoritas Jasa Keuangan No.32/ SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan Terbuka sebagai standar penerapan GCG yang mencakup 5 aspek, 8 prinsip dan 25 rekomendasi penerapan aspek dan prinsip tata kelola perusahaan yang baik. Rekomendasi penerapan aspek dan prinsip tata kelola perusahaan yang baik dalam Pedoman Tata Kelola adalah standar penerapan aspek dan prinsip tata kelola perusahaan yang baik yang harus diterapkan Bank Victoria untuk mengimplementasikan prinsip tata kelola. Adapun uraian penerapannya, dapat disampaikan, sebagai berikut.

Based on the Circular Letter of the Financial Services Authority No.32/SEOJK.04/2015 on Public Company Corporate Governance Guidelines as GCG implementation standards covering 5 aspects, 8 principles and 25 recommendations on applying aspects and principles of good corporate governance. Recommendations on the application of good corporate governance aspects and principles in the Governance Manual are the standards for implementing good corporate governance aspects and principles that Bank Victoria has to implement the governance principles. The description of the applicant, can be submitted, as follows.

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2016 Annual Report


Tabel Pelaksanaan Penerapan Aspek dan Prinsip Tata Kelola Sesuai Ketentuan OJK Table of Implementation of Aspects and Principles of Governance Based on OJK Provisions No I

Prinsip Principle

Rekomendasi Recommendation

Keterangan Rekomendasi OJK OJK Recommendation Information

Penjelasan Penerapan di Bank Victoria Implementation Decription at Bank victoria

Aspek 1: Hubungan Perusahaan Terbuka dengan Pemegang Saham Dalam Menjamin Hak-Hak Pemegang Saham; Aspect 1: Public Company Relationships with Shareholders in Ensuring Shareholder Rights; Prinsip 1 Meningkatkan Nilai Penyelenggaraan RUPS.

1.

Principle 1 Increasing the Value of the Extraordinary General Meeting of Shareholders 1.

Perusahaan Terbuka memiliki cara atau prosedur teknis pengumpulan suara (voting) baik secara terbuka maupun tertutup yang mengedepankan independensi, dan kepentingan pemegang saham.

-

-

The Public Company has a technical or voting method of voting openly or closedly, which prioritizes the independence and interests of shareholders.

-

-

2.

Seluruh anggota Direksi dan anggota Dewan Komisaris Perusahaan Terbuka hadir dalam RUPS Tahunan.

2.

All members of the Board of Directors and members of the Board of Commissioners of the Public Company are present at the Annual GMS.

3.

Ringkasan risalah RUPS tersedia dalam Situs Web Perusahaan Terbuka paling sedikit selama 1 (satu) tahun.

3.

Summmary of the GMS should be available on the Public Company Website at minimum length of 1 (one) year.

Setiap saham dengan hak suara yang dikeluarkan mempunyai satu hak suara (one share one vote). Pemegang saham dapat menggunakan hak suaranya pada saat pengambilan keputusan, terutama dalam pengambilan keputusan dengan cara pengumpulan suara (voting). Namun demikian, mekanisme pengambilan keputusan dengan cara pengumpulan suara (voting) baik secara terbuka maupun tertutup belum diatur secara rinci. Perusahaan Terbuka direkomendasikan mempunyai prosedur pengambilan suara dalam pengambilan keputusan atas suatu mata acara RUPS. Adapun prosedur pengambilan suara (voting) tersebut harus menjaga independensi ataupun kebebasan pemegang saham. Sebagai contoh, dalam pengumpulan suara (voting) secara terbuka dilakukan dengan cara mengangkat tangan sesuai dengan instruksi pilihan yang ditawarkan oleh pimpinan RUPS. Sedangkan, dalam pengumpulan suara (voting) secara tertutup dilakukan pada keputusan yang membutuhkan kerahasiaan ataupun atas permintaan pemegang saham, dengan cara menggunakan kartu suara ataupun dengan penggunaan electronic voting.

Bank telah comply terhadap Prinsip 1 dan Rekomendasi 1. Terdapat dalam penjelasan keputusan RUPST tahun 2016 dalam Laporan Tahunan ini. There is an explanation of the resolution of the AGMS of 2016 in this Annual Report.

Any shares with votes issued, have one share one vote. Shareholders may use their voting rights at the time of decision making, especially when voting held. However, the decision making mechanism by voting either openly or closedly has not been regulated in details. The Public Company is recommended to have a voting procedure in making decisions on an eye of the GMS. The voting procedure (voting) must maintain the independence or freedom of shareholders. For example, voting is openly conducted by raising hands in accordance with the instructions offered by the leadership of the GMS. Meanwhile, voting is closed to the decision that requires confidentiality or at the request of shareholders, by using a sound card or by using electronic voting.

Kehadiran seluruh anggota Direksi dan anggota Dewan Komisaris Perusahaan Terbuka bertujuan agar setiap anggota Direksi dan anggota Dewan Komisaris dapat memperhatikan, menjelaskan dan menjawab secara langsung permasalahan yang terjadi atau pertanyaan yang diajukan oleh pemegang saham terkait mata acara dalam RUPS. The presence of all members of the Board of Directors and members of the Board of Commissioners of the Public Company aims to ensure that each member of the Board of Directors and members of the Board of Commissioners is able to observe, explain and answer directly the problems or questions raised by shareholders regarding the agenda of the GMS. Perusahaan Terbuka wajib membuat ringkasan risalah RUPS dalam bahasa Indonesia dan bahasa asing (minimal dalam bahasa Inggris), serta diumumkan 2 (dua) hari kerja setelah RUPS diselenggarakan kepada masyarakat, yang salah satunya melalui Situs Web Perusahaan Terbuka. Ketersediaan ringkasan risalah RUPS pada Situs Web Perusahaan Terbuka memberikan kesempatan bagi pemegang saham yang tidak hadir untuk mendapatkan informasi penting dalam penyelenggaraan RUPS secara mudah dan cepat. Oleh karena itu, ketentuan tentang jangka waktu minimal ketersediaan ringkasan risalah RUPS di Situs Web dimaksudkan untuk menyediakan kecukupan waktu bagi pemegang saham untuk memperoleh informasi tersebut. The Public Company must prepare a summary of the minutes of the GMS in Indonesian and foreign languages (minimum in English), and announced 2 (two) business days after the GMS is held to the public, one of which is through the Public Company Website. The availability of summary of the GMS on the Public Company Website provides an opportunity for the absent shareholders to obtain important information in the conduct of GMS easily and quickly. Therefore, the provisions concerning the minimum period of availability of summary minutes of the GMS on the Website are intended to provide sufficient time for shareholders to obtain such information that year.

Pada prinsipnya Bank Victoria comply terhadap Prinsip 1 dan Rekomendasi 2. Terdapat dalam penjelasan keputusan RUPST tahun 2016 dalam Laporan Tahunan ini. In principle, Bank Victoria complies to Principle 1 and Recommendation 2. There is an explanation of the resolution of the AGMS of 2016 in this Annual Report.

Pada prinsipnya Bank Victoria comply terhadap Prinsip 1 dan Rekomendasi 3. Telah terdapat dalam website Bank. In principle, Bank Victoria complies to Principle 1 and Recommendation 3. It is available on the Bank’s website.

266


No

Prinsip Principle


Prinsip 2 Meningkatkan Kualitas Komunikasi Perusahaan Terbuka dengan Pemegang Saham atau Investor.

4.

Perusahaan Terbuka memiliki suatu kebijakan komunikasi dengan pemegang saham atau investor.

Principle 2 Improve the Quality of Public Company Communications with Shareholders or Investors

4.

Public Company has a communication policy with shareholders or investors.

Keterangan Rekomendasi OJK OJK Recommendation Information -

-

-

-

5.

5.

II

Perusahaan Terbuka mengungkapkan kebijakan komunikasi Perusahaan Terbuka dengan pemegang saham atau investor dalam Situs Web. Public Company discloses Public Company communications policy with shareholders or investors in the Website.

Adanya komunikasi antara Perusahaan Terbuka dengan pemegang saham atau investor dimaksudkan agar para pemegang saham atau investor mendapatkan pemahaman lebih jelas atas informasi yang telah dipublikasikan kepada masyarakat, seperti laporan berkala, keterbukaan informasi, kondisi atau prospek bisnis dan kinerja, serta Pelaksanaan Tata Kelola Perusahaan Terbuka. Di samping itu, pemegang saham atau investor juga dapat menyampaikan masukan dan opini kepada manajemen Perusahaan Terbuka. Kebijakan komunikasi dengan para pemegang saham atau investor menunjukan komitmen Perusahaan Terbuka dalam melaksanakan komunikasi dengan para pemegang saham atau investor. Dalam kebijakan tersebut dapat mencakup strategi, program, dan waktu pelaksanaan komunikasi, serta panduan yang mendukung pemegang saham atau investor untuk berpartisipasi dalam komunikasi tersebut.


Penjelasan Penerapan di Bank Victoria Implementation Decription at Bank victoria Bank Victoria comply terhadap Prinsip 2 dan Rekomendasi 4. Akses Keterbukaan Informasi Laporan Tahunan ini dan juga diungkapkan melalui website Bank. Victoria Bank complies to Principle 2 and Recommendation 4. Access to this Annual Report Information Disclosure is also available through the Bank’s website.

Any communication between the Public Company and the shareholders or investors is intended to enable shareholders or investors to gain a clearer understanding of publicly available information, such as periodic reports, information disclosure, business or performance conditions and prospects, and The Implementation of Public Company Governance . To add, shareholders or investors may also submit feedback and opinions to the management of the Public Company. Communications policy with shareholders or investors demonstrates Public Company commitment in conducting communications with shareholders or investors. Such policies may include strategies, programs, and timelines of communication, as well as guides that support shareholders or investors to participate in such communications.

Pengungkapan kebijakan komunikasi merupakan bentuk transparansi atas komitmen Perusahaan Terbuka dalam memberikan kesetaraan kepada semua pemegang saham atau investor atas pelaksanaan komunikasi. Pengungkapan informasi tersebut juga bertujuan untuk meningkatkan partisipasi dan peran pemegang saham atau investor dalam pelaksanaan program komunikasi Perusahaan Terbuka. Disclosure of communication policy is a form of transparency of the Public Company’s commitment in providing equality for all shareholders and investors on the implementation of the communication. The disclosure of such information also aims to increase the participation and role of shareholders or investors in the implementation of the Public Company communication program.

Bank Victoria comply terhadap Prinsip 2 dan Rekomendasi 5. Akses Keterbukaan Informasi Laporan Tahunan ini dan juga diungkapkan melalui website Bank.

Jumlah anggota Dewan Komisaris dapat mempengaruhi efektivitas pelaksanaan tugas dari Dewan Komisaris. Penentuan jumlah anggota Dewan Komisaris Perusahaan Terbuka wajib mengacu kepada ketentuan peraturan perundang-undangan yang berlaku, yang paling kurang terdiri dari 2 (dua) orang berdasarkan ketentuan peraturan OJK tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan Publik. Selain itu, perlu juga mempertimbangkan kondisi Perusahaan Terbuka yang antara lain yang meliputi karakteristik, kapasitas, dan ukuran, serta pencapaian tujuan dan pemenuhan kebutuhan bisnis yang berbeda diantara Perusahaan Terbuka. Namun demikian, jumlah anggota Dewan Komisaris yang terlalu besar berpotensi mengganggu efektivitas pelaksanaan fungsi Dewan Komisaris.

Bank Victoria comply terhadap Prinsip 3 dan Rekomendasi 6. Terdapat dalam penjelasan terkait Dewan Komisaris dalam Laporan Tahunan ini.

Victoria Bank complies with Principle 2 and Recommendation 5. Access Disclosure of this Annual Report is also available on the Bank’s website.

Aspek 2: Fungsi dan Peran Dewan Komisaris Aspect 2: The Functions and Roles of the Board of Commissioners Prinsip 3 Memperkuat Keanggotaan dan Komposisi Dewan Komisaris. Principle 3 Strengthen the Membership and Composition of the Board of Commissioners

6.

6.

Penentuan jumlah anggota Dewan Komisaris mempertimbangkan kondisi Perusahaan Terbuka. Determining the number of members of the Board of Commissioners to consider the conditions of the Public Company.

Victoria Bank complies with Principle 3 and Recommendation 6. There are explanations in the relevant annotations of the Board of Commissioners in this Annual Report.

The number of members of the Board of Commissioners may affect the effectiveness of the execution of duties of the Board of Commissioners. The determination of the number of members of the Board of Commissioners of the Public Company shall refer to the applicable laws, at least 2 (two) persons according to the OJK regulation concerning the Board of Directors and Board of Commissioners of the Issuer or Public Company. In addition, it should also consider the condition of Public Company, among others that include characteristics, capacities and sizes, as well as the achievement of the objectives and requirements of different business among public company. However, the number of members of the Board of Commissioners is too great to potentially disrupt the effectiveness of the implementation of the Board of Commissioners functions. 7.

7.

Penentuan komposisi anggota Dewan Komisaris memperhatikan keberagaman keahlian, pengetahuan, dan pengalaman yang dibutuhkan. The establishment of the composition of members of the Board of Commissioners takes into account the diversity of skills, knowledge, and experience.

Komposisi Dewan Komisaris merupakan kombinasi karakteristik baik dari segi organ Dewan Komisaris maupun anggota Dewan Komisaris secara individu, sesuai dengan kebutuhan Perusahaan Terbuka. Karakteristik tersebut dapat tercermin dalam penentuan keahlian, pengetahuan, dan pengalaman yang dibutuhkan dalam pelaksanaan tugas pengawasan dan pemberian nasihat oleh Dewan Komisaris Perusahaan Terbuka. Komposisi yang telah memperhatikan kebutuhan Perusahaan Terbuka merupakan suatu hal yang positif, khususnya terkait pengambilan keputusan dalam rangka pelaksanaan fungsi pengawasan yang dilakukan dengan mempertimbangkan berbagai aspek yang lebih luas. The composition of the Board of Commissioners is a combination of characteristics both in terms of the organ of the Board of Commissioners and members of the Board of Commissioners individually, in accordance with the needs of the Public Company. Such characteristics may be reflected in the determination of the skills, knowledge, and experience required for the implementation of supervisory and advisory tasks by the Board of Commissioners of the Public Company. Compositions that have taken into account the needs of the Public Company are a positive thing, especially regarding decision making in the context of the implementation of supervisory functions undertaken taking into consideration various broader aspects.

Bank Victoria comply terhadap Prinsip 3 dan Rekomendasi 7. Terdapat dalam penjelasan terkait Dewan Komisaris dalam Laporan Tahunan ini. Victoria Bank complies with Principle 3 and Recommendations 7. There are explanations in the relevant annotations of the Board of Commissioners in this Annual Report.

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Prinsip Principle Prinsip 4 Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris. Principle 4 Improving the Quality of Duties and Responsibilities of the Board of Commissioners.

Rekomendasi Recommendation 8.

8.

Dewan Komisaris mempunyai kebijakan penilaian sendiri (Self Assessment) untuk menilai kinerja Dewan Komisaris.


Bank Victoria comply terhadap Prinsip 4 dan Rekomendasi 8. Terdapat dalam penjelasan terkait Dewan Komisaris dalam Laporan Tahunan ini.

Pengungkapan kebijakan Self Assessment atas kinerja Dewan Komisaris dilakukan tidak hanya untuk memenuhi aspek transparansi sebagai bentuk pertanggungjawaban atas pelaksanaan tugasnya, namun juga, untuk memberikan keyakinan khususnya kepada para pemegang saham atau investor atas upaya-upaya yang perlu dilakukan dalam meningkatkan kinerja Dewan Komisaris. Dengan adanya pengungkapan tersebut pemegang saham atau investor mengetahui mekanisme check and balance terhadap kinerja Dewan Komisaris. Self Assessment policy disclosures on the performance of the Board of Commissioners is not only to meet the transparency as a form of accountability for the execution of their duties, but also, to give confidence, especially to shareholders or investors for the efforts that need to be done in improving the performance of the Board of Commissioners. With the disclosure of the shareholders or investors knowing the mechanism of checks and balances on the performance of the Board of Commissioners.

Bank Victoria comply terhadap Prinsip 4 dan Rekomendasi 9. Terdapat dalam penjelasan terkait Assessment Dewan Komisaris dalam Laporan Tahunan ini.

BOC has its own assessment policy (Self Assessment) to assess the performance of the Board of Commissioners.

-

-

9.

10.

10.

Kebijakan penilaian sendiri (Self Assessment) untuk menilai kinerja Dewan Komisaris, diungkapkan melalui Laporan Tahunan Perusahaan Terbuka. Self-assessment policy to assess the performance of the Board of Commissioners, expressed through the Annual Report of the Public Company.

Dewan Komisaris mempunyai kebijakan terkait pengunduran diri anggota Dewan Komisaris apabila terlibat dalam kejahatan keuangan. The Board of Commissioners has a policy related to the resignation of members of the Board of Commissioners if they are involved in financial crimes.

11.

BOC or the Committee The Nomination and Remuneration functioning of succession in the process of formulating policies Nomination of Directors members.

Victoria Bank complies with Principle 4 and Recommendation 9. There is explanation regarding the Assessment Board in this Annual Report.

Bank Victoria comply terhadap Prinsip 4 dan Rekomendasi 10. Terdapat dalam Anggaran Dasar Bank.

Berdasarkan ketentuan Peraturan OJK tentang Komite Nominasi dan Remunerasi Emiten atau Perusahaan Publik, komite yang menjalankan fungsi nominasi mempunyai tugas untuk menyusun kebijakan dan kriteria yang dibutuhkan dalam proses Nominasi calon anggota Direksi. Salah satu kebijakan yang dapat mendukung proses Nominasi sebagaimana dimaksud adalah kebijakan suksesi anggota Direksi. Kebijakan mengenai suksesi bertujuan untuk menjaga kesinambungan proses regenerasi atau kaderisasi kepemimpinan di perusahaan dalam rangka mempertahankan keberlanjutan bisnis dan tujuan jangka panjang perusahaan. Under the provisions of the FSA Rules of Nomination and Remuneration Committee of the Issuer or Public Company, which perform the function of a nomination committee has the task to develop policies and criteria required in the process of candidates for the Board Nomination. One of the policies that can support the Nomination process referred to is a succession policy members of the Board of Directors. Policies regarding succession aim to maintain the continuity of the process of regeneration or the regeneration of leadership in the company in order to maintain business continuity and long-term goals of the company.

Bank Victoria comply terhadap Prinsip 4 dan Rekomendasi 11. Terdapat dalam penjelasan terkait Komite Nominasi dan Remunerasi dalam Laporan Tahunan ini.

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−

Dewan Komisaris atau Komite yang menjalankan fungsi Nominasi dan Remunerasi menyusun kebijakan suksesi dalam proses Nominasi anggota Direksi.

Victoria Bank complies with Principle 4 and Recommendation 8. There are in the relevant annotations of the Board of Commissioners in this Annual Report

Kebijakan pengunduran diri anggota Dewan Komisaris yang terlibat dalam kejahatan keuangan merupakan kebijakan yang dapat meningkatkan kepercayaan para pemangku kepentingan terhadap Perusahaan Terbuka, sehingga integritas perusahaan akan tetap terjaga. Kebijakan ini diperlukan untuk membantu kelancaran proses hukum dan agar proses hukum tersebut tidak mengganggu jalannya kegiatan usaha. Selain itu, dari sisi moralitas, kebijakan ini membangun budaya beretika di lingkungan Perusahaan Terbuka. Kebijakan tersebut dapat tercakup dalam Pedoman ataupun Kode Etik yang berlaku bagi Dewan Komisaris. Selanjutnya, yang dimaksud dengan terlibat dalam kejahatan keuangan merupakan adanya status terpidana terhadap anggota Dewan Komisaris dari pihak yang berwenang. Kejahatan keuangan dimaksud seperti manipulasi dan berbagai bentuk penggelapan dalam kegiatan jasa keuangan serta Tindakan Pidana Pencucian Uang sebagaimana dimaksud dalam UndangUndang Nomor 8 Tahun 2010 tentang Pencegahan dan Pemberantasan Tindak Pidana Pencucian Uang. The resignation policy of members of the Board of Commissioners involved in financial crimes is a policy that can increase stakeholders’ trust in the Public Company, so that the integrity of the company will be maintained.This policy is necessary to help smooth the process of law and that the legal process does not disrupt business activities. Moreover, in terms of morality, this policy is building a culture of ethics in the public company. The policy can be included in the Code or the Code of Conduct applicable to the Board of Commissioners. Furthermore, what is meant by engaging in financial crimes is the status of the convict against a member of the Board of Commissioners of the authorities. Referred to as the manipulation of financial crimes and other forms of embezzlement in the financial services activities as well as the Money Laundering Measures referred to in Law No. 8 of 2010 on the Prevention and Combating of Money Laundering.

-

−

11.


Kebijakan penilaian sendiri (Self Assessment) Dewan Komisaris merupakan suatu pedoman yang digunakan sebagai bentuk akuntabilitas atas penilaian kinerja Dewan Komisaris secara kolegial. Self Assessment atau penilaian sendiri dimaksud dilakukan oleh masing-masing anggota untuk menilai pelaksanaan kinerja Dewan Komisaris secara kolegial, dan bukan menilai kinerja individual masing-masing anggota Dewan Komisaris. Dengan adanya Self Assessment ini diharapkan masing-masing anggota Dewan Komisaris dapat berkontribusi untuk memperbaiki kinerja Dewan Komisaris secara berkesinambungan. Dalam kebijakan tesebut dapat mencakup kegiatan penilaian yang dilakukan beserta maksud dan tujuannya, waktu pelaksanaannya secara berkala, dan tolok ukur atau kriteria penilaian yang digunakan sesuai dengan dengan rekomendasi yang diberikan oleh fungsi nominasi dan remunerasi Perusahaan Terbuka, dimana adanya fungsi tersebut telah diwajibkan dalam Peraturan OJK tentang Komite Nominasi dan Remunerasi Emiten atau Perusahaan Publik. Assessment policy itself (Self Assessment) Board of Commissioners is a guideline that is used as a form of accountability for performance assessment BOC collegially. Self Assessment or own judgments referred to by each member to assess the implementation of the performance of the BOC collegial, and not to assess the individual performance of each member of the Board of Commissioners. With the Self Assessment is expected of each member of the Board of Commissioners may contribute to improve the performance of the Board of Commissioners on an ongoing basis. Such policy may include assessment activities undertaken along with their aims and objectives, periodic execution time, and benchmarks or assessment criteria used in accordance with the recommendations given by the nomination and remuneration function of the Public Company, where such function is required in the OJK Regulations On the Nomination and Remuneration Committee of Issuers or Public Companies.

-

-

9.


Bank Victoria complies to Principle 4 and Recommendation 10 Contained in the Bank’s Articles

Bank Victoria complies to Principle 4 and Recommendation 11. Explanations are stated in the regarding the Nomination and Remuneration Committee in this Annual Report.

268


No III

Prinsip Principle





Sebagai organ perusahaan yang berwenang dalam pengurusan perusahaan, penentuan jumlah Direksi sangat mempengaruhi jalannya kinerja Perusahaan Terbuka. Dengan demikian, penentuan jumlah anggota Direksi harus dilakukan melalui pertimbangan yang matang dan wajib mengacu pada ketentuan Peraturan Perundangundangan yang berlaku, dimana berdasarkan Peraturan OJK tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan Publik paling sedikit terdiri dari 2 (dua) orang. Di samping itu, dalam penentuan jumlah Direksi harus didasarkan pada kebutuhan untuk mencapai maksud dan tujuan Perusahaan Terbuka dan disesuaikan dengan kondisi Perusahaan Terbuka, meliputi karakteristik, kapasitas dan ukuran Perusahaan Terbuka serta bagaimana tercapainya efektivitas pengambilan keputusan Direksi. As an authorized institution in the management of the company, determining the number of Directors greatly affect the course of the performance of the Public Company. Thus, determination of the number of Board members shall be done through careful consideration and must refer to the provisions of legislation in force, which is based on the FSA Regulations on the Board of Directors and Board of Commissioners of Public Listed Company consist of at least two (2) persons. In addition, in determining the number of Directors shall be based on the need to achieve the objectives of the Public Company and adapted to the conditions of the Public Company, include characteristics, capacity and size of the public company as well as how to achieve the effectiveness of the Board’s decision-making.

Bank Victoria comply terhadap Prinsip 5 dan Rekomendasi 12. Terdapat dalam penjelasan terkait Direksi dalam Laporan Tahunan ini.

Seperti halnya Dewan Komisaris, keberagaman komposisi anggota Direksi merupakan kombinasi karakteristik yang diinginkan baik dari segi organ Direksi maupun anggota Direksi secara individu, sesuai dengan kebutuhan Perusahaan Terbuka. Kombinasi tersebut ditentukan dengan cara memperhatikan keahlian, pengetahuan dan pengalaman yang sesuai pada pembagian tugas dan fungsi jabatan Direksi dalam mencapai tujuan Perusahaan Terbuka. Dengan demikian, pertimbangan kombinasi karakteristik dimaksud akan berdampak dalam ketepatan proses pencalonan dan penunjukan individual anggota Direksi ataupun Direksi secara kolegial. As well as the Board of Commissioners, the diversity of the composition of the Board of Directors members is a combination of the desired characteristics in terms of both organs and members of the Board of Directors individually, according to the needs of the Public Company. The combination is determined by considering the skills, knowledge and experience relevant to the duties and functions of office of the Board of Directors in achieving the objectives of the Public Company. Thus, the combination of characteristics mentioned considerations will impact the accuracy of the nomination process and appointment of individual members of the Board of Directors or collegial.

Bank Victoria comply terhadap Prinsip 5 dan Rekomendasi 13. Terdapat dalam penjelasan terkait Keberagaman Komposisi Direksi dalam Laporan Tahunan ini.

-

Bank Victoria comply terhadap Prinsip 5 dan Rekomendasi 14. Terdapat dalam penjelasan terkait Direksi dalam Laporan Tahunan ini.

Aspek 3: Fungsi Dan Peran Direksi Aspect 3: Functions And Role Of The Board Of Directors Prinsip 5 Memperkuat Keanggotaan dan Komposisi Direksi. principle 5 Strengthen the Membership and composition of the Board of Directors.

12.

12.

13.

13.

14.

14.

Penentuan jumlah anggota Direksi mempertimbangkan kondisi Perusahaan Terbuka serta efektifitas dalam pengambilan keputusan. Determining the number of members of the Board of Directors to consider the condition of Public Company and effectiveness in decision making

Penentuan komposisi anggota Direksi memperhatikan, keberagaman keahlian, pengetahuan, dan pengalaman yang dibutuhkan. Determining the composition of members of the Board of Directors regard, the diversity of skills, knowledge and experience required.

Anggota Direksi yang membawahi bidang akuntansi atau keuangan memiliki keahlian dan/atau pengetahuan di bidang akuntansi. Members of the Board of Directors which oversees the field of accounting or financial expertise and / or knowledge in the field of accounting.

-

-

-

Laporan Keuangan merupakan laporan pertanggungjawaban manajemen atas pengelolaan sumber daya yang dimiliki oleh Perusahaan Terbuka, yang wajib disusun dan disajikan sesuai dengan Standar Akuntansi Keuangan yang berlaku umum di Indonesia dan juga peraturan OJK terkait, antara lain peraturan perundang-undangan di sektor Pasar Modal yang mengatur mengenai penyajian dan pengungkapan Laporan Keuangan Perusahaan Terbuka. Berdasarkan peraturan perundang-undangan di sektor Pasar Modal yang mengatur mengenai tanggung jawab Direksi atas Laporan Keuangan, Direksi secara tanggung renteng bertanggung jawab atas Laporan Keuangan, yang ditandatangani Direktur Utama dan anggota Direksi yang membawahi bidang akuntansi atau keuangan. Dengan demikian, pengungkapan dan penyusunan informasi keuangan yang disajikan dalam laporan keuangan akan sangat tergantung pada keahlian, dan/ atau pengetahuan Direksi, khususnya anggota Direksi yang membawahi bidang akuntansi atau keuangan. Adanya kualifikasi keahlian dan/atau pengetahuan di bidang akuntansi yang setidaknya dimiliki anggota Direksi dimaksud dapat memberikan keyakinan atas penyusunan Laporan Keuangan, sehingga Laporan Keuangan tersebut dapat diandalkan oleh para pemangku kepentingan (stakeholders) sebagai dasar pengambilan keputusan ekonomi terkait Perusahaan Terbuka dimaksud. Keahlian dan/atau pengetahuan tersebut dapat dibuktikan dengan latar belakang pendidikan, sertifikasi pelatihan dan/atau pengalaman kerja terkait. Financial Report is a report on management accountability for the management of the resources owned by a public company, which must be prepared and presented in accordance with accounting standards generally accepted in Indonesia and also rules the FSA related to, among other laws and regulations in the sector of capital market concerning presentation and disclosure of public company financial statements. Based on the legislation in the Capital Markets sector concerning the responsibility of the Board of Directors on the Financial Statements, the Board of Directors jointly and severally liable to the Financial Statements, signed by the President Director and member of the Board of Directors in charge of accounting or finance. Accordingly, the disclosure and preparation of financial information presented in the financial statements will be highly dependent on the skill and / or knowledge of the Board of Directors, in particular members of the Board of Directors in charge of accounting or finance. Their qualifications, expertise and / or knowledge in the field of accounting at least owned member of the Board concerned may provide assurance for the preparation of financial statements, so that the financial statements may be relied upon by the stakeholders ( stakeholder s) as the basis for economic decision-making related to public company in question. Skills and / or knowledge can be evidenced by the educational background, training certification and / or related work experience.

Bank Victoria complies to the Principles 5 and Recommendation 12. There is an explanation regarding the Board of Directors in this Annual Report.

Bank Victoria complies to the Principles 5 and Recommendation 13 Related explanation contains in the Composition of the Board of Directors in the Annual Report

Bank Victoria complies to the Principles 5 and Recommendation 14 Related explanation contains in the Composition of the Board of Directors in the Annual Report

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Prinsip Principle Prinsip 6 Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Direksi. Principle 6 Improving the Quality of Duties and Responsibilities of Directors.


15.

Direksi mempunyai kebijakan penilaian sendiri (Self Assessment) untuk menilai kinerja Direksi.

Keterangan Rekomendasi OJK OJK Recommendation Information -

The Board of Directors has its own assessment policy ( Self Assessment) to assess the performance of the Board of Directors. -

-

−

16.

16.

17.

17.

Kebijakan penilaian sendiri (Self Assessment) untuk menilai kinerja Direksi diungkapkan melalui laporan tahunan Perusahaan Terbuka. Self Assessment policy to assess the performance of the Board of Directors expressed through the annual report of the Public Company.

Direksi mempunyai kebijakan terkait pengunduran diri anggota Direksi apabila terlibat dalam kejahatan keuangan. Directors have a policy related to the resignation of members of the Board of Directors engaged in a crime of finances.

Seperti halnya pada Dewan Komisaris, kebijakan penilaian sendiri (Self Assessment) Direksi merupakan suatu pedoman yang digunakan sebagai bentuk akuntabilitas atas penilaian kinerja Direksi secara kolegial. Self Assessment atau penilaian sendiri dimaksud dilakukan oleh masing-masing anggota Direksi untuk menilai pelaksanaan kinerja Direksi secara kolegial, dan bukan menilai kinerja individual masing-masing anggota Direksi. Dengan adanya Self Assessment ini diharapkan masing-masing anggota Direksi dapat berkontribusi untuk memperbaiki kinerja Direksi secara berkesinambungan. Dalam kebijakan tesebut dapat mencakup kegiatan penilaian yang dilakukan beserta maksud dan tujuannya, waktu pelaksanaannya secara berkala, dan tolak ukur atau kriteria penilaian yang digunakan sesuai dengan dengan rekomendasi yang diberikan oleh fungsi nominasi dan remunerasi Perusahaan Terbuka, dimana pembentukan fungsi tersebut telah diwajibkan dalam Peraturan OJK tentang Komite Nominasi dan Remunerasi Emiten atau Perusahaan Publik.


Penjelasan Penerapan di Bank Victoria Implementation Decription at Bank victoria Bank Victoria comply terhadap Prinsip 6 dan Rekomendasi 15. Terdapat dalam penjelasan terkait Direksi dalam Laporan Tahunan ini. Bank Victoria complies to Principle 6 and Recommendation 15 There is the explanation regarding the Board of Directors in this Annual Report.

As well as on the Board of Commissioners, its own assessment policy ( Self Assessment ) Board of Directors is a guideline that is used as a form of accountability for performance assessment of Directors collegially. Self Assessment or appraisal itself is performed by each member of the Board of Directors to assess the implementation of the performance of the Board of Directors in a collegial, and not to assess the individual performance of each member of the Board of Directors. With the Self Assessment is expected of each member of the Board of Directors may contribute to improve the performance of the Board of Directors on an ongoing basis. The policy may include assessment activities carried out along all intents and purposes, the execution time on a regular basis, and benchmarks or criteria that are used in accordance with the recommendations given by the function of the nomination and remuneration of the Public Company, in which the formation of these functions have been required in Rule FSA of the Nomination and Remuneration Committee for Public Listed Company.

Pengungkapan kebijakan Self Assessment atas kinerja Direksi dilakukan tidak hanya untuk memenuhi aspek transparansi sebagai bentuk pertanggungjawaban atas pelaksanaan tugasnya, namun juga untuk memberikan informasi penting atas upayaupaya perbaikan dalam pengelolaan Perusahaan Terbuka. Informasi tersebut sangat bermanfaat untuk memberikan keyakinan kepada pemegang saham atau investor bahwa terdapat kepastian pengelolaan perusahaan terus dilakukan ke arah yang lebih baik. Dengan adanya pengungkapan tersebut pemegang saham atau investor mengetahui mekanisme check and balance terhadap kinerja Direksi. Disclosure policy of self assessment on the performance of the Board of Directors is not only to meet the transparency as a form of accountability for the execution of their duties, but also to provide important information on the measures improvements in the management of the Public Company. Such information is very useful to provide assurance to shareholders or investors that there is no assurance company management being conducted into a better direction. With the disclosure of the shareholders or investors knowing the mechanism of checks and balances on the performance of the Board of Directors.

Bank Victoria comply terhadap Prinsip 6 dan Rekomendasi 16. Terdapat dalam penjelasan terkait Assessment Direksi dalam Laporan Tahunan ini.

- Kebijakan pengunduran diri anggota Direksi yang terlibat dalam kejahatan keuangan merupakan kebijakan yang dapat meningkatkan kepercayaan para pemangku kepentingan terhadap Perusahaan Terbuka, sehingga integritas perusahaan akan tetap terjaga. Kebijakan ini diperlukan untuk membantu kelancaran proses hukum dan agar proses hukum tersebut tidak mengganggu jalannya kegiatan usaha. Selain itu, dari sisi moralitas, kebijakan ini akan membangun budaya beretika di lingkungan Perusahaan Terbuka. Kebijakan tersebut dapat tercakup dalam Pedoman ataupun Kode Etik yang berlaku bagi Direksi. - Selanjutnya, yang dimaksud dengan terlibat dalam kejahatan keuangan merupakan adanya status terpidana terhadap anggota Direksi dari pihak yang berwenang. Kejahatan keuangan dimaksud seperti manipulasi dan berbagai bentuk penggelapan dalam kegiatan jasa keuangan serta Tindakan Pidana Pencucian Uang sebagaimana dimaksud dalam Undang Undang Nomor 8 Tahun 2010 tentang Pencegahan dan Pemberantasan Tindak Pidana Pencucian Uang.

Bank Victoria comply terhadap Prinsip 6 dan Rekomendasi 17. Terdapat dalam Anggaran Dasar Bank.

-

-

Policies resignation of members of the Board of Directors who are involved in financial crimes is a policy that can increase the confidence of all stakeholders to establish a Public Company, so that the integrity of the company will remain intact. This policy is necessary to help smooth the process of law and that the legal process does not disrupt business activities. Moreover, in terms of morality, this policy will build an ethical culture within the public company. The policy can be included in the Code or the Code of Conduct applicable to the Board of Directors. Furthermore, what is meant by engaging in financial crimes is the status of the convict against the members of the Board of the authorities. Referred to as the manipulation of financial crimes and other forms of embezzlement in the financial services activities as well as the Money Laundering Measures referred to in Law No. 8 of 2010 on the Prevention and Combating of Money Laundering.

Bank Victoria complies to Principle 6 and Recommendation 16 There is an explanation regarding the Assessment Board of Directors in this Annual Report.

Bank Victoria complies to Principle 6 and Recommendation 17 Stated in the bank’s Employee Code of Conduct


No IV

Prinsip Principle


270




Seseorang yang mempunyai informasi orang dalam dilarang melakukan suatu transaksi Efek dengan menggunakan informasi orang dalam sebagaimana dimaksud dalam Undang-Undang mengenai Pasar Modal. Perusahaan Terbuka dapat meminimalisir terjadinya insider trading tersebut melalui kebijakan pencegahan, misalnya dengan memisahkan secara tegas data dan/atau informasi yang bersifat rahasia dengan yang bersifat publik, serta membagi tugas dan tanggung jawab atas pengelolaan informasi dimaksud secara proporsional dan efisien. A person who has confidential information are prohibited from doing any secret transaction using confidential information as defined in the Law on the Capital Market. Public Company can minimize the occurrence of insider trading through prevention policies, for example by explicitly separating the data and / or information that is confidential to the public, and divide the tasks and responsibilities for managing the information referred to proportionately and efficiently.

Bank Victoria comply terhadap Prinsip 7 dan Rekomendasi 18. Terdapat dalam Kode Etik Karyawan Bank.

Kebijakan anti korupsi bermanfaat untuk memastikan agar kegiatan usaha Perusahaan Terbuka dilakukan secara legal, prudent, dan sesuai dengan prinsip-prinsip tata kelola yang baik. Kebijakan tersebut dapat merupakan bagian dalam kode etik, ataupun dalam bentuk tersendiri. Dalam kebijakan tersebut dapat meliputi antara lain mengenai program dan prosedur yang dilakukan dalam mengatasi praktik korupsi, balas jasa (kickbacks), fraud, suap dan/atau gratifikasi dalam Perusahaan Terbuka. Lingkup dari kebijakan tersebut harus menggambarkan pencegahan Perusahaan Terbuka terhadap segala praktik korupsi baik memberi atau menerima dari pihak lain. Anti-corruption policy is beneficial to ensure that business activities are legal public company, prudent , and in accordance with the principles of good governance. The policy may be part of the code, or in the form of its own. This policy may include, among others about the program and the procedures performed in tackling corruption, remuneration ( kickbacks ), fraud , bribery and / or gratuities in a public company. The scope of the policy should describe the prevention of Public Company against any corrupt practices either give or receive from other parties


Aspek 4: Partisipasi Pemangku Kepentingan Aspect 4: Stakeholder Participation Prinsip 7 Meningkatkan Aspek Tata Kelola Perusahaan melalui Partisipasi Pemangku Kepentingan.

18.

18.

Principle 7 Improving Corporate Governance aspect through participation of Stakeholders

19. 19.

Perusahaan Terbuka memiliki kebijakan untuk mencegah terjadinya insider trading. Public Company has a policy to prevent insider trading.

Perusahaan Terbuka memiliki kebijakan anti korupsi dan anti fraud. Public Company has a policy of anti-corruption and antifraud

Bank Victoria comply to the Principles 7 and Recommendation 18 Stated in the bank’s Employee Code of Conduct

Bank Victoria complies to Principle 7 and Recommendation 19 Stated in the bank’s Employee Code of Conduct

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20.

Perusahaan Terbuka memiliki kebijakan tentang seleksi dan peningkatan kemampuan pemasok atau vendor. Public Company has a policy of selection and upgrades supplier or vendor

Keterangan Rekomendasi OJK OJK Recommendation Information - Kebijakan tentang seleksi pemasok atau vendor bermanfaat untuk memastikan agar Perusahaan Terbuka memperoleh barang atau jasa yang diperlukan dengan harga yang kompetitif dan kualitas yang baik. Sedangkan kebijakan peningkatan kemampuan pemasok atau vendor bermanfaat untuk memastikan bahwa rantai pasokan (supply chain) berjalan dengan efisien dan efektif. Kemampuan pemasok atau vendor dalam memasok/ memenuhi barang atau jasa yang dibutuhkan perusahaan akan mempengaruhi kualitas output perusahaan. - Pelaksanaan kebijakan-kebijakan tersebut dapat menjamin kontinuitas pasokan, baik dari segi kuantitas maupun kualitas yang dibutuhkan Perusahaan Terbuka. Adapun cakupan kebijakan ini meliputi kriteria dalam pemilihan pemasok atau vendor, mekanisme pengadaan yang transparan, upaya peningkatan kemampuan pemasok atau vendor, dan pemenuhan hak-hak yang berkaitan dengan pemasok atau vendor. -

-

21.

21.

22. 22.

23.

23.

Perusahaan Terbuka memiliki kebijakan tentang pemenuhan hak-hak kreditur. Public Company has a policy of fulfillment of the rights of creditors

Perusahaan Terbuka memiliki kebijakan sistem whistleblowing. Public Company has a system of whistleblowing policy

Perusahaan Terbuka memiliki kebijakan pemberian insentif jangka panjang kepada Direksi dan karyawan. Public Company has a policy of long-term incentives for directors and employees


Penjelasan Penerapan di Bank Victoria Implementation Decription at Bank victoria Bank Victoria comply terhadap Prinsip 7 dan Rekomendasi 20. Terdapat dalam Surat Keputusan Direksi No.024/SKDIR/ 04/13 tentang Kebijakan dan Prosedur General Affair PT Bank Victoria International Tbk. dan Komite Tata Kelola Terintegrasi Bank Victoria complies to the 7 Principles and 20 Recommendations. This statement is contained in in the Decree Letter of the Board of Directors No. 024/SKDIR/04/13 on General Affair Policy and Procedure of PT Bank Victoria International Tbk. and Integrated Governance Committee

Selected policy on supplier or vendor is helpful to ensure that the Public Company obtaining the required goods or services at competitive prices and good quality. While the policy of increasing the ability of the supplier or vendor is beneficial to ensure that the supply chain ( supply chain ) are run efficiently and effectively. The ability of suppliers or vendors in the supply / meet the required goods or services the company will affect the quality of the output of the company. Implementation of these policies to ensure continuity of supply, in terms of both quantity and quality required public company. The coverage of this policy includes criteria for the selection of suppliers or vendors , transparent procurement mechanism, improving the ability of suppliers or vendors , and fulfillment of the rights associated with a supplier or vendor .

Kebijakan tentang pemenuhan hak-hak kreditur digunakan sebagai pedoman dalam melakukan pinjaman kepada kreditur. Tujuan dari kebijakan dimaksud adalah untuk menjaga terpenuhinya hakhak dan menjaga kepercayaan kreditur terhadap Perusahaan Terbuka. Dalam kebijakan tersebut mencakup pertimbangan dalam melakukan perjanjian, serta tindak lanjut dalam pemenuhan kewajiban Perusahaan Terbuka kepada kreditur. Policy on the fulfillment of the rights of creditors are used as guidelines in making the loan to the lender. The aim of such a policy is to safeguard the rights of creditors and maintain the confidence of the public company. This policy includes consideration in the agreement, as well as follow-up to fulfill the Company’s obligations to creditors Open.


Kebijakan sistem whistleblowing yang telah disusun dengan baik akan memberikan kepastian perlindungan kepada saksi atau pelapor atas suatu indikasi pelanggaran yang dilakukan karyawan atau manajemen Perusahaan Terbuka. Penerapan kebijakan sistem tersebut akan berdampak pada pembentukan budaya tata kelola perusahaan yang baik. Kebijakan sistem whistleblowing mencakup antara lain jenis pelanggaran yang dapat dilaporkan melalui sistem whistleblowing, cara pengaduan, perlindungan dan jaminan kerahasiaan pelapor, penanganan pengaduan, pihak yang mengelola aduan, dan hasil penanganan dan tindak lanjut pengaduan. System policy whistleblowing has been prepared properly will assure protection to the witness or the complainant on an indication of violations committed by employees or management of the Public Company. Implementation of the system policy will have an impact on the cultural formation of good corporate governance. System policy whistleblowing include, among other types of violations that can be reported through the system whistleblowing , how, protection and guarantees the confidentiality of whistleblowers, the handling of complaints, those who manage the complaints, and the results of treatment and follow-up of complaints.

Bank Victoria comply terhadap Prinsip 7 dan Rekomendasi 22. Terdapat dalam penjelasan terkait Whistleblowing System dalam Laporan Tahunan ini.

- Insentif jangka panjang merupakan insentif yang didasarkan atas pencapaian kinerja jangka panjang. Rencana insentif jangka panjang mempunyai dasar pemikiran bahwa kinerja jangka panjang perusahaan tercermin oleh pertumbuhan nilai dari saham atau target-target jangka panjang perusahaan lainnya. Insentif jangka panjang bermanfaat dalam rangka menjaga loyalitas dan memberikan motivasi kepada Direksi dan karyawan untuk menigkatkan kinerja atau produktivitasnya yang akan berdampak pada peningkatan kinerja perusahaan dalam jangka panjang. - Adanya suatu kebijakan insentif jangka panjang merupakan komitmen nyata Perusahaan Terbuka untuk mendorong pelaksanaan pemberian insentif jangka panjang kepada Direksi dan Karyawan dengan syarat, prosedur dan bentuk yang disesuaikan dengan tujuan jangka panjang Perusahaan Terbuka. Kebijakan dimaksud dapat mencakup, antara lain: maksud dan tujuan pemberian insentif jangka panjang, syarat dan prosedur dalam pemberian insentif, serta kondisi dan risiko yang harus diperhatikan oleh Perusahaan Terbuka dalam pemberian insentif. Kebijakan tersebut juga dapat tercakup dalam kebijakan remunerasi Perusahaan Terbuka yang ada.

Bank Victoria comply terhadap Prinsip 7 dan Rekomendasi 23. Terdapat dalam penjelasan terkait struktur remunerasi Dewan Komisaris dan Direksi dalam Laporan Tahunan ini.

-

-

Long-term incentives are incentives based on the achievement of long-term performance. Long-term incentive plan has a premise that the company’s long-term performance is reflected by the growth in the value of the shares or long-term targets of other companies. Longterm incentive helpful in maintaining loyalty and provide motivation to the Board of Directors and employees to improve performance or productivity will have an impact on improving the company’s performance in the long term. The existence of a long-term incentive policy is a real commitment to promote the implementation of the Public Company long-term incentives to Directors and Employees with the terms, procedures and forms adapted to the Company’s long-term goal Open. Such a policy may include, among others: the intent and purpose of long-term incentives, terms and procedures for awarding incentives, as well as the conditions and risks that must be considered by the Public Company in incentives. The policy can also be included in the remuneration policy of the existing public company.

Bank Victoria complies to Principle 7 and Recommendation 21 Stated in the Employee Code of Conduct of the Bank

Bank Victoria complies to Principle 7 and Recommendation 22. There is the explanation regarding the Whistleblowing System in this Annual Report.

Bank Victoria complies to Principles 7 and Recommendation 23. There is an explanation regarding the structure remuneration for the Board of Commissioners and Directors in this Annual Report.

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Aspek 5 : Keterbukaan Informasi Aspect 5 : Information Transparency Prinsip 8 Meningkatkan Pelaksanaan Keterbukaan Informasi. Principle 8 Improving the Implementation of Information Disclosure

24.

24.

25.

25.

Perusahaan Terbuka memanfaatkan penggunaan teknologi informasi secara lebih luas selain Situs Web sebagai media keterbukaan informasi. Public Company utilizes the use of information technology more widely apart as the world’s largest media disclosure of information

Laporan Tahunan Perusahaan Terbuka mengungkapkan pemilik manfaat akhir dalam kepemilikan saham Perusahaan Terbuka paling sedikit 5% (lima persen), selain pengungkapan pemilik manfaat akhir dalam kepemilikan saham Perusahaan Terbuka melalui pemegang saham utama dan pengendali. Public Company Annual Reports reveal the final beneficial owner in public share ownership of at least 5% ( five percent), in addition to the disclosure of the final beneficial owner in the Public Company Ownership through the main shareholder and controller.

Penggunaan teknologi informasi dapat bermanfaat sebagai media keterbukaan informasi. Adapun keterbukaan informasi yang dilakukan tidak hanya keterbukaan informasi yang telah diatur dalam peraturan perundang-undangan, namun juga informasi lain terkait Perusahaan Terbuka yang dirasakan bermanfaat untuk diketahui pemegang saham atau investor. Dengan pemanfaatan teknologi informasi secara lebih luas selain Situs Web diharapkan perusahaan dapat meningkatkan efektivitas penyebaran informasi perusahaan. Meskipun demikian, pemanfaatan teknologi informasi yang dilakukan tetap memperhatikan manfaat dan biaya perusahaan. The use of information technology can be useful as a medium of information disclosure. As for the disclosure of information that do not only the disclosure of information that has been stipulated in the legislation, but also other information related to the perceived Public Company worthwhile to note shareholder or investor. With the utilization of information technology more widely apart Sites company is expected to improve the effectiveness of information dissemination company. However, the utilization of information technology made taking into account the benefits and costs of the company. Peraturan perundang-undangan di sektor Pasar Modal yang mengatur mengenai penyampaian laporan tahunan Perusahaan Terbuka telah mengatur kewajiban pengungkapan informasi mengenai pemegang saham yang memiliki 5% (lima persen) atau lebih saham Perusahaan Terbuka serta kewajiban pengungkapan informasi mengenai pemegang saham utama dan pengendali Perusahaan Terbuka baik langsung maupun tidak langsung sampai dengan pemilik manfaat terakhir dalam kepemilikan saham tersebut. Dalam Pedoman Tata Kelola ini direkomendasikan untuk mengungkapkan pemilik manfaat akhir atas kepemilikan saham Perusahaan Terbuka paling sedikit 5% (lima persen), selain mengungkapkan pemilik manfaat akhir dari kepemilikan saham oleh pemegang saham utama dan pengendali. Legislation in the sectors of Capital Markets governing the submission of annual report of the Public Company has set the obligation of disclosure of information about the shareholders who own 5% (five percent) or more of the shares of Public Company and the obligation of disclosure of information regarding the major shareholders and controllers Public Company well directly or indirectly to the final beneficial owner in the ownership of these shares. Governance Guidelines are recommended to disclose the beneficial owner of the top end of the Public Company Ownership at least 5% (five percent), in addition to revealing the final beneficial owner of shareholdings by major shareholders and controllers.

Bank Victoria comply terhadap Prinsip 8 dan Rekomendasi 24. Bank Victoria complies to Principle 8 and Recommendations 24

Bank Victoria comply terhadap Prinsip 8 dan Rekomendasi 25. Terdapat dalam penjelasan terkait informasi pemegang saham utama dan pengendali dalam Laporan Tahunan ini. Bank Victoria complies to Principle 8 and Recommendations 25 Explanation regarding the information is available in the main shareholder and controller in this Annual Report

STRUKTUR DAN MEKANISME GCG

STRUCTURE AND GCG MECHANISM

Berdasarkan Undang-Undang Republik Indonesia Nomor 40 tahun 2007 tentang Perseroan Terbatas (UU PT), Organ Perseroan terdiri dari Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris dan Direksi. Sistem kepengurusan menganut sistem dua badan (two tier system), yaitu Dewan Komisaris dan Direksi, yang memiliki wewenang dan tanggung jawab yang jelas sesuai fungsinya masing-masing sebagaimana diamanahkan dalam anggaran dasar dan peraturan perundang-undangan. Namun demikian, keduanya mempunyai tanggung jawab untuk memelihara kesinambungan usaha Bank dalam jangka panjang. Oleh karena itu, Dewan Komisaris dan Direksi harus memiliki kesamaan persepsi terhadap visi, misi, dan nilai-nilai perusahaan.

Based on the Law of the Republic of Indonesia Number 40 of 2007 concerning Limited Liability Company (UU PT), Company Organs of the General Meeting of Shareholders (AGM), Board of Commissioners and Board of Directors. The management system embraces the two tier system, which is the Board of Commissioners and the Board of Directors, which has clear authority and responsibility according to their respective functions as mandated in the statutes and laws and regulations. However, both have a responsibility to maintain the Bank’s longterm sustainability. Therefore, the Board of Commissioners and the Board of Directors must have a common perception of the company’s vision, mission and values.

Dalam melaksanakan kepengurusan Bank Victoria, Direksi didukung oleh struktur manajemen yang efektif. Adapun dalam melaksanakan fungsi pengawasan dan kepenasehatan, Dewan Komisaris didukung oleh organ penunjang seperti Komite Audit, Komite Nominasi dan Remunerasi, Komite Pemantau Risiko dan Komite Tata Kelola Terintegrasi . Struktur organ perusahaan Bank Victoria adalah sebagai berikut.

In conducting the management of Bank Victoria, the Board of Directors is supported by an effective management structure. In performing supervisory and advisory functions, the Board of Commissioners is supported by supporting organs such as Audit Committee, Nomination and Remuneration Committee and Risk Monitoring Committee And Integrated Governance Committee. The structure of Victoria Bank’s corporate organs is as follows.

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RAPAT UMUM PEMEGANG SAHAM

DEWAN KOMISARIS

KOMITE AUDIT

DIREKSI

KOMITE MANAJEMEN RISIKO/TERINTEGERASI

KOMITE TEKNOLOGI INFORMASI

KOMITE KEBIJAKAN PERKREDITAN

KOMITE Product

KOMITE NOMINASI DAN REMUNERASI KOMITE KREDIT

KOMITE PERSONALIA KOMITE PEMANTAU RISIKO

ASSET AND LIABILITY MANAGEMENT COMMITEE (ALCO)

KOMITE PENGADAAN BARANG DAN JASA

KOMITE TATA KELOLA TERINTEGRASI

KOMITE PEMANTAU PENERAPAN GOOD CORPORATE GOVERNANCE

KOMITE INVESTASI

SEKRETARIS PERUSAHAAN

SATUAN KERJA AUDIT INTERN/TERINTEGRASI DAN ANTI FRAUD

DIVISI KEPATUHAN, UKPN/ TERINTEGRASI DAN SISTEM PROSEDUR

Dalam pelaksanaannya, Bank Victoria memiliki berbagai kebijakan/pedoman dalam menjalankan fungsi dan tugasnya yang disebut dengan soft structure GCG. Tujuan membangun GCG Soft Structure antara lain sebagai berikut. • Melengkapi kebijakan pendukung dalam penerapan GCG. • Menjadi pedoman bagi Bank dalam menjalankan aktivitas sehari-hari sesuai dengan budaya (corporate culture) yang diharapkan. • Merupakan bentuk komitmen tertulis bagi seluruh jajaran dan tingkatan organisasi Bank dalam rangka meningkatkan disiplin dan tanggung jawab organ perusahaan dalam rangka menjaga kepentingan stakeholders sesuai dengan tanggung jawab masing-masing. Infrastruktur GCG yang telah dimiliki oleh Bank Victoria antara lain adalah: 1. Pedoman GCG yang telah disahkan melalui keputusan Direksi No. 039/SK-DIR/05/13 tanggal 30 Mei 2013. 2. Board of Commisionners Charter (BOC Charter) yang telah disahkan melalui Keputusan Dewan Komisaris No. 002/SKKOM/02/16 tanggal 24 Februari 2016. 3. Board of Directors Charters (BOC Charter) yang telah disahkan melalui Keputusan Direksi No. 007/SK-DIR/02/16 tanggal 24 Februari 2016. 4. 4. Piagam dan Pedoman Kerja Komite Audit yang telah disahkan melalui Keputusan Dewan Komisaris Nomor. 001/ SK-Kom/03/16 tanggal 2 Maret 2016.

In its implementation, Bank Victoria has various policies/guidelines on performing its functions and tasks called GCG infrastructure. The objectives of establishing GCG infrastructure among others are. • To complement the supporting policy on GCG implementation. • To become a guideline for the Bank in conducting daily activities according to the expected corporate culture. • To serve as a written commitment of all levels of the Bank’s management and employees as well as the responsibilities of the corporate organs to preserve the interests of stakeholders by their respective responsibilities.

GCG infrastructure that have been applied by Bank Victoria includes: 1 GCG Guideline endorsed through the decision of the Board of Directors No. 039/SK-DIR/05/13 dated May 30, 2013. 2 Board of Commissioner Charter which has been ratified by Decree of the Board of Directors No. 007/SK-DIR/02/16 dated 24th of February, 2016.) 3 Board of Directors Charter (BOC Charter) which has been ratified by Decree of the Board of Directors No. 007 / SK-DIR / 02/16 dated 24th of February 2016. 4. The Audit Committee Charter and Working Guideliness as endorsed by the Board of Commissioner’s Decision No. 001/ SK-Kom/03/16 dated March 2, 2016.


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5. Piagam dan Pedoman Kerja Komite Pemantau Manajemen Risiko yang telah disahkan melalui Keputusan Dewan Komisaris Nomor. 002/SK-Kom/03/16 tanggal 3 Maret 2016. 6. Pedoman Komite Nominasi dan Remunerasi yang telah disahkan melalui Keputusan Dewan Komisaris Nomor. 001/ SK-Kom/02/16 tanggal 22 Februari 2016. 7. Pedoman Anti Fraud yang ditetapkan dalam Surat Keputusan Direksi No. 013/SK-DIR/07/13 tanggal 16 Juli 2013. 8. Pedoman Etika Karyawan yang ditetapkan berdasarkan Surat Keputusan Direksi No. 011/SK-DIR/05/08 tanggal 28 Mei 2008. 9. Pedoman dan Tata Tertib Komite Tata Kelola Terintegrasi Grup Victoria melalui Surat Keputusan Direksi No. 003/SKDIR/10/15 pada tanggal 27 Oktober 2015 10. Pedoman dan Tata Tertib Komite Manajemen Risiko Terintegrasi Grup Victoria melalui Surat Keputusan Direksi No. 004/SK-DIR/09/15 pada tanggal 04 September 2015. 11. Kebijakan dan Standard Operating Procedure (SOP).

5. The Risk Management Monitoring Committee Charter and Working Guidelines as endorsed by the Board of Commissioner’s Decision No. 002/SK-Kom/03/16 dated March 3, 2016. 6. The Nomination and Remuneration Committee Guidelines as endorsed by the Board of Commissioner’s Decision No. 001/ SK-Kom/02/16 dated February 22, 2016. 7 Anti Fraud Guidelines set out in the Board of Directors’ Decree Letter No. 013/SK-DIR/07/13 dated July 16, 2013. 8 Employee Ethics Guidelines stipulated by Board of Directors’ Decree Letter No. 011/SK-DIR/05/08 dated May 28, 2008. 9 Guidelines and Rules for Integrated Governance Committee at Victoria Group by Board of Directors’ Decree Letter No. 003/SK-DIR/10/15 on October 27, 2015. 10 Guidelines and Rules for Integrated Risk Management Committee at Victoria Group by Board of Directors’ Decree Letter No. 004/SK-DIR/09/15 on September 4, 2015. 11 Policies and Standard Operating Procedure (SOP).

RAPAT UMUM PEMEGANG SAHAM

GENERAL MEETING OF SHAREHOLDERS (GMS)

RUPS adalah organ Bank yang memegang kekuasaan tertinggi dan memegang segala kewenangan yang tidak dapat didelegasikan atau diserahkan kepada Direksi dan Dewan Komisaris. RUPS sebagai organ Bank merupakan wadah para pemegang saham untuk mengambil keputusan penting berkaitan dengan modal yang ditanam dalam Bank, dengan memperhatikan ketentuan Anggaran Dasar dan Undang-undang Perseroan Terbatas. Selain itu RUPS juga berfungsi sebagai forum pertanggungjawaban kepengurusan Direksi dan Komisaris atas hasil kinerjanya dalam kurun waktu yang telah ditentukan.

The General Meeting (GMS) is a corporate organ holding the highest power and authority unassigned to the Board of Directors and Board of Commissioners. GMS is a place for shareholders to make important decisions on all shares by observing the Articles of Association and Law on Limited Liability Companies. In addition, the GMS also serves as a forum for the Board of Directors and Commissioners to convey their responsibilities for the Company’s performance in the stipulated period.

RUPS memiliki wewenang antara lain untuk: a. Mengangkat dan memberhentikan Dewan Komisaris dan Direksi; b. Menetapkan remunerasi Dewan Komisaris dan Direksi;

GMS has the authorities among others to: a. Appoint and dismiss the Board of Commissioners and Board of Directors; b. Set remuneration for the Board of Commissioners and Board of Directors; c. Evaluate the performance of the Board of Commissioners and Board of Directors; d. Make a change in Article of Association; e. Approve annual reports; f. Determine profit use allocation; g. Appoint public accountants.

c. Mengevaluasi kinerja Dewan Komisaris dan Direksi; d. e. f. g.

Mengesahkan perubahan Anggaran Dasar; Memberikan persetujuan atas laporan tahunan; Menetapkan alokasi penggunaan laba; Menunjuk Akuntan Publik.

Keputusan yang diambil dalam RUPS didasari pada kepentingan usaha Bank jangka panjang. RUPS dan atau pemegang saham tidak melakukan intervensi terhadap tugas, fungsi dan wewenang Dewan Komisaris dan Direksi dengan tidak mengurangi wewenang RUPS untuk menjalankan hak sesuai dengan Anggaran Dasar dan peraturan perundang-undangan. Pengambilan keputusan RUPS dilakukan secara wajar dan transparan.

Decisions made in the GMS are solely based on the corporate business interest in the long run. The GMS and or shareholders may not intervene in the tasks, functions, and authority of the Board of Commissioners and Board of Directors without prejudice to the GMS authority to enforce its rights under the Articles of Association and the laws and regulations. Decisions of the GMS are made in a reasonable and transparent manner.

Dalam penyelenggaraan RUPS, upaya yang telah dilakukan Perseroan adalah: 1. Pemegang saham diberikan kesempatan untuk mengajukan usul mata acara RUPS sesuai dengan peraturan perundangundangan. Panggilan RUPS telah mencakup informasi mengenai mata acara, tanggal, waktu dan tempat RUPS; 2. Bahan mengenai setiap mata acara yang tercantum dalam panggilan RUPS tersedia di kantor Bank sejak tanggal

In convening a GMS, efforts made by Bank Victoria are as follows: 1. Shareholders are provided with an opportunity to propose the GMS agenda under the laws and regulations. A GMS notice includes information on the agenda, date, time, and venue of the GMS; 2. Materials pertaining to the agenda set out in a GMS notice are available at the office of Bank Victoria as from the notice

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panggilan RUPS, sehingga memungkinkan pemegang saham berpartisipasi aktif dalam RUPS dan memberikan suara secara bertanggung jawab. Jika bahan tersebut belum tersedia saat dilakukan panggilan untuk RUPS, maka bahan itu disediakan sebelum RUPS diselenggarakan; 3. Risalah RUPS tersedia di kantor Bank, dan Bank menyediakan fasilitas agar pemegang saham dapat membaca risalah tersebut.


date, there by allowing shareholders to actively participate in the GMS and vote with full responsibility. If the materials are unavailable upon the GMS notice, such materials must be made available before the GMS is held; 3. Minutes of GMS will be available at the office of Bank Victoria, which provides facilities to allow shareholders to read such minutes of meeting.

RUPS Bank terdiri dari RUPS Tahunan dan RUPS Luar Biasa. Proses pengumuman dan pemanggilan RUPS dilakukan sesuai dengan ketentuan yang berlaku, baik RUPS Tahunan maupun RUPS Luar Biasa (RUPS LB). Pada tahun 2016, Bank telah menyelenggarakan 1 (satu) kali RUPS Tahunan dan 3 (tiga) menyelenggarakan RUPS Luar Biasa.

The Company’s General Meeting of Shareholders comprises of the Annual General Meeting of Shareholders and Extraordinary General Meeting of Shareholders. The process of announcing and summonsing the GMS is done in accordance with the applicable provisions, either the Annual General Meeting of Shareholders or the Extraordinary GMS (LM AGMS). In 2016, the Bank has held 1 (one) Annual General Meeting of Shareholders and 3 (three) General Extraordinary GMS.

REFERENSI PERATURAN

REFERENCE REGULATION

RUPS mempunyai kewenangan yang tidak diberikan kepada Dewan Komisaris dan Direksi dalam batas yang ditentukan oleh undang-undang dan anggaran dasar Bank. Penyelenggaraan RUPS di Bank mengacu pada Undang-undang No. 40 Tahun 2007 tentang Perseroan terbatas

The GMS has authority not given to the Board of Commissioners and Board of Directors, within the limits specified by Laws and the Bank’s Associate of Articles. The organization of GMS in the Bank refer to Law no. 40 Year 2007 concerning Limited Liability Company

PELAKSANAAN RUPS TAHUNAN 2016

IMPLEMENTATION OF 2016 ANNUAL GMS

Tahapan pelaksanaan Rapat Umum Pemegang Saham Tahunan Bank di 2016 tergambar dalam tabel berikut.

The phases of the implementation of the Annual General Meeting of Shareholders of Bank in 2016 are illustrated in the following table

Tabel Pelaksanaan RUPS Tahunan 2016 Table of Annual GMS Year 2016 Pemberitahuan Notification

Pengumuman Announcement

Undangan Invitation

Diberitahukan pada tanggal 11 Mei 2016 kepada Otoritas Jasa Keuangan.

Diumumkan pada tanggal 18 Mei 2016, melalui iklan di surat kabar harian Kontan.

Diumumkan pada tanggal 2 Juni 2016, melalui iklan di surat kabar harian Kontan.

Notified on the date of May 11, 2016 to the Financial Services Authority

Announced in May 18, 2016, via advertisement in the Kontan daily newspaper.

Announced in June 2, 2016, via advertisement in the Kontan daily newspaper.

Pelaksanaan Implementation RUPS tahunan dilaksanakan pada Jumat, 24 Juni 2016, pada pukul 09.20 WIB – 10.05 WIB bertempat di Graha BIP, Function Hall Lt. 11, Jalan Jend. Gatot Subroto Kav. 23, Jakarta 12930. Annual General Meeting held on Friday, June 24, 2016, at 9.20 – 10.05 located at Graha BIP, Function Hall Lt. 11, Jalan Jend. Gatot Subroto Kav. 23 Jakarta 12930

Hasil RUPS Result of GMS Diumumkan pada tanggal 28 Juni 2016, melalui iklan di surat kabar harian Kontan.

Announced in June 28, 2016, via advertisement in the Kontan daily newspaper.

AGENDA RUPS TAHUNAN 2016

AGENDA OF 2016 ANNUAL GMS

Adapun agenda RUPS Tahunan 2016 adalah sebagai berikut. 1. Laporan Tahunan Perseroan termasuk Laporan Direksi dan pengesahan Laporan Keuangan serta Laporan pengawasan Dewan Komisaris untuk tahun buku yang berakhir pada tanggal 31 Desember 2015.

The agenda of the 2016 GMS is as follows.

2. Penetapan penggunaan laba bersih Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2015. 3. Pertanggungjawaban realisasi penggunaan Dana Hasil Pelaksanaan Waran Seri VI menjadi saham Perseroan selama tahun 2015. 4. Perubahan susunan pengurus Perseroan dan peningkatan kembali pengurus Perseroan.

1. The Annual Report of the Company including the Report of the Board of Directors and the approval of the Financial Statements as well as the Supervisory Report of the Board of Commissioners for the financial year ended on 31 December 2015. 2. Determination of the use of the Company’s net profit for the financial year ended on 31 December 2015. 3. The liability for the realization of the use of the Series VI Series Warrants to the Company’s shares during 2015. 4. Changes in the structure of the Company and the restoration of the Company’s management.

276


5. Pemberian kuasa dan wewenang kepada wakil pemegang saham untuk menetapkan besarnya honorarium anggota Dewan Komisaris dan pemberian kuasa dan wewenang kepada Dewan Komisaris untuk menetapkan pembagian tugas dan wewenang anggota Direksi serta besarnya gaji dan tunjangan para anggota Direksi.


6. Penunjukan Akuntan Publik untuk mengaudit buku-buku Perseroan untuk Tahun Buku 2016 dan pemberian kuasa kepada Direksi untuk menetapkan honorarium Akuntan Publik tersebut serta persyaratan lain penunjukannya.

5. To grant power and authority to shareholders’ representatives to determine the honorarium of the members of the Board of Commissioners and to grant authorization and authority to the Board of Commissioners to determine the distribution of duties and authority of the members of the Board of Directors and the amount of salaries and allowances of the members of the Board of Directors. 6. The appointment of a Public Accountant to audit the Company’s books for the Fiscal Year 2016 and authorize the Board of Directors to determine the honorarium of the Public Accountant as well as other terms of appointment.

Rekapitulasi KEHADIRAN PADA RUPS TAHUNAN 2016

ATTENDANCE SUMMARY OF ANNUAL RUPS 2016

Dewan Komisaris dan Direksi yang hadir dalam RUPS Tahunan 2016 adalah sebagai berikut.

Members of the Board of Commissioners and Board of Directors present at the 2016 Annual GMS were as follows.

Tabel Rekapitulasi Kehadiran RUPS Tahunan 2016 Table of Attendance Recapitulation of 2016 Annual GMS Nama Name

Jabatan Position

Hadir Present

Tidak Hadir Absence

Oliver Simorangkir

Komisaris Utama President Commissioner

√

-

Gunawan Tenggrahardja

Komisaris/Komisaris Independen Commissioner/Independent Commissioner

√

-

Zaenal Abidin


√

-

Suzanna Tanojo

Komisaris Commissioner

√

-

Daniel Budirhayu

Direktur Utama President Director

√

Gregorius Andrew Andryanto Haswin

Direktur Director

√

-

Ramon Marlon Runtu

Direktur Director

√

-

Tamunan

Direktur Kepatuhan Director of Compliance

√

-

Rusli

Direktur Director

√

-

277

2016 Annual Report


KEPUTUSAN RUPS TAHUNAN 2016

2016 ANNUAL GMS DECISION

Pada Tanggal 24 Juni 2016, Bank Victoria telah menyelenggarakan Rapat Umum Pemegang Saham Tahunan dengan keputusan sebagai berikut.

On June 24, 2016, Bank Victoria has organized an Annual General Meeting of Shareholders with decisions as follows.

Tabel Keputusan RUPS Tahunan 2016 Table of 2016 Annual GMS Decision Setuju (Jumlah Suara dan persentase) Agree (Numbers and Percentage of Votes)

Tidak Setuju (Jumlah Suara dan persentase) Disagree (Numbers and Percentage of Votes)

Abstain (Jumlah Suara dan Persentase) Abstain (Number and Percentage of Votes

Menerima baik dan menyetujui laporan tahunan Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2015, termasuk laporan Direksi dan laporan tugas pengawasan Dewan Komisaris Perseroan; Menerima baik dan menyetujui serta mengesahkan laporan keuangan Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember2015yang telah diaudit oleh KantorAkuntan Publik“Tanudiredja, Wibisana, Rintis & Rekan dengan pendapat “wajar” sesuai dengan laporan No.A160329007/DC2/LLS/2016, tanggal 29 Maret 2016 dengan demikian membebaskan anggota Direksi dan Dewan Komisaris Perseroan dari tanggung jawab dan segala tanggungan (acquit et de charge) atas tindakan pengurusan dan pengawasan yang Direksi dan Dewan Komisaris jalankan selama tahun buku 2015, sepanjang tindakan-tindakan mereka tercantum dalam neraca dan laporan laba rugi Perseroan tahun buku 2015. To receive well and approve Company’s annual reports for the financial year ending on 31st of December 2015, including Directors’ report and supervision report of Company’s Board of Commissioners To receive well and approve and authorize Company’s annual reports for the financial year ending on 31st of December 2015, audited by Public Accounting Firm “Tanudiredja, Wibisana, Rintis & Co with “Unqualified” opinion, according to report No.A160329007/DC2/LLS/2016, dated 29th of March 2016. In doing so, it absolves the member of Directors and Board of Commissioners from their responsibility and liability (acquit et de charge) for management and supervision actions conducted by Directors and Board of Commissioners during 2015, inasmuch as their actions are stated in the Company’s 2015 balance sheet and income statement

100%

-

-

Telah terealisasi Accomplished

Kedua Second

Menyetujui penetapan penggunaan laba bersih Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2015 sebesar Rp. 94.075.617.484,(sembilan puluh empat miliar tujuh puluh lima juta enam ratus tujuh belas ribu empat ratus delapan puluh empat rupiah) dan laba bersih tahun buku 2015 tersebut dipergunakan sebagai berikut: 1. Sebesar Rp 25.000.000.000,- (dua puluh lima miliar rupiah) digunakan untuk pembentukan dana cadangan umum guna memenuhi ketentuan pasal 70 Undang-undang No.40 tahun 2007 tentang Perseroan Terbatas dan pasal 24 Anggaran Dasar Perseroan. 2. Sisanya sebesar Rp. 69.075.617.484,- (enam puluh sembilan miliar tujuh puluh lima juta enam ratus tujuh belas ribu empat ratus delapan puluh empat rupiah) akan dibukukan sebagai laba ditahan. 3. Perseroan tidak memberikan dividen untuk tahun buku 2015. (To approve the settlement of Company’s net profit appropriation for financial year ending on 31st of December 2015 in the amount of IDR94,075,617,484 (ninety four billion seventy five million six hundred seventeen thousand four hundred and eighty four rupiah). The net profit of 2015 financial year is appropriated to: 1. IDR25,000,000,000, (twenty five billion rupiah) is appropriated as general reserve funds to fulfill the requirement of article 70 Acts No.40 year 2007 on Limited Company and article 24 of Company’s Articles of Association. 2. The remaining IDR69,075,617,484 (sixty nine billion seventy five million six hundred seventeen thousand four hundred and eighty four rupiah) will be booked to retained profit. 3. The company does not pay dividends for 2015 financial year.

100%

-

-


Ketiga Third

Hasil pelaksanaan waran seri VI menjadi saham selama tahun 2015 adalah sebesar Rp. 30.000,- (tiga puluh ribu rupiah) dengan realisasi penggunaan dana adalah untuk menambah atau meningkatkan modal kerja bank. Laporan realisasi penggunaan dana hasil pelaksanaan waran seri VI menjadi saham Perseroan selama tahun 2015 telah disampaikan oleh Perseroan kepada Otoritas Jasa Keuangan setiap periode pelaporan terakhir dengan surat No. 023/DIR-EKS/07/15 tanggal 08 Juli 2015 bersamaan dengan di unggahnya pada website PT Bursa Efek Indonesia. The result of exercise of warrant VI series into shares during 2015 was IDR30,000 (thirty thousand rupiah) which was then appropriated to increase bank’s working capital. The realization report of this exercise has been submitted to Financial Services Authority every last reporting period by letter No.023/DIR-EKS/07/15 dated 8th of July 2015, at the same time as it is uploaded on the website of PT Bursa Efek Indonesia

Pada agenda ketiga Rapat ini oleh karena bersifat laporan, maka tidak dilakukan proses tanya jawab dan pengambilan keputusan This third Meeting agenda was reportation, so questions and answers and decision making process were not conducted

Pada agenda ketiga Rapat ini oleh karena bersifat laporan, maka tidak dilakukan proses tanya jawab dan pengambilan keputusan This third Meeting agenda was reportation, so questions and answers and decision making process were not conducted.

Pada agenda ketiga Rapat ini oleh karena bersifat laporan, maka tidak dilakukan proses tanya jawab dan pengambilan keputusan This third Meeting agenda was reportation, so questions and answers and decision making process were not conducted


Agenda Agenda

Pertama First

Keputusan RUPST Resolution of Annual RUPS

1. 2.

1. 2.

Realisasi Accomplishment


Agenda Agenda

Keempat Fourth

Kelima Fifth

Keputusan RUPST Resolution of Annual RUPS

1.

Menyetujui mengangkat Ibu Rita Gosal sebagai Direktur Perseroan, untuk masa jabatan terhitung sejak ditutupnya Rapat ini dan berlaku efektif setelah mendapatkan persetujuan dari Otoritas Jasa Keuangan dan mengangkat Bapak Rusli sebagai Wakil Direktur Utama untuk masa jabatan terhitung sejak ditutupnya Rapat ini kecuali Otoritas Jasa Keuangan menentukan lain. 2. Menyetujui mengangkat kembali seluruh anggota Direksi dan Dewan Komisaris Perseroan terhitung sejak ditutupnya Rapat ini. Dengan demikian, terhitung sejak ditutupnya Rapat ini sampai dengan penutupan Rapat Umum Pemegang Saham Tahunan Perseroan yang diadakan pada tahun 2016, susunan anggota Direksi dan Dewan Komisaris Perseroan adalah sebagai berikut: Direksi Direktur Utama : Bapak Daniel Budirahayu Wakil Direktur Utama : Bapak Rusli* Direktur : Bapak Gregorius Andrew Andryanto Haswin. Direktur : Bapak Ramon Marlon Runtu. Direktur Kepatuhan : Bapak Tamunan Direktur : Ibu Rita Gosal** *Kecuali Otoritas Jasa Keuangan menentukan lain. **Berlaku efektif sejak mendapat persetujuan dari Otoritas Jasa Keuangan atas penilaian kemampuan dan kepatutan (Fit and Proper Test). Dewan Komisaris Komisaris Utama : Bapak Oliver Simorangkir Komisaris/Komisaris Independen : Bapak Gunawan Tenggarahardja Komisaris/Komisaris Independen : Bapak Zaenal Abidin Komisaris : Ibu Suzanna Tanojo 3. Memberikan kuasa kepada Direksi Perseroan dengan hak substitusi untuk menyatakan keputusan Rapat mengenai perubahan dan pengangkatan kembali anggota Direksi dan Dewan Komisaris Perseroan dalam akta tersendiri di hadapan Notaris dan melakukan pengurusan penerimaan pemberitahuan kepada Menteri Hukum dan Hak Asasi Manusia Republik Indonesia, serta melakukan segala tindakan yang diperlukan sehubungan dengan keputusan tersebut di atas. 1. To approve the appointment of Mrs. Rita Gosal as Company’s Director, for the term of office which starts from the closing of this meeting and will be effective since the approval of Financial Services Authority, and the appointment of Mr. Rusli as Deputy President Director, for the term of office which starts from the closing of this meeting, unless the Financial Services Authority determines otherwise. 2. To approve the re-appointment of all Company’s Director members and Board of Commissioner, started from the closing of this Meeting. By doing so, started from the closing of this Meeting to the closing of Company’s Annual General Meeting of Shareholders on 2019, the composition of Director members and Board of Commissioners is as follows: Directors President Directors : Mr. Daniel Budirahayu. Deputy President Director : Mr. Rusli* Director : Mr. Gregorius Andrew Andryanto Haswin. Director : Bapak Ramon Marlon Runtu. Director of Compliance : Mr. Tamunan. Director : Mrs. Rita Gosal**. *Unless the Financial Services Authority determines otherwise. **Effective since the approval of Financial Services Authority upon the assessment of Fit & Proper Test. Board of Commissioners President Commissioner : Mr. Oliver Simorangkir. Commissioner/ Independent Commissioner: Mr. Gunawan Tenggarahardja Commissioner/ Independent Commissioner: Mr. Zaenal Abidin. Commissioner : Mrs. Suzanna Tanojo.


Setuju (Jumlah Suara dan persentase) Agree (Numbers and Percentage of Votes)



100%

-

-



3.

To authorize the Company’s Directors with substitution right to deliver the decree of the Meeting concerning the amendment and re-appointment of Company’s Director members and Board of Commissioners on a separate deed in the presence of a notary, and to handle notification receipt for the Ministry of Laws and Human Rights of Republic of Indonesia, and to perform any required action in relation with the above decree.

1.

Menyetujui untuk memberi kuasa dan wewenang kepada wakil pemegang saham Perseroan yaitu PT. Victoria Investama, Tbk untuk menetapkan besarnya honorarium anggota Dewan Komisaris untuk tahun 2016. Menyetujui pelimpahan kuasa kepada Dewan Komisaris Perseroan untuk menetapkan pembagian tugas dan wewenang anggota Direksi serta besarnya gaji dan tunjangan para anggota Direksi untuk tahun 2016. To approve and authorize the representation of Company’s shareholders, that is PT Victoria Investama, Tbk., to set honorarium for the member of Board of Commissioners for 2016 approve transfer of power to the member of Company’s Board of Commissioner to set task and authority distribution, as well as salary and allowances of Director members for 2016.

100%

-

-


Menyetujui untuk memberikan wewenang kepada Dewan Komisaris Perseroan untuk menunjuk Kantor Akuntan Publik yang terdaftar di Otoritas Jasa Keuangan (OJK) untuk mengaudit Laporan Keuangan Perseroan untuk tahun buku 2016 dengan memperhatikan rekomendasi dari Komite Audit dan memberikan kuasa kepada Direksi untuk menetapkan jumlah honorarium dan persyaratan lain sehubungan dengan penunjukan Kantor Akuntan Publik tersebut. To approve the authority of Company’s Board of Commissioner to appoint a Public Accounting Firm registered in Financial Services Authority to audit Company’s Financial Statement for 2016 financial year by taking into account the recommendation of Audit Committee and to authorize the Director members to set honorarium and other requirements in relation with the appointment

100%

-

-


2. 1. 2.

Keenam Sixth

278

279

2016 Annual Report


PELAKSANAAN RUPS LUAR BIASA TAHUN 2016

EXTRAORDINARY GMS 2016

Pelaksanaan RUPS Luar Biasa tahun 2016 dilaksanakan sebanyak 3 (tiga) kali. Berikut pelaksanaan RUPS Luar Biasa selama Tahun 2016.

Extraordinary GMS 2016 is held 3 (three) times. Below is the implementation.

RUPS LUAR BIASA 29 FEBRUARI 2016

EXTRAORDINARY GMS ON THE 29TH OF FEBRUARY 2016

Tahapan pelaksanaan RUPS Luar Biasa tanggal 29 Februari 2016 Tergambar dalam tabel berikut

The stages of the implementation of Extraordinary GMS on February 29, 2016 are shown in the following table

Tabel Pelaksanaan RUPS Luar Biasa 29 Februari 2016 Table of the Implementation of the Extraordinary GMS on February 29, 2016 Pemberitahuan Notification


Undangan Invitation

Diberitahukan pada tanggal 14 Januari 2016 kepada Otoritas Jasa Keuangan.

Diumumkan pada tanggal 21 Januari 2016, melalui iklan di surat kabar harian Investor Daily

Diumumkan pada tanggal 5 Februari 2016, melalui iklan di surat kabar harian Investor Daily

Financial Services Authority was notified on the 14th of January 2016

Announced on 21st of January 2016, via advertisements on Investor Daily

Announced on 5th of February 2016, via Investor Daily

Pelaksanaan Implementation RUPS Luar Biasa dilaksanakan pada Senin, 29 Februari 2016 pada pukul 10.30 WIB - selesai bertempat di Graha BIP, Function Hall Lt. 11, Jalan Jend. Gatot Subroto Kav. 23, Jakarta 12930. Extraordinary GMS was held on 29th of February 2016, at 10.30 GMT +7 - end, in Graha BIP, Function Hall Fl. 11, Jl. Gatot Subroto Kav 23, Jakarta 12930

Hasil RUPS Result of GMS Diumumkan pada tanggal 2 Maret 2016, melalui iklan di surat kabar harian Investor Daily Announced on 2nd of March 2016, via Investor Daily

AGENDA RUPS LUAR BIASA TAHUN 2016

AGENDA OF 2016 EXTRAORDINARY GMS

Adapun agenda RUPS Luar Biasa tanggal 29 Februari 2016 yaitu Perubahan susunan Pengurus Perseroan.

The agenda of Extraordinary GMS on 29th of February 2016 is Amendment of Company’s Management Composition.

Rekapitulasi KEHADIRAN PADA RUPS LUAR BIASA 29 FEBRUARI 2016

ATTENDANCE RECAPITULATION OF THE EXTRAORDINARY GMS on FEBRUARY 29, 2016

Dewan Komisaris dan Direksi yang hadir dalam RUPS Luar Biasa adalah sebagai berikut

Members of the Board of Commissioners and Board of Directors present at the Extraordinary GMS were as follows

Tabel Rekapitulasi Kehadiran pada RUPS Luar Biasa 29 Februari 2016 Table of Attendance Recapitulation of the Extraordinary GMS on February 29, 2016 Nama Name

Jabatan Position

Hadir Present

Tidak Hadir Absence

Oliver Simorangkir


√

-

Zaenal Abidin

Komisaris/Komisaris Independen Independent Commissioner

√

-

Gunawan Tenggarahardja

Komisaris/Komisaris Independen Independent Commissioner

√

-

Suzanna Tanojo


-

√

Daniel Budirahayu


√

-

Gregorius Andrew Andyanto Haswin

Direktur Director

√

Ramon Marlon Runtu

Direktur Director

√

-

Tamunan

Direktur Kepatuhan Compliance Director

√

-

280



KEPUTUSAN RUPS LUAR BIASA 29 Februari 2016

THE DECISION OF THE EXTRAORDINARY GMS on February 29, 2016

Keputusan RUPS Luar Biasa telah menyetujui yang pada pokoknya adalah sebagai berikut.

The resolution of Extraordinary GMS has basically approved as follows.

Tabel Keputusan Rups Luar Biasa 29 Februari 2016 Table of the Extraordinary GMS Decision on February 29, 2016

Keputusan RUPSLB

1.

Menyetujui mengangkat Bapak Rusli sebagai Direktur Perseroan, terhitung sejak ditutupnya Rapat sampai dengan penutupan Rapat Umum Pemegang Saham tahunan Perseroan yang diadakan pada tahun 2016. Pengangkatan Bapak Rusli sebagai Direktur tersebut di atas berlaku efektif setelah mendapat persetujuan dari Otoritas Jasa Keuangan atas penilaian kemampuan dan kepatutan (Fit and Proper Test) dan memenuhi Peraturan Perundangundangan yang berlaku. Dengan demikian, terhitung sejak ditutupnya Rapat sampai dengan penutupan Rapat Umum Pemegang Saham Tahunan Perseroan yang diadakan pada tahun 2016, susunan anggota Direksi dan Dewan Komisaris Perseroan adalah sebagai berikut. Direksi Direktur Utama Direktur Direktur Direktur Kepatuhan Direktur

Setuju (Jumlah Tidak Setuju Abstain Suara/ (Jumlah (Jumlah Persentasi) Suara/%) Suara/%) Realisasi Agree Resolution Of Extraordinary Gms Disagree Abstaince Accomplishmet (Numbers/ (Numbers of (Numbers of Percentage the Vote/%) the Vote/%) of the Votes) 100%

-

-


1

To approve the appointment of Mr. Rusli as Company’s Director, started from the closing of this Meeting to the closing of Company’s 2016 Extraordinary GMS.

The appoint will be effective since the approval of Financial Services Authority upon the evaluation of Fit and Proper and dan to comply with the prevailing regulations.

By doing so, started from the closing of this Meeting to the closing of 2016 Company’s Annual GMS, the composition of Company’s Director members and Board of Commissioners is as follows. Directors President Directors : Mr. Daniel Budirahayu. Director : Mr. Gregorius Andrew Andryanto Haswin. Director : Mr. Ramon Marlon Runtu.

: Bapak Daniel Budirahayu : Bapak Gregorius Andrew Andryanto Haswin : Bapak Ramon Marion Runtu : Bapak Tamunan : Bapak Rusli*

Director of Compliance: Mr. Tamunan. Director: Mr. Rusli*. *Effective since the approval of Financial Services Authority upon the assessment of Fit & Proper Test. Board of Commissioners President Commissioner : Mr. Oliver Simorangkir. Commissioner /Independent Commissioner :Mr. Gunawan Tenggarahardja Commissioner/ Independent Commissioner : Mr. Zaenal Abidin. Commissioner : Mrs. Suzanna Tanojo.

*Pengangkatan Bapak Rusli berlaku efektif setelah mendapat Persetujuan Otoritas Jasa Keuangan atas penilaian kemampuan dan kepatutan (Fit and Proper Test). Dewan Komisaris Komisaris Utama : Bapak Oliver Simongkir Komisaris/ Komisaris Independen : Bapak Gunawan Tenggarahardja Komisaris/ Komisaris Independen : Bapak Zaenal Abidin Komisaris : Ibu Suzanna Tanojo

2. 2.

Memberikan kuasa kepada Direksi Perseroan dengan hak substitusi untuk menyatakan keputusan rapat mengenai perubahan anggota Direksi dalam akta tersendiri di hadapan Notaris dan untuk memohon pemberitahuan kepada Menteri Hukum dan Hak Asasi Manusia Republik Indonesia sehubungan dengan perubahan anggota Direksi Perseroan tersebut di atas, serta melakukan segala tindakan yang diperlukan dan disyaratkan oleh peraturan perundang-undangan yang berlaku.

To authorize the Company’s Directors with substitution right to deliver the decree of the Meeting concerning the amendment and reappointment of Company’s Director members and Board of Commissioners on a separate deed in the presence of a notary, and to handle notification receipt for the Ministry of Laws and Human Rights of Republic of Indonesia, and to perform any required action in relation with the above decree.

281

2016 Annual Report


RUPS LUAR BIASA 7 SEPTEMBER 2016

THE EXTRAORDINARY GMS on SEPTEMBER 7, 2016

Tahapan Pelaksanaan Rapat Umum Pemegang Saham Luar Biasa tergambar dalam tabel berikut.

The stages of the implementation of the Extraordinary GMS are shown in the following table

Tabel Pelaksanaan RU PS Luar Biasa 7 September 2016 Table of the Implementation of the Extraordinary GMS on September 7, 2016 Pemberitahuan Notification


Undangan Invitation

Pelaksanaan Implementation

Diberitahukan pada tanggal 25 Juli 2016 kepada Otoritas Jasa Keuangan.

Diumumkan pada tanggal 1 Agustus 2016, melalui iklan di surat kabar harian Kontan

Diumumkan pada tanggal 16 Agustus 2016, melalui iklan di surat kabar harian Kontan

Financial Services Authority was notified on the 25th of July 2016

Announced on the 1st of August 2016, via advertisements on Kontan newspaper

Announced on the 1st of August 2016, via advertisements on Kontan newspaper

RUPS Luar Biasa dilaksanakan pada Rabu, 7 September 2016 pada pukul 10.00 WIB - selesai bertempat di Graha BIP, Function Hall Lt. 11, Jalan Jend. Gatot Subroto Kav. 23, Jakarta 12930. The Extraordinary GMS was held on Wednesday, 7th of September 2016 at 10.00 GMT +7 – end, in Graha BIP, Function Hall Fl. 11, Jalan Jend. gatot Subroto Kav. 23, Jakarta 12930.

Hasil RUPS Result of GMS Diumumkan pada tanggal 9 September 2016, melalui iklan di surat kabar harian Kontan Announced on the 1st of August 2016, via advertisements on Kontan newspaper

AGENDA RUPS LUAR BIASA 7 September 2016

THE EXTRAORDINARY GMS AGENDA on September 7, 2016

Adapun agenda RUPS Luar Biasa tanggal 7 September 2016 yaitu Perubahan susunan Pengurus Perseroan.

The agenda of Extraordinary GMS on 7th of September 2016 is the Change of Company’s Management Composition.

Rekapitulasi KEHADIRAN PADA RUPS September 2016

Luar Biasa 7

ATTENDANCE RECAPITULATION OF THE EXTRAORDINARY GMS on September 7, 2016

Dewan Komisaris dan Direksi yang hadir dalam RUPS Luar Biasa adalah sebagai berikut.

Members of the Board of Commissioners and Board of Directors present at the Extraordinary GMS were as follows.

Tabel Rekapitulasi Kehadiran Pada Rups Luar Biasa 7 September 2016 Table of Attendance Recapitulation of the Extraordinary GMS on September 7, 2016 Nama Name

Jabatan Position

Hadir Present

Tidak Hadir Absence

Oliver Simorangkir

Komisaris Utama / President Commissioner

√

-


Komisaris Independen / Independent Commissioner

√

-

Zaenal Abidin Ph.D


√

-

Suzanna Tanojo

Komisaris / Commissioner

-

√

Daniel Budirahayu

Direktur Utama / President Director

√

-

Rusli

Wakil Direktur Utama / Deputy President Director

√

-


Direktur / Director

√

-

Ramon Marlon Runtu

Direktur / Director

-

√

Tamunan


√

-

Rita Gosal

Direktur

-

√

282



KEPUTUSAN RUPS LUAR BIASA 7 SEPTEMBER 2016

THE EXTRAORDINARY GMS DECISION ON SEPTEMBER 7, 2016


The Extraordinary GMS Decision has approved the following.

Keputusan RUPSLB

Menerima dan menyetujui penguduran diri Bapak Gregorius Andrew Andryanto Haswin dari jabatannya sebagai Direktur Perseroan terhitung sejak tanggal ditutupnya rapat ini dengan ucapan terima kasih atas sumbangan tenaga dan pikiran yang diberikan selama menjabat sebagai anggota Direksi dan membebaskan dari tanggung jawab dan segala tanggungan (acquit et de charge) atas tindakan pengurusan yang dijalankan sepanjang disetujui oleh Rapat Umum Pemegang Saham Tahunan 2016 yang diselenggarakan di tahun 2017. Dengan demikian, terhitung sejak ditutupnya Rapat ini sampai dengan penutupan Rapat Umum Pemegang Saham Tahunan Perseroan yang diadakan pada tahun 2019, susunan anggota Direksi dan Dewan Komisaris Perseroan adalah sebagai berikut: Direksi Direktur Utama : Bapak Daniel Budirahayu Direktur* : Bapak Rusli Direktur : Bapak Ramon Marlon Runtu Direktur Kepatuhan : Bapak Tamunan Direktur : Ibu Rita Gosal *Bapak Rusli telah diangkat menjadi Wakil Direktur pada RUPS Tahunan yang diselenggarakan pada tanggal 24 Juni 2016 yang berlaku efektif sejak mendapat persetujuan dari Otoritas Jasa Keuangan atas penilaian kemampuan dan kepatutan (Fit and Proper Test). Dewan Komisaris Komisaris : Bapak Oliver Simorangkir Komisaris/ Komisaris Independen : Bapak Gunawan Tenggarahardja Komisaris/ Komisaris Independen : Bapak Zaenal Abidin Komisaris : Ibu Suzanna Tanojo Memberikan kuasa kepada Direksi Perseroan dengan hak subsitusi untuk menyatakan keputusan rapat mengenai perubahan anggota Direksi Perseroan dalam akta tersendiri di hadapan Notaris dan untuk memohon pemberitahuan kepada Menteri Hukum Dan Hak Asasi Manusia Republik Indonesia sehubungan dengan perubahan anggota Direksi Perseroan tersebut di atas, serta melakukan segala tindakan yang diperlukan dan disyaratkan oleh peraturan perundang-undangan yang berlaku.

Setuju (Jumlah Suara/ Persentasi) Agree (Numbers/ Percentage of the Votes) 99,54% Dari seluruh saham dengan hak saham yang hadir 99.54% of the whole shares with the rights of shares are present

Abstain Tidak Setuju (Jumlah (Jumlah Suara/%) Suara/%) Realisasi Resolution of Extraordinary GMS Abstained Accomplishment Disagree (Numbers/% (Numbers/% of the Votes) of the Votes) -

0,46% Dari seluruh saham dengan hak saham yang hadir. 0.46% of the whole shares with the rights of shares are present


To receive well and approve the resignation of Mr. Gregorius Andrew Andryanto Haswin for his position as the Company’s Director, since the closing of this meeting, followed by acknowledgement for his contribution during his term as the Director members, and absolve him from responsibility and any liability (acquit et de charge) upon any management actions as long as it is approved by 2016 Annual GMS which will be held in 2017. By doing so, starting from the closing of this Meeting to the closing of Company’s 2019 Annual GMS, the composition of Company’s Director members and Board of Commissioner is as follows: Directors President Director : Mr. Daniel Budirahayu. Director* : Mr. Rusli. Director : Mr. Ramon Marlon Runtu. Director of Compliance : Mr. Tamunan. Director : Mrs. Rita Gosal. *Mr. Rusli has been appointed to be Deputy President Director in the Annual GMS held on 24th of June 2016 and effective since the approval of Financial Services Authority upon the assessment of Fit n Proper Test. Board of Commissioners Comissioner : Mr. Oliver Simorangkir. Comissioner/ Independence Comissioner : Mr. Gunawan Tenggarahardja. Comissioner/ Independence Comissioner : Mr. Zaenal Abidin. Commissioner : Mrs. Suzanna Tanojo. To authorize Company’s substitution rights to deliver meeting’s resolution on the amendment of Company’s Director members in a separate deed, and propose notification to the Ministry of Laws and Human Rights of Republic of Indonesia in relation with the amendment of the above Director members, and to perform any actions required by the prevailing regulations.

283

2016 Annual Report


RUPS LUAR BIASA 18 NOVEMBER 2016

THE EXTRAORDINARY GMS ON 18 NOVEMBER 2016

Tahapan pelaksanaan Rapat umum Pemegang Saham Luar Biasa tanggal 18 November 2016 tergambar dalam tabel berikut.

The stages of the implementation of Extraordinary General Meeting of Shareholders on November 18, 2016 are described in the following table.

Tabel Pelaksanaan RUPS Luar Biasa 18 November 2016 Table of the implementation of Extraordinary GMS on 18 November 2016 Pemberitahuan Notification


Undangan Invitation


Diberitahukan pada tanggal 5 Oktober 2016 kepada Otoritas Jasa Keuangan.

Diumumkan pada tanggal 12 Oktober 2016, melalui iklan di surat kabar harian kontan

Diumumkan pada tanggal 27 Oktober 2016, melalui iklan di surat kabar harian kontan

Financial Services Authority was notified on 5th of October 2016

Announced on the 12th of October 2016, via advertisements on Kontan newspaper

Announced on the 27th of October2016, via advertisements on Kontan newspaper

RUPS Luar Biasa dilaksanakan pada Jumat, 18 November 2016 pada pukul 10.00 WIB - selesai bertempat di Graha BIP, Function Hall Lt. 11, Jalan Jend. Gatot Subroto Kav. 23, Jakarta 12930. Extraordinary GMS was held on Friday, 18th of November 2016, 10.00 WIB – end, in Graha BIP, Function Hall Lt. 11, Jalan Jend. gatot Subroto Kav. 23, Jakarta 12930.

Hasil RUPS Result of GMS Diumumkan pada tanggal 22 November 2016, melalui iklan di surat kabar harian kontan

Announced on the 22th of November 2016, via advertisements on Kontan newspaper

AGENDA RUPS LUAR BIASA 18 NOVEMBER 2016

THE EXTRAORDINARY GMS AGENDA ON NOVEMBER 18, 2016

Adapun agenda RUPS Luar Biasa tanggal 18 November 2016 yaitu: 1. Penambahan Modal Tanpa Hak Memesan Efek Terlebih Dahulu 2. Perubahan Susunan Pengurus Perseroan.

The agenda of extraordinary GMS on 18th of November 2016 are: 1. Capital Increases without Pre-emptive Rights

Rekapitulasi KEHADIRAN PADA RUPS LUAR BIASA 18 NOVEMBER 2016

ATTENDANCE RECAPITULATION OF THE EXTRAORDINARY GMS ON NOVEMBER 18, 2016

Dewan Komisaris dan Direksi yang Hadir dalam RUPS Luar Biasa adalah sebagai berikut.

Members of the Board of Commissioners and Board of Directors Present at the Extraordinary GMS were as follows.

2. Change of Company’s Management Composition.

Tabel Rekapitulasi Kehadiran Pada Rups Luar Biasa 18 November 2016 Table of Attendance Recapitulation of the Extraordinary GMS on November 18, 2016 Nama Name

Jabatan Position

Hadir Present

Tidak Hadir Absence

Oliver Simorangkir


√

-

Zaenal Abidin


√

-



√

-

Suzanna Tanojo


-

√

Daniel Budirahayu


√

-

Rusli

Wakil Direktur Utama Deputy President Director

√

Ramon Marlon Runtu

Direktur Director

√

-

Tamunan


√

-

Rita Gosal

Direktur Director

√

-

284



KEPUTUSAN RUPS LUAR BIASA 18 NOVEMBER 2016

THE EXTRAORDINARY GMS DECISION ON NOVEMBER 18, 2016


The decision of the Extraordinary GMS has approved the followings.

Tabel Keputusan Rups Luar Biasa 18 November 2016 Table of the Extraordinary GMS Decisions on November 18, 2016

Keputusan RUPST Resolution of Extraordinary GMS

Agenda Agenda

Pertama First

1.

2.

1.

2.

Menerima baik dan menyetujui Penambahan modal Perseroan Tanpa Hak Memesan Efek Terlebih Dahulu dengan jumlah sebanyak-banyaknya sebesar 10% (sepuluh persen) dari modal disetor dengan jumlah sebanyak-banyaknya Rp.789.065.382 (tujuh ratus delapan puluh sembilan juta enam puluh lima ribu ti ga ratus delapan puluh dua) saham. Merubah pasal 4 ayat 2 Anggaran Dasar Perseroan yaitu meningkatkan modal ditempatkan dan disetor Perseroan dari 7.890.653.827 (tujuh miliar delapan ratus sembilan puluh juta enam ratus lima puluh tiga ribu delapan ratus dua puluh tujuh) saham atau berjumlah sebesar Rp.789.065.382.700 (tujuh ratus delapan puluh sembilan miliar enam puluh lima juta tiga ratus delapan puluh dua ribu tujuh ratus rupiah) menjadi sejumlah sebanyak-banyaknya Rp. 8.679.719.209 (delapan miliar enam ratus tujuh puluh sembilan juta tujuh ratus sembilan belas ribu dua ratus sembilan) saham atau sebesar sebanyak-banyaknya Rp.867.971.920.900 (delapan ratus enam puluh tujuh miliar sembilan ratus tujuh puluh satu juta sembilan ratus dua puluh ribu sembilan ratus rupiah). Memberikan kewenangan dan kuasa kepada Dewan Komisaris Perseroan untuk melaksanakan keputusan Rapat, menyatakan realisasi jumlah saham yang dikeluarkan dalam penambahan modal tanpa memberikan HMETD dan menetapkan kepastian jumlah modal ditempatkan dan disetor serta menyatakan perubahan pasal 4 ayat 2 dan 3 Anggaran Dasar Perseroan di hadapan Notaris, sehubungan dengan peningkatan modal ditempatkan dan disetor Perseroan dan untuk memohon pemberitahuan kepada Menteri Hukum Dan Hak Asasi Manusia Republik Indonesia sehubungan dengan perubahan pasal 4 ayat 2 dan 3 Anggaran Dasar Perseroan serta melakukan segala tindakan yang diperlukan dan disyaratkan oleh peraturan perundang-undangan yang berlaku. To receive well and approve Company’s Capital Increases Without Pre-emptive Rights with a maximum amount of 10% (ten percent) of the paid up capital with a maximum amount of 789.065.382 (seven hundred eighty nine million sixty five thousand three hundred and eighty two) shares. To amend article 4 verse 2 the Articles of Association, that is to increase issued capital dan oaiduo capital from 7.890.653.827 (seven billion eight hundred ninety million six hundred fifty three thousand eight hundred and twenty seven) shares or equal to IDR789.065.382.700 (seven hundred eighty nine billion sixty five million three hundred eighty two thousand hundred rupiah) to a maximum amount of 8.679.719.209 (eight billion six hundred seventy nine million seven hundred nineteen thousand two hundred and nine) shares or a maximum amount of IDR867.971.920.900 (eight hundred sixty seven billion nine hundred seventy one million nine hundred twenty thousand nine hundred rupiah To provide Board of Commissioners with authority and powers to implement Meeting’s resolution, to state the realization of share numbers issued to increase the capital without pre-emptive rights and determain the certainty of issued capital as well as paid up capital and declare the amendment of article 4 verse 2 and 3 of Articles of Association in the presence of a notary, in relation with the increases of Company’s issued capital and paid up capital and to request notification to the Ministry of Laws and Human Rights of Republic of Indonesia concerning the amendment of article 4 verse 2 and 3 of the Company’s Articles of Association and any actions needed and required by the prevailing regulation



95,55%

-

Abstain (Jumlah Suara dan Persentase) Realisasi Abstain (Number and Accomplishment Percentage of Votes 4,45%


2016 Annual Report


Agenda Agenda

Kedua Second

1.

Menerima pengunduran diri Nyonya Suzanna Tanojo dari jabatannya selaku Komisaris Perseroan dengan ucapan terima kasih atas sumbangan tenaga dan pikiran yang diberikan selama menjabat sebagai anggota Dewan Komisaris dan membebaskan dari tanggung jawab dan segala tanggungan (acquit et de charge) atas tindakan pengawasan yang dijalankan sepanjang disetujui oleh Rapat Umum Pemegang Saham Tahunan 2016 yang diselenggarakan di tahun 2017. 2. Mengangkat Nyonya Debora Wahjutirto Tanoyo sebagai Komisaris Perseroan, terhitung sejak ditutupnya Rapat sampai dengan penutupan RUPS Tahunan Perseroan yang diadakan pada tahun 2019. 3. Pengangkatan Komisaris Perseroan tersebut berlaku setelah mendapat persetujuan dari Otoritas Jasa Keuangan atas penilaian kemampuan dan kepatutan (fit and proper test) dan memenuhi peraturan perundang-undangan yang berlaku. Dengan demikian, terhitung sejak ditutupnya Rapat ini sampai dengan penutupan Rapat Umum Pemegang Saham Tahunan Perseroan yang diadakan pada tahun 2019, maka susunan anggota Direksi dan Dewan Komisaris Perseroan adalah sebagai berikut: Direksi Direktur Utama : Tuan Daniel Budirahayu Wakil Direktur Utama : Tuan Rusli Direktur : Nyonya Rita Gosal Direktur : Tuan Ramon Marlon Runtu Direktur kepatuhan : Tuan Tamunan Dewan Komisaris Komisaris Utama : Tuan Oliver Simorangkir Komisaris/Komisaris Independen : Tuan Gunawan Tenggarahardja Komisaris/Komisaris Independen : Tuan Zaenal Abidin Komisaris : Nyonya Debora Wahjutirto Tanoyo* *berlaku efektif setelah mendapat persetujuan dari Otoritas Jasa Keuangan atas penilaian kemampuan dan kepatutan (fit and proper test). 4. Memberikan kuasa kepada Direksi Perseroan dengan hak substitusi untuk menyatakan keputusan Rapat mengenai perubahan anggota Dewan Komisaris Perseroan dalam akta tersendiri di hadapan Notaris dan untuk memohon pemberitahuan Kepada Menteri Hukum Dan Hak Asasi Manusia Republik Indonesia sehubungan dengan perubahan Anggota Dewan Komisaris Perseroan tersebut di atas, serta melakukan segala tindakan yang diperlukan dan disyaratkan oleh peraturan perundang-undangan yang berlaku. 1.

2. 3.

To accept the resignation of Mrs. Suzanna Tanojo from his position as the Company’s Commissioner, followed by acknowledgement for his contribution during her term as the member of Board of Commissioners, and to absolve her from responsibility and any liability (acquit et de charge) upon any supervision actions as long as it is approved by 2016 Annual General Meeting of Shareholders which will be held in 2017 To appoint Mrs. Debora Whajutirto Tanoyo as the Company’s Commissioner, starts from the closing of this Meeting to the closing of Company’s Annual GMS which will be held in 2019 The appointment of Company’s Commissioner will be effective since since the approval of Financial Services Authority upon the evaluation of Fit and Proper Test and to comply with the prevailing regulations. By doing so, started from the closing of this Meeting to the closing of Company’s 2019 Annual GMS, the composition of Company’s members of Board of Director and Board of Commissioners is as follows: Directors President Directors : Mr. Daniel Budirahayu. Vice President : Mr. Rusli Director : Mrs. Rita Gosal Director : Bapak Ramon Marlon Runtu. Director of Compliance : Mr. Tamunan. Board of Commissioners President Commissioner : Mr. Oliver Simorangkir. Commissioner/ Independent Commissioner : Mr. Gunawan Tenggarahardja Commissioner/ Independent Commissioner : Mr. Zaenal Abidin. Commissioner : Nyonya Debora Wahjutirto Tanoyo*.

* Effective after the approval of Financial Services Authority upon the assessment of Fit & Proper Test.

4.

To authorize the Company’s Directors with substitution right to deliver the decree of the Meeting concerning the amendment and re-appointment of Company’s Director members and Board of Commissioners on a separate deed in the presence of a notary, and to handle notification receipt for the Ministry of Laws and Human Rights of Republic of Indonesia, and to perform any required action in relation with the above decree.

285




95,55%

-

Abstain (Jumlah Suara dan Persentase) Realisasi Abstain (Number and Accomplishment Percentage of Votes 4,45%


286


PELAKSANAAN REALISASINYA

RUPS

TAHUNAN

2015


DAN

IMPLEMENTATION OF 2015 ANNUAL GMS AND ITS REALIZATION

Tahapan pelaksanaan RUPS Tahunan 2015 tergambar dalam tabel berikut.

The stages of the implementation of 2015 Annual GMS are described in the following table.

Tabel Pelaksanaan RUPS Tahunan 2015 Table of the Implementation of the 2015 Annual GMS Pemberitahuan Notification


Undangan Invitation


Hasil RUPS Result of GMS


Diumumkan pada tanggal 20 Mei 2015, melalui iklan di surat kabar harian Investor Daily dan harian Media Indonesia

Diumumkan pada tanggal 04 Juni 2015, melalui iklan di surat kabar harian Investor Daily dan harian Media Indonesia

RUPS tahunan dilaksanakan pada 26 Juni 2015 pada pukul 09.00 WIB – berakhir, bertempat di Graha BIP Function Hall Lt.11 Jalan Jend.Gatot Subroto Kav.23, Jakarta 12930.

Diumumkan pada tanggal 30 Juni 2015, melalui iklan di surat kabar harian Investor Daily dan harian Media Indonesia


Announced on May 20, 2015, through an advertisement on Investor daily newspaper and Media Indonesia daily newspaper

Announced on June 4, 2015, through an advertisement on Investor daily newspaper and Media Indonesia daily newspaper

Annual General Meeting of Shareholders was held on June 26, 2015 at 09:00 WIB - Finish, located in Graha BIP Function Hall Lt.11 Jend. Gatot Subroto Street Kav.23, Jakarta 12930.

Announced on June 30, 2015, through an advertisement on Investor daily newspaper and Media Indonesia daily newspaper

AGENDA RUPS TAHUNAN 2015

THE AGENDA OF 2015 GMS

RUPS Tahunan 2015 diselenggarakan dengan agenda sebagai berikut. 1. Laporan Tahunan Perseroan termasuk laporan Direksi dan pengesahan Laporan Keuangan Tahunan serta Laporan Tugas Pengawasan Dewan Komisaris untuk tahun buku yang berakhir pada tanggal 31 Desember 2014. 2. Penetapan penggunaan laba bersih Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2014. 3. Perubahan Susunan Direksi dan Dewan Komisaris.

2015 Annual GMS held with the following agenda.

5. Penunjukan Akuntan Publik untuk mengaudit buku-buku Perseroan untuk tahun buku 2015 dan pemberian kuasa kepada Direksi untuk penetapan honorarium Akuntan Publik tersebut serta persyaratan lain penunjukannya.

1 The Bank Annual Report including the Board of Directors’ reports and Annual Financial Report as well as Supervisory Report of the Board of Commissioners for the fiscal year ended December 31, 2014. 2 Establishment of the Bank’s net profit usage for the year ended December 31, 2014. 3 Change in the Board of Directors and Board of Commissioners composition 4 The delegation of power and authority to the representatives of shareholders to determine the honorarium of the members of the Board of Commissioners, the delegation of power and authority to the Board of Commissioners to assign roles and responsibilities of the Board of Directors as well as determining the salary and allowances of the members of the Board of Directors. 5 The appointment of Public Accountant to audit the Bank’s books for the financial year of 2015 and granting authority to the Board of Directors to determine the Public Accountant’s honorarium and other appointment requirements.

KEHADIRAN RUPS TAHUNAN 2015

ATTENDANCE OF 2015 GMS

Dewan Komisaris dan Direksi yang hadir dalam RUPS Tahunan 2015 adalah sebagai berikut.

Members of the Board of Commissioners and Board of Directors present at the 2015 Annual GMS were as follows.

4. Pemberian kuasa dan wewenang kepada wakil pemegang saham untuk menetapkan besarnya honorarium anggota Dewan Komisaris, pemberian kuasa dan wewenang kepada Dewan Komisaris untuk menetapkan pembagian tugas dan wewenang Direksi serta besarnya gaji dan tunjangan para anggota Direksi.

Tabel Kehadiran Rups Tahunan 2015 Table of Attendance of 2015 Annual GMS Nama Name

Jabatan Position

Hadir Present

Tidak Hadir Absence

Daniel Budirahayu


√

-

Zaenal Abidin


√

-



√

-

Suzanna Tanojo


√

-

287

2016 Annual Report

Nama Name


Jabatan Position

Hadir Present

Tidak Hadir Absence

Eko Rachmansyah Gindo


√

-

Soewandy

Wakil Direktur Utama / Deputy President Director

√

-


Direktur / Director

√

-

Ramon Marlon Runtu

Direktur / Director

√

-

Oliver Simorangkir

Direktur / Director

√

-

Tamunan

Direktur Kepatuhan / Director of Compliance

√

-

KEPUTUSAN RUPS TAHUNAN 2015 DAN REALISASINYA

DECISION OF 2015 ANNUAL GMS AND ITS REALIZATION

Adapun Keputusan RUPS Tahunan 2015 dan realisasinya dapat dilihat pada tabel berikut.

2015 Annual GMS Decision and its realization can be seen in the following table.

Tabel Keputusan Rups Tahunan 2015 Dan Realisasinya Table of 2015 Annual GMS Decision And Its Realization Setuju (Jumlah Suara dan persentase) Agree (Numbers and Percentage of Votes)



Menerima baik dan menyetujui laporan tahunan Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2014, termasuk laporan Direksi dan laporan tugas pengawasan dewan Komisaris Perseroan; Menerima baik dan menyetujui serta mengesahkan Laporan Keuangan Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2014 yang telah diaudit oleh Kantor Akuntan Publik “Tanudiredja, Wibisana dan Rekan dengan pendapat “wajar” sesuai dengan laporan No.A150330033/DC2/ LLS/I/2015, Tanggal 30 Maret 2015 dengan demikian membebaskan anggota Direksi dan Dewan Komisaris Perseroan dari tanggung jawab dan segala tanggungan (acquit et de charge) atas tindakan pengurusan dan pengawasan yang Direksi dan Dewan Komisaris jalankan selama tahun buku 2014, sepanjang tindakan-tindakan mereka tercantum dalam neraca dan laporan laba rugi Perseroan tahun buku 2014. Receive and approve the Bank’s annual report for the fiscal year ended December 31, 2014 including the reports of the Board of Directors and Supervisory Report of the Board of Commissioners. Received and approved as well as ratified the Bank’s Financial Statements for the financial year ended on December 31, 2014, audited by Public Accounting Firm of “Tanudiredja, Wibisana, & Partners” and obtained “unqualified opinion” according to the report No. A150330033/DC2/LLS/I/2015, on March 30, 2015, thus detaching the members of the Board of Directors and the Board of Commissioners from any responsibility and any liabilities (acquit et de charge) for any management and supervision measures which the Board of Directors and Board of Commissioners have executed in 2014, so long as all their actions are listed in the Bank’s Balance Sheet and Income Statement of the fiscal year of 2014.

100%

-

-


Menyetujui penetapan penggunaan Laba Bersih Bank untuk tahun buku yang berakhir pada tanggal 31 Desember 2014 sebesar Rp105.699.343.308,- dan laba bersih tahun buku 2014 tersebut dipergunakan sebagai berikut. 1. Sebesar Rp25.000.000.000,- digunakan untuk pembentukan dana cadangan guna memenuhi ketentuan pasal 70 Undangundang nomor 40 tahun 2007 tentang Bank Terbatas dan pasal 26 Anggaran Dasar Perseroan. 2. Sisanya sebesar Rp80.699.343.308,- akan dibukukan sebagai laba ditahan. 3. Perseroan tidak memberikan dividen untuk tahun buku 2014.

100%

-

-



Agenda Agenda

Pertama First

1.

2.

1.

2.

Kedua Second

Approve the stipulation of the Bank’s Net Income for the fiscal year ended December 31, 2014 amounting Rp105,699,343,308 and the net income of fiscal year of 2014 and to be used as follows. 1.

2. 3.

Rp25,000,000,000 used for the establishment of a reserve fund in order to comply with the provisions of article 70 of Law Number 40 of 2007 concerning Limited Bank and article 26 of the Articles of Association. The remaining amount of Rp80,699,343,308 will be recorded as retained earnings. The Company did not distribute dividends for the financial year 2014.




Agenda Agenda

Ketiga Third

1.

Menerima pengunduran diri Bapak Eko Rachmansyah Gindo dan Bapak Soewandy dari jabatannya masing-masing sebagai Direktur Utama dan Wakil Direktur Utama dengan ucapan terima kasih atas sumbangan tenaga dan pikiran yang diberikan selama menjabat sebagai anggota Direksi. 2. Mengangkat Bapak Daniel Budirahayu sebagai Direktur Utama Perseroan dan Bapak Oliver Simorangkir sebagai Komisaris Utama Perseroan serta Bapak Muhammad Rakhmadani sebagai Direktur Perseroan, terhitung sejak ditutupnya rapat ini sampai dengan penutupan RUPS Tahunan Perseroan yang diadakan pada tahun 2016. 3. Pengangkatan Direktur Utama, Komisaris Utama dan Direktur tersebut berlaku efektif setelah mendapat persetujuan dari Otoritas Jasa Keuangan atas penilaian kemampuan dan kepatutan (Fit & Proper Test) dan memenuhi Peraturan Perundangundangan yang berlaku. Dengan demikian, terhitung sejak ditutupnya rapat ini sampai dengan penutupan Rapat Umum Pemegang Saham sebagai berikut: Direksi Direktur Utama : Bapak Daniel Budirahayu* Direktur : Bapak Gregorius Andrew Andryanto Haswin Direktur : Bapak Ramon Marlon Runtu Direktur Kepatuhan : Bapak Tamunan Direktur : Bapak Muhammad Rakhmadhani* Dewan Komisaris Komisaris Utama : Bapak Oliver Simorangkir* Komisaris/Komisaris Independen : Bapak Gunawan Tenggarahardja Komisaris/Komisaris Independen : Bapak Zaenal Abidin Komisaris : Ibu Suzanna Tanojo *efektif setelah mendapat Persetujuan Otoritas Jasa Keuangan (Fit and Proper Test). 4. Memberikan kuasa kepada Direksi Perseroan untuk menyatakan keputusan Rapat mengenai perubahan anggota Direksi dan Dewan Komisaris Perseroan dalam akta tersendiri di hadapan Notaris dan untuk memohon pemberitahuan kepada Menteri Hukum dan Hak Asasi Manusia Republik Indonesia sehubungan dengan perubahan anggota Direksi dan Dewan Komisaris Perseroan tersebut di atas, serta melakukan segala tindakan yang diperlukan dan disyaratkan oleh Peraturan PerundangUndangan yang berlaku. 1. Accepted the resignation of Mr. Eko Rachmansyah Gindo and Mr. Soewandy from their position as the Presdient Director and Deputy President Director with gratitude for the contribution of effort and thought given during their tenure as members of the Board of Directors. 2 Appointed Mr. Daniel Budirahayu as the President Director of Company and Mr. Oliver Simorangkir as President Commissioner of the Company and Mr. Muhammad Rakhmadhani as a Director of the Company, as of the closing of this Meeting until the closing of the Annual General Meeting of Shareholders to be held in 2016. 3 Appointment of the President Director, President Commissioner and Director is effective after approval by the Financial Services Authority on the Fit and Proper Test and to comply with the legislation in force. Thus, starting from the closing of this Meeting until the closing of the General Meeting of Shareholders to be held in 2016, the composition of The Board of Directors and Board of Commissioners are as follows: Board of Directors President Director : Mr. Daniel Budi Rahayu * Director : Mr. Gregory Andrew Andryanto Haswin Director : Mr. Ramon Marlon Runtu Compliance Director : Mr. Tamunan Director : Mr. Muhammad Rakhmadhani * Board of Commissioners President Commissioner : Mr. Oliver Simorangkir * Commissioner / Independent Commissioner : Mr. Gunawan Tenggarahardja Independent Commissioner Commissioner / Independent : Mr. Zaenal Abidin, PhD. Commissioner Commissioner : Mrs. Suzanna Tanojo 4.

Provided power to the Board of Directors to declare Meeting resolutions regarding changes to members of the Board of Directors and Board of Commissioners in a separate deed before the Notary and for notification to the Minister of Justice and Human Rights of the Republic of Indonesia in connection with a change of members of the Board of Directors and Board of Commissioners of the above, as well as perform all acts necessary and required by Regulation legislation applicable.

288






100%

-

-

Telah terealisasi

289

2016 Annual Report


Agenda Agenda

Keempat Fourth

1.

2.

Kelima fifth





100%

-

-

Telah terealisasi

100%

-

-

Telah terealisasi

Menyetujui untuk memberi kuasa dan wewenang kepada wakil pemegang saham Perseroan yaitu PT Victoria Investama Tbk untuk menetapkan besarnya honorarium anggota Dewan Komisaris untuk tahun 2015. Menyetujui pelimpahan kuasa kepada Dewan Komisaris Perseroan untuk menetapkan pembagian tugas dan wewenang anggota Direksi serta besarnya gaji dan tunjangan para anggota Direksi untuk tahun 2015.

1.

Approve power and authority delegation to the representatives of Main Shareholders of the Bank, namely PT Victoria Investama, to determine the honorarium for the members of the Board of Commissioners in 2015.

2

Approve authority delegation to the Bank’s Board of Commissioners to assign roles and responsibilities of the members of the Board of Directors as well as its salary and allowances for 2015.


Menyetujui untuk memberikan wewenang kepada Dewan Komisaris Perseroan untuk menunjuk Kantor Akuntan Publik yang terdaftar di Otoritas Jasa Keuangan (OJK) untuk mengaudit Laporan Keuangan Perseroan untuk tahun buku 2015 dengan memperhatikan rekomendasi dari Komite Audit dan memberikan kuasa kepada Direksi untuk menetapkan jumlah honorarium dan persyaratan lain sehubungan dengan penunjukan Kantor Akuntan Publik tersebut. Agree upon granting authority to the Board of Commissioners to appoint Public Accountant registered on the Financial Services Authority (OJK) to audit the Bank’s Financial Statements for the financial year of 2014 with regard to the recommendation of the audit committee and to authorize the Board of Directors to determine the honorarium and other requirements related with the appointment of the Public Accountant.

PELAKSANAAN RUPS LUAR BIASA TAHUN 2015

THE IMPLEMENTATION OF 2015 EXTRAORDINARY GMS

Tahapan Pelaksanaan RUPS Luar Biasa Tahun 2015 tergambar dalam tabel berikut.

The stages of the implementation of 2015 Extraordinary GMS are described in the following table.

Tabel Pelaksanaan RUPS Luar Biasa Tahun 2015 Table of 2015 Extraordinary GMS Pemberitahuan Announcement

Pengumuman Invitation

Undangan Implementation

Pelaksanaan GMS Results

Hasil RUPS Result of GMS


Diumumkan pada tanggal 20 Mei 2015, melalui iklan di surat kabar harian Investor Daily dan harian Media Indonesia. Announced on May 20, 2015, through an advertisement on Investor daily newspaper and Media Indonesia daily newspaper

Diumumkan pada tanggal 04 Juni 2015, melalui iklan di surat kabar harian Investor Daily dan harian Media Indonesia Announced on June 4, 2015, through an advertisement on Investor daily newspaper and Media Indonesia daily newspaper

RUPS Luar Biasa dilaksanakan pada 26 Juni 2015 pada pukul 09.00 WIB – berakhir, bertempat di Graha BIP Function Hall Lt.11 Jalan Jend. Gatot Subroto Kav.23, akarta 12930. Annual General Meeting of Shareholders was held on June 26, 2015 at 09:00 WIB - Finish, located in Graha BIP Function Hall Lt.11 Jend. Gatot Subroto Street Kav.23, Jakarta 12930.

Diumumkan pada tanggal 30 Juni 2015, melalui iklan di surat kabar harian Investor Daily dan harian Media Indonesia Announced on June 30, 2015, through an advertisement on Investor daily newspaper and Media Indonesia daily newspaper

Notified on May 12, 2015 to the Financial Service Authority

AGENDA RUPS LUAR BIASA TAHUN 2015

THE AGENDA OF 2015 EXTRAORDINARY GMS

Agenda RUPS Luar Biasa Tahun 2015 yaitu Perubahan Anggaran Dasar Perseroan antara lain dalam rangka penyesuaian atas diterbitkannya Peraturan Otoritas Jasa Keuangan No. 32/ POJK.04/2014 tentang Rencana dan Penyelenggaraan Rapat Umum Pemegang Saham Perusahaan Terbuka (“POJK No. 32”) dan Peraturan Otoritas Jasa Keuangan N0. 33/POJK.04/2014 tentang Direksi dan Dewan Komisaris Perusahaan Publik (“POJK No.33”).

Amendments to the Articles of Association in the framework of adjustment to the issuance of the Financial Services Authority Regulation No. 32/POJK.04/2014 on the Planning and Organization of the General Meeting of Shareholders of the Public Company (“POJK 32”) and the Financial Services Authority Regulation No. 33/POJK.04/2014 of Board of Directors and Board of Commissioners of Public Companies (“POJK 33”).

290



Rekapitulasi KEHADIRAN PADA RUPS LUAR BIASA TAHUN 2015

ATTENDANCE RECAPITULATION EXTRAORDINARY 2015

ON

2015

ANNUAL

Dewan Komisaris dan Direksi yang hadir pada RUPS Luar Biasa Tahunan 2015 adalah sebagai berikut.

Members of the Board of Commissioners and Board of Directors present at the 2015 Annual Extraordinary GMS were as follows.

Tabel Rekapitulasi Kehadiran Pada Rups Luar Biasa Tahun 2015 Table of Attendance Recapitulation at 2015 Annual Extraordinary GMS Nama Name

Jabatan Position

Hadir Present

Tidak Hadir Not Present

Oliver Simorangkir


√

-

Zaenal Abidin, PhD.

Komisaris Independen / Independent Commissioner Ketua Komite Pemantau Risiko / Head of Risk Monitoring Committee

√

-


Komisaris Independen / Independent Commissioner Ketua Komite Nominasi dan Remunerasi / Head Nomination and Remuneration Committee

√

-

Suzanna Tanojo


√

-

Daniel Budirahayu


√

-


Direktur / Director

√

-

Ramon Marlon Runtu

Direktur / Director

√

-

Tamunan

Direktur Kepatuhan / Director of Compliance

√

-

KEPUTUSAN RUPS LUAR BIASA TAHUNAN 2015

2015 ANNUAL EXTRAORDINARY GMS DECISION

Bank Victoria telah menyelenggarakan RUPS Luar Biasa Tahunan 2015 dengan keputusan sebagai berikut.

Bank Victoria has held an 2015 Annual Extraordinary GMS with the following decision

Tabel Keputusan Rups Luar Biasa Tahunan 2015 Table of 2015 Annual Extraordinary GMS Decision

Keputusan RUPSLB

1.

2.

Menerima dan menyetujui perubahan dan penyusunan kembali anggaran dasar Perseroan antara lain dalam rangka penyesuaian dengan Peraturan Otoritas Jasa Keuangan No.32/POJK.04/2014 tentang Rencana dan Penyelanggaraan Rapat Umum Pemegang Saham Perusahaan Terbuka (“POJK No.32”) dan Peraturan Otoritas Jasa Keuangan No.33/POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten Atau Perusahaan Publik (“POJK No.33”) serta perubahan pasal lainnya dalam anggaran dasar Perseroan sehubungan dengan redaksional, definisi dan referensi untuk disesuaikan dengan POJK No.32/POJK.04/2014 dan POJK No.33/POJK.04/2014 sebagaimana tertera pada lembar perubahan anggaran dasar Perseroan yang telah dibagikan dalam Rapat dan dilampirkan dalam minuta Rapat. Memberikan kuasa kepada Direksi Perseroan dengan hak substitusi untuk menyatakan keputusan rapat mengenai perubahan anggaran dasar Perseroan dalam akta tersendiri di hadapan Notaris dan melakukan pengurusan penerimaan pemberitahuan kepada Menteri Hukum dan Hak Asasi Manusia Republik Indonesia, serta melakukan segala tindakan yang diperlukan sehubungan dengan keputusan tersebut di atas.

Setuju (Jumlah Suara/ Persentasi) Agree (Numbers/ Percentage of the Votes)

Tidak Setuju (Jumlah Suara/%) Disagree (Numbers of the Vote/%)

Abstain (Jumlah Suara/%) Abstaince (Numbers of the Vote/%)

Realisasi Accomplishmet

100%

-

-

Telah terealisasi

Resolution Of Extraordinary Gms

1

2

Accepted and approved budget changes and realignment of the Company article of association to comply with the Financial Services Authority Regulation No. 32/POJK.04/2014 on the Planning and Organization of General Meeting of Shareholders of the Public Company (“POJK 32”) and Financial Services Authority Regulation No. 33/POJK.04/2014 of the Board of Directors and Board of Commissioners of the Issuer or Public Company (“POJK 33”) as well as changes in other chapters in the Company’s articles of association in connection with editorial, definitions and references to be adjusted to POJK No. 32/POJK.04/2014 and POJK No. 33/POJK.04/2014 as listed on the amendment sheet of the Company’s article of association which have been distributed in the Meeting and attached to the minutes of the Meeting. Gave power to the Board of Directors with the right of substitution to declare the decision of the meeting regarding changes to the Company’s articles of association in a separate deed before the Notary and administer the notice receipt to the Minister of Justice and Human Rights of the Republic of Indonesia, and perform all necessary steps in connection with the aforemention decision.

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2016 Annual Report


DEWAN KOMISARIS

BOARD OF COMMISSIONERS

Dewan Komisaris adalah organ Bank yang bertugas dan bertanggung jawab secara kolektif untuk melakukan pengawasan secara umum dan/atau khusus sesuai dengan Anggaran Dasar dan memberikan nasihat kepada Direksi serta memastikan bahwa Bank melaksanakan GCG pada seluruh tingkatan atau jenjang organisasi. Dalam rangka mendukung efektivitas pelaksanaan dan tanggung jawabnya, Dewan Komisaris telah membentuk Komite Audit, Komite Nominasi dan Remunerasi serta Komite Pemantau Risiko. Dalam memenuhi tugas dan tanggung jawab tersebut, Dewan Komisaris wajib bertindak secara independen.

Board of Commissioner is Bank’s organ whose collective tasks and responsibilities are to perform supervision generally and/or sppecifically according to Articles of Association, and to provide advice for Directors, and to ensure that Bank implements GCG at all levels or organization’s organisasi. In order to support the effectiveness of its tasks and responsibility, Board of Commissioner has established the Audit Committee, Nomination and Remuneration Committee, as well as Risk Monitoring Committee. In performing its tasks and responsibility, Board of Commissioner has to act independently.

Dalam melaksanakan tugas, Dewan Komisaris bertanggung jawab kepada RUPS. Pertanggungjawaban Dewan Komisaris kepada RUPS merupakan perwujudan akuntabilitas pengawasan atas pengelolaan perusahaan dalam rangka pelaksanaan prinsipprinsip GCG. Kinerja Dewan Komisaris dievaluasi berdasarkan unsur-unsur penilaian kinerja yang disusun oleh Komite Nominasi dan Remunerasi. Pelaksanaan penilaian dilakukan pada tiap akhir periode tutup buku. Hasil penilaian kinerja Dewan Komisaris disampaikan dalam RUPS.

In performing its tasks, Board of Commissioners is responsible to the GMS. The responsibility of Board of Commissioners to the GMS is the realization of supervision accountability upon Company’s management in implementing GCG principles. The performance of Board of Commissioners is evaluated based on the aspects of performance evaluation which is composed by Nomination and Remuneration Committee. The evaluation is conducted at the end of financial year period, and the evaluation result of the Board of Commissioner is submitted to the Board of Commissioner in the GMS.

REFERENSI PERATURAN

REGULATION REFERENCES

1. Undang-undang No.40 tahun 2007 tentang Perseroan Terbatas 2. Peraturan Otoritas Jasa Keuangan No.33/POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten atau Bank Publik 3. Peraturan Otoritas Jasa Keuangan No.55/POJK.03/2016 tentang Penerapan Tata Kelola bagi Bank Umum

1. Act No: 40 year 2007 on Limited Company

4. Surat Edaran Otoritas Jasa Keuangan Nomor 13/ SEOJK.03/2017 tentang Penerapan Tata Kelola bagi Bank Umum.

2. Regulation of Financial Services Authority No. 33/ POJK.04/2014 on Directors and Board of Commissioners of Issuer or Public Bank 3. Regulation of Financial Services Authority No.55/ POJK.03/2016 on Corporate Governance Implementation for Commercial Bank. 4. Circular Letter of Financial Services Authority 13/ SEOJK.03/2017 on Corporate Governance Implementation for Commercial Bank.

TUGAS DAN KOMISARIS

TASK AND RESPONSIBILITIES COMMISSIONERS

TANGGUNG

JAWAB

DEWAN

OF

BOARD

OF

Dewan Komisaris memiliki fungsi, tugas dan tanggung jawab yang jelas sesuai dengan anggaran dasar dan wewenang yang diberikan oleh RUPS, yang tertuang dalam Pedoman Kerja Dewan Komisaris. Dewan Komisaris bertanggung jawab kepada pemegang saham dalam hal mengawasi kebijakan Direksi terhadap operasional Bank secara umum yang mengacu kepada rencana bisnis yang telah disetujui Dewan Komisaris dan Otoritas Jasa Keuangan, serta memastikan kepatuhan terhadap seluruh peraturan dan perundang-undangan yang berlaku.

Board of Commissioners has apparent functions, tasks, and responsibilities according to articles of association and authority provided by the GMS, which are stated in the Guideline of Board of Commissioners. Board of Commissioners is responsible to the shareholders in supervising Directors’ policies on Bank’s operational generally, which refers to business plans approved by Board of Commissioners and Financial Services Authority, and in ensuring the compliance to all prevailing regulations and acts.

Adapun Tugas dan tanggung jawab Dewan Komisaris sesuai yang diatur dalam Anggaran Dasar Bank sebagai berikut: 1. Tugas dan kewajiban secara Umum a. Menetapkan tugas dan wewenang setiap anggota Direksi sebagaimana isi Anggaran Dasar Bank .

Tasks and responsibilities of Board of Commissioner as set in Articles of Association are as follows: 1. General tasks and liabilities a. To determine tasks and authorities of Board of Directors member as stated in Bank’s Articles of Association. b. To authorize policy direction, business strategies of Bank’s Business Plan, i.e short term plan, (annual work program), meium term plan, and long term plan, which have to be reported to the Financial Services Authority (FSO).

b. Memberikan pengesahan tentang arah kebijakan, strategi usaha dari Rencana Bisnis Bank baik rencana jangka pendek (program kerja tahunan), jangka menengah, maupun jangka panjang, yang wajib dilaporkan kepada Otoritas Jasa Keuangan (OJK).

292


c. Melakukan pengawasan atas pelaksanaan maupun pencapaian Rencana Bisnis. d. Memberikan keputusan tertulis disertai dengan alasanalasan atas transaksi-transaksi yang diusulkan yang melampaui batas wewenang Direksi. e. Menyetujui dan mengevaluasi kebijakan Manajemen Risiko serta mengevaluasi pertanggung jawaban pelaksanaan Manajemen Risiko. f. Menyelenggarakan rapat internal Dewan Komisaris, sekurang-kurangnya 4 (empat) kali dalam satu tahun, sesuai dengan ketentuan Good Corporate Governance. g. Menghadiri rapat gabungan dengan Direksi untuk membahas perkembangan dari laporan kinerja Direksi minimal 1 (satu) kali dalam 4 (empat) bulan. h. Membuat laporan Dewan Komisaris kepada Otoritas Jasa Keuangan (OJK) pada setiap akhir semester perihal pengelolaan dan kinerja Bank termasuk pencapaian target-target rencana bisnis tahunan yang wajib disampaikan dalam batas waktu 2 (dua) bulan setelah bulan laporan. 2. Tugas dan kewajiban terkait Evaluasi Kinerja Dewan Komisaris dan Direksi a. Menyusun Key Performance Indicators (KPI) Dewan Komisaris. b. Melakukan evaluasi kinerja Dewan Komisaris berdasarkan Key Performance Indicators (KPI) Dewan Komisaris dengan system self assessment atau sistem lain untuk kemudian diputuskan dalam rapat Dewan Komisaris. c. Memberikan tanggapan dan rekomendasi mengenai penetapan KPI Direksi pada setiap awal tahun kerja. d. Melakukan evaluasi atas kinerja Direksi berdasarkan KPI Direksi dan memberikan tanggapan kepada Direksi, selanjutnya menyampaikan rekomendasi kepada RUPS.


c. To supervise the implementation and achievement of Business Plan. d. To provide written decision along with the motives of the transaction proposed beyond the authority of Board of Directors. e. To approve and evaluate the Risk Management policy, as well as the accountability of Risk Management implementation. f. To hold internal meeting of Board of Commissioners, at least 4 (four) times in a year, based on the requirement of Good Corporate Governance. g. To attend joint meeting with Board of Directors discussing the progress of performance report of Board of Directors, at least 1 (once) in 4 (four) months. h. To create Board of Commissioners report to the Financial Services Authority (FSO) every end of the semester concerning Bank’s management and performance, including the target achievement of annual business plan which have to be submitted for the latest 2 (two) months after reporting month. 2. Tasks and liabilities related with the Performance Evaluation of Board of Commissioner and Board of Directors a. To create the Key Performance Indicators (KPI) of Board of Commissioners. b. To evaluate the performance of Board of Commissioners according to Key Performance Indicators (KPI) of Board of Commissioner through self assessment system or other systems to be decided later in the meeting of Board of Commissioners. c. To provide feed back and recommendations concerning the KPI formation of Board of Directors every beginning of working year. d. To evaluate the KPI performance of Board of Directors and provide feed back for Board of Directors, and then forward the recommendation to the GMS.

(Boc

BOARD OF COMMISIONNERS CHARTER (BOC CHARTER)

Pedoman kerja Dewan Komisaris diatur dalam Surat Keputusan Komisaris No.002/SK-KOM/02/16 tentang Board of Commisionners Charter (BOC Charter) PT Bank Victora International, Tbk. Board Charter Dewan Komisaris membantu Dewan Komisaris dalam memahami pelaksanaan tugas dan wewenangnya secara efektif, efisien, transparan, kompeten, independen, dan dapat dipertanggungjawabkan.

The guideline of Board of commissioner is set by Decree of Commissioners No. 002/SK-KOM/02/16 on Board of Commisionners Charter (BOC Charter) of PT Bank Victora International, Tbk. BOC Charter helps Board of Commissioner to understand the implementation of their tasks and authorities effectively, efficiently, transparently, competently, independently, dan reliably.

Adapun isi dari Board of Commisionners Charter antara lain mengatur hal-hal sebagai berikut. I : Fungsi Dewan Komisaris II : Keanggotaan Dewan Komisaris III : Program pengenalan dan peningkatan Kapabilitas IV : Etika jabatan Dewan Komisaris V : Tugas dan Kewajiban Dewan Komisaris VI : Wewenang Dewan Komisaris VII : Hak Dewan Komisaris VIII : Ketentuan Rapat Dewan Komisaris IX : Evaluasi Kinerja Dewan Komisaris X : Organ dan Komite Pendukung Dewan Komisaris

Among others, the content of Board of Commisionners Charter are as follows. I : Board of Commissioners Function II : Board of Commissioners Membership III : Capability recognition and improvement program IV : Board of Commissioners Ethics V : Task and Responsibility of Board of Commissioners VI : Authority of Board of Commissioners VII : Rights of Board of Commissioners VIII : Conditions of Meeting of Board of Commissioners IX : Performance Evaluation of Board of Commissioners X : Organ and Supporting Committee of Board of Commissioners

Board Of Charter)

Commisionners

Charter

2016 Annual Report

293


Beberapa pokok pedoman kerja Dewan Komisaris yang diatur dalam Board of Commisionners Charter dijabarkan sebagai berikut.

Several points of the guideline of Board of Commissioners are explained as follows.

WEWENANG DEWAN KOMISARIS

AUTHORITY OF BOARD OF COMMISSIONERS

Adapun wewenang Dewan Komisaris, yaitu: 1. Dewan Komisaris dengan suara terbanyak setiap waktu berhak memberhentikan untuk sementara waktu seorang atau lebih Anggota Direksi, jika bertindak bertentangan dengan Anggaran Dasar serta peraturan lainnya atau melalaikan kewajibannya atau terdapat alasan yang mendesak bagi Bank, termasuk dalam hal Direksi sakit dan tidak dapat menjalankan tugas. Dalam jangka waktu yang paling lambat 30 (tiga puluh) hari setelah tanggal pemberhentian sementara harus diselenggarakam RUPS. 2. Dalam hal jabatan salah seorang anggota Direksi kosong, baik mengundurkan diri maupun diberhentikan dan penggantinya belum ada memangku jabatannya, maka Dewan Komisaris berwenang menunjuk salah seorang anggota Direksi untuk menjalankan pekerjaan anggota Direksi lainnya yang kosong tersebut dengan kekuasaaan dan wewenang yang sama dan Direktur tersebut dapat bertindak untuk dan atas nama Direksi serta menunjuk pihak lain untuk mewakili Bank dalam hal terjadi benturan kepentingan Bank dengan kepentingan semua anggota Direksi. 3. Menetapkan Komposisi Direksi berdasarkan kewenangan yang dilimpahkan oleh RUPS. 4. Mendapatkan informasi dari Direksi Anak perusahaan terkait dengan kondisi Anak Perusahaan.

Authority of Board of Commissioners are: 1. Board of commissioners with the most votes at all times are entitled to temporarily terminate one or more members of Board of Directors, in case of acting contrary to the Articles of Association and other regulations, or neglecting his/her obligations, or if there is urgent reason for the Bank, including in case Board of Directors is ill or unable to perform the tasks. In no later than 30 (thirty) days after the termination date, GMS shall be held.

5. Dewan Komisaris berwenang menyetujui atau menolak secara tertulis tindakan-tindakan yang dilakukan Direksi diantaranya sebagai berikut: a. Menerima pinjaman dari siapapun atau menjadi terhutang kepada siapapun, badan hukum atau Bank untuk jangka waktu 3 (tiga) tahun atau lebih dan apabila jumlah pinjaman tersebut untuk 1 (satu) kali transaksi melebihi suatu jumlah yang sama dengan 25% (dua puluh lima perseratus) dari jumlah modal Bank yang telah disetor penuh dan cadangan-cadangan yang terakhir sebagaimana sewaktu-waktu ternyata dari laporan keuangan Bank yang telah diperiksa, disahkan dan sebagaimana dinyatakan oleh Akuntan Publik. b. Memberi pinjaman kepada siapapun juga untuk jangka waktu 1 (satu) tahun atau lebih sesuai dengan peraturan perundang-undangan yang berlaku apabila jumlah pinjaman tersebut untuk 1 (satu) kali transaksi melebihi 5% (lima perseratus) dari jumlah modal Bank yang disetor penuh dan cadangan-cadangan yang terakhir sebagaimana ternyata dari laporan keuangan Bank yang telah diperiksa, disahkan dan sebagaimana dinyatakan oleh Akuntan Publik. c. Memberi jaminan hutang atau tanggungan untuk seseorang, badan hukum atau Bank, apabila jumlah yang dijamin itu untuk setiap transaksi yang dijamin melebihi suatu jumlah yang sama dengan 5% (lima perseratus) dari jumlah modal Bank yang disetor penuh dan cadangan-cadangan yang terakhir sebagaimana ternyata dari laporan keuangan Bank yang telah diperiksa, disahkan dan sebagaimana dinyatakan oleh Akuntan Publik.

2. In the event that the one position of Board of Directors is vacant, either resigned or dismissed, and the successor is not available yet, then Board of Commissioner is authorized to appoint one of the members of Board of Directors to perform the work of vacant member with the same powers and authority, and that Director may act for and on behalf of the Board of Directors and appoint other party to represent the Bank in case there is conflict of interest between Bank and the members of Board of Directors. 3. To determine the composition of Board of Directors based on the authority granted by the GMS. 4. To obtain information from Board of Directors of Subsidiary Company, related with current condition of the Subsidiary Company. 5. Board of Commissioners are authorized to approve or reject in written any actions performed by the Board of Directors, such as: a. Receiving a loan from anyone or being indebted to any person, legal entity, or Bank for 3 (three) years or more term, and if the loan amount for 1 (one) transaction exceeds an amount equal to 25% (twenty five percent) of Bank’s paid up capital and the latest reserves as may be evident from the Bank’s financial statement which have been reviewed, approved, and as declared by public accountant.

b. To give a loan to any person for 1 (year) term or more based on the prevailing regulations, if the loan amount of 1 (one) transaction exceeds of 5% (five percent) of the Bank’s paid up capital and the latest reserves as may be evident from the Bank’s financial statement which have been reviewed, approved, and as declared by public accountant.

c. To provide a loan guarantee or dependent for a person, legal entity, or Bank, if the guaranteed amount for every transaction exceeds the equal amount of 5% (five percent) of the Bank’s paid up capital and the latest reserves as may be evident from the Bank’s financial statement which have been reviewed, approved, and as declared by public accountant.


d. Memasang atau membebankan hak tanggungan, menggadaikan atau dengan cara lain mempertanggungkan kekayaan atau kekayaan-kekayaan Bank untuk setiap transaksi yang merupakan suatu jumlah yang sama dengan atau melebihi 5% (lima persen) dari nilai buku dari seluruh jumlah kekayaan Bank sebagaimana sewaktu ternyata dari laporan keuangan Bank yang terakhir yang telah diperiksa, disahkan dan sebagaimana dinyatakan oleh Akuntan Publik. e. Memperoleh, mengalihkan atau melepaskan dengan cara apapun hak-hak atas barang-barang tidak bergerak dan Bank.

294


d. To encumber or charge, mortgage, or otherwise insure the wealth or assets of the Bank for every transaction with an amount which equals to or exceeds of 5% (five percent) of the book value of the Bank’s total wealth, as may be evident from the Bank’s financial statement which have been reviewed, approved, and as declared bu public accountant.

e. To obtain, transfer, or waive by any means the rights to immovable goods and Bank.

HAK DEWAN KOMISARIS

THE RIGHTS OF BOARD OF COMMISSIONERS

Adapun hak Dewan Komisaris sebagai berikut. 1. Anggota Dewan Komisaris baik bersama-sama maupun sendiri-sendiri setiap waktu dalam jam kerja Bank berhak memasuki pekarangan, gedung dan kantor atau tempat lain yang dipergunakan atau yang dikuasai oleh Bank dan berhak memeriksa semua pembukuan, surat-surat, serta dokumen lainnya, memeriksa dan mencocokkan keadaan uang kas untuk keperluan verifikasi dan lain-lain, memeriksa surat berharga dan memeriksa kekayaan Bank serta mengetahui segala tindakan yang telah dijalankan oleh Direksi. 2. Memperoleh akses atas informasi Bank secara tepat waktu dan lengkap. 3. Meminta penjelasan tentang segala hal yang dinyatakan atau yang diminta dari Direksi dan segenap Anggota Direksi.

The rights of board of commissioners are: 1. Members of Board of Commissioners, either collectively or individually, at all times during the Bank’s working hour, is entitled to enter the yard, building, and office or other places utilized or controlled by the Bank and to review all bookkeepings, letters, and other documents, as well as to cross-check the condition of the cash for verification and other purposes, to check the securities and Bank’s wealth, and to acknowledge any actions performed by the board of Directors. 2. To get the access to Bank’s information in complete and timely manner. 3. To request an explanation about anything stated or requested by the Board of Directors and all of its members .

4. Membentuk Komite Audit, Komite Pemantau Risiko dan Komite Nominasi dan Remunerasi serta Komite lainnnya (jika dianggap perlu) dengan memperhatikan kebutuhan dan kemampuan Bank. 5. Menghadiri rapat Direksi jika diundangan Direksi dan memberikan pandangan terhadap hal-hal yang dibicarakan. 6. Mengangkat dan memberhentikan Sekretaris Dewan Komisaris (jika dianggap perlu), untuk memperlancar tugas Dewan Komisaris. 7. Setiap Anggota Dewan Komisaris berhak untuk menerima honorarium dan tunjangan atau fasilitas yang jenis dan jumlahnya ditetapkan oleh RUPS dengan memperhatikan ketentua peraturan perundang-undangan yang berlaku. 8. Mendapatkan sarana dan fasilitas Bank sesuai dengan keputusan RUPS yang penyediaannya disesuaikan dengan kondisi Keuangan Bank, asas kepatutan dan kewajaran serta tidak bertentangan dengan peraturan perundang-undangan yang berlaku. 9. Anggota Dewan Komisaris memiliki hak untuk membela diri, jika anggota Dewan Komisaris yang diberhentikan sewaktuwaktu oleh RUPS dengan menyebutkan alasannya, maka anggota Dewan Komisaris diberi kesempatan untuk hadir dalam RUPS guna membela diri.

4. To compose Audit Committee, Risk Monitoring Committee, Nomination and Remuneration Committee, and other committees (fi required) by considering the Bank’s necessity and ability. 5. To attend the meeting of Board of Directors if being invited and to give a view concerning the subject matter. 6. To appoint and dismiss the Secretary of Board of Directors (if required), to facilitate the tasks of Board of Directors . 7. All members of Board of Directors are entitled to receive honorarium and allowances or other facilities of the type and amount specified by the GMS by considering the prevailing regulations. 8. To receive Bank’s facilities according to the resolution of GMS, in which the provision is adjusted with the Bank’s financial condition, principles of decency and fairness, and in accordance with the prevailing regulations. 9. The members of Boards of Directors have a self-defense right. In case of being dismissed any time by the GMS which states the reasons, the members of Board of Commissioners are entitled to attend the GMS to defend themselves.

KRITERIA ANGGOTA DEWAN KOMISARIS

THE CRITERIA OF BOARD OF COMMISSIONERS

1. Persyaratan formal a. Cakap melakukan perbuatan hukum. b. Dalam 5 (lima) tahun sebelum pengangkatan dan selama menjabat: - Tidak pernah dinyatakan pailit. - Tidak pernah menjadi anggota dan/atau Dewan Komisaris yang dinyatakan bersalah menyebabkan suatu Bank dinyatakan pailit.

1. Formal requirement a. Proficient in performing legal actions. b. Within 5 (five) years before the appointment and during the term of office: - Never declared bankrupt. - Has never been a member and/or Board of Commissioners who is found guilty in the bankruptcy of a Bank.

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- Tidak pernah dihukum karena melakukan tindak pidana yang merugikan keuangan negara dan/atau yang berkaitan dengan sektor keuangan. - Tidak pernah menjadi anggota dan/atau anggota Dewan Komisaris yang selama menjabat: • Pernah tidak menyelenggarakan RUPS tahunan. • Pertanggungjawabannya sebagai anggota Dewan Komisaris pernah tidak diterima oleh RUPS atau pernah tidak memberikan pertanggungjawaban sebagai anggotaa Dewan Komisaris kepada RUPS. • Pernah menyebabkan Bank yang memperoleh izin, persetujuan, atau pendaftaran dari Otoritas Jasa Keuangan tidak memenuhi kewajiban menyampaikan laporan tahunan dan/atau laporan keuangan kepada Otoritas Jasa Keuangan. 2. Persyaratan materiil a. Mempunyai akhlak, moral, dan integritas yang baik. b. Memiliki komitmen untuk mematuhi peraturan perundang-undangan. c. Memiliki pengetahuan dan/atau keahlian di bidang yang dibutuhkan untuk menjalankan tugasnya. 3. Persyaratan lainnya Anggota Dewan Komisaris dilarang memangku jabatan rangkap apabila jabatan rangkap tersebut bertentangan dengan peraturan perundang-undangan dan/atau apabila jabatan rangkap tersebut mungkin dapat menimbulkan benturan kepentingan.

- Never punished for any criminal actions giving that are detrimental state’s finance and/or related with financial sector. - Has never been a member and/or Board of Directors: • Who is once not holding annual GMS. • Whose accountability as the member of Board of Commissioners is once rejected or who is once absence in giving his accountability as the member of Board of Commissioners to the GMS. • Who once caused the Bank obtaining license, approval, or registration from the Financial Services Authority not to fulfill its obligation to submit the annual report and/or financial statement to Financial Services Authority. 2. Material requirement a. To have a good moral and integrity. b. To have a commitment to comply with the regulation. c. To have knowledge and/or expertise required to perform the task. 3. Other requirement The members of board of commissioner are not allowed to hold multiple positions if it is contrary to the regulations and/or it is possibly leading to the conflict of interest.

PENILAIAN KEMAMPUAN DAN KEPATUHAN

FIT AND PROPER TEST

Peraturan Otoritas Jasa Keuangan No.27/POJK.03/2016 tentang Penilaian Kemampuan dan Kepatutan Bagi Pihak Utama Lembaga Jasa Keuangan menyebutkan bahwa calon anggota Dewan Komisaris wajib memperoleh persetujuan dari OJK sebelum menjalankan tindakan, tugas, dan fungsinya sebagai Dewan Komisaris. Anggota Dewan Komisaris yang telah lulus fit and proper tanpa catatan dan telah mendapat persetujuan dari Bank Indonesia/OJK, mengindikasikan bahwa setiap anggota Dewan Komisaris memiliki integritas, kompetensi dan reputasi keuangan yang memadai, dapat dilihat melalui tabel di bawah ini:

The Regulation of Financial Services Authority No. 27/ POJK.03/2016 on Fit and Proper Test for Key Parties of Financial Services Institution stipulates that a candidate of member of Board of Commissioners shall obtain the approval of FSA prior to before performing their actions, tasks, and functions as Board of Commissioners. The member of Board of Commissioners who passes fit and proper test and receives approval from Bank of Indonesia/FSA, is indicating that every member of Board of Commissioners has adequate financial integrity, compentency, and reputation, which can be seen in the table below:

Tabel Penilaian Kemampuan dan Kepatutan Table of Fit and Proper Test Nama Name

Jabatan Position

Periode Period

Pelaksana Executor

15 September 2015 – saat ini 15th of September 2015 - now

Otoritas Jasa Keuangan Financial Services Authority

Oliver Simorangkir



Komisaris Independen Independent Commissioner

13 September 2007 - saat ini 13th of September 2007 - now

Bank Indonesia Bank of Indonesia

Zaenal Abidin, Ph.D


27 September 2012 – saat ini 27th of September 2012 - now


Suzanna Tanojo


03 Februari 2006 – 18 November 2016 03th of February 2006 - 18th November 2016


18 November 2016 – saat ini 18th November 2016 - Current


Debora Wahjutirto Tanoyo


Hasil Result Lulus (Pass) Lulus (Pass) Lulus (Pass) Lulus (Pass)

Telah efektif sesuai persetujuan ojk (fit and proper test) tanggal 17 Februari 2017 has been effective in accordance to the approval of FSA (fit and proper test) on February 17, 2017

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DASAR PENGANGKATAN KOMISARIS

ANGGOTA


DEWAN

BASIS FOR APPOINTMENT OF THE MEMBER OF BOC

Anggota Dewan Komisaris diangkat berdasarkan akta persetujuan rapat RUPS. Dasar pengangkatan tiap-tiap anggota Dewan Komisaris adalah sebagai berikut.

The members of BOC are appointed based on approval deeds of GMS meeting. Basis for appointment of each member of BOC is as follows:

Tabel Dasar Pengangkatan Anggota Dewan Komisaris Table of Basis for Appointment of the Member of BOC Nama Name

Jabatan Position

Periode Period

Oliver Simorangkir


26 Juni 2015 – saat ini 26th of Jun 2015 Current



19 Desember 2007 – saat ini 19th of Desember 2007 - Current

Dasar Pengangkatan Basis for Appointment - -

- -

-

-

-

Zaenal Abidin, Ph.D


29 Juni 2012 – saat ini 29th of June 2012 Current

- -

-

-

Suzanna Tanojo


7 Februari 2006 – 18 November 2016 7th of Februari 2006 18 November 2016

- -

-

-

-

-

Debora Wahjutirto Tanoyo*


18 November 2016 – saat ini 18 November 2016 Current

*Telah efektif sesuai persetujuan OJK (fit and proper test) tanggal 17 Februari 2017 * Has been effective in accordance to the approval of FSA (fit and proper test) dated February 17, 2017

-

-

Akta Berita Acara RUPS Tahunan No.131 tanggal 26 Juni 2015 / Deed of Minutes of Annual GMS No.131 dated June 26 2015 Akta Pernyataan Keputusan RUPS Tahunan No.23 tanggal 20 Oktober 2015./ Deed of Minutes of Annual GMS No.23 dated October 20 2015 Akta Berita Acara RUPS Luar Biasa No.48 tanggal 19 Desember 2007/ Deed of Minutes of the Annual GM No.48 dated June 19, 2011 Akta Pernyataan Keputusan RUPS Luar Biasa No.25 tanggal 18 Januari 2008. / Deed of Statement of the Annual GMS Resolution No. 25 dated 18 Januari 2008 Akta Pernyataan Keputusan RUPS Tahunan No.82 tanggal 25 Juni 2010 yang dinyatakan kembali dengan Akta Pernyataan Kembali RUPS Tahunan No. 24 tanggal 21 Oktober 2010 / Deed of Statement of Annual GMS Decision No.82 dated 25 June 2010 which is restated by the Deed of Restatement Annual GMS No. 24 dated October 21, 2010 Akta Pernyataan Keputusan RUPS Tahunan No.41 tanggal 17 Oktober 2013 / Deed of Statement of the Annual GMS Resolution No. 41 dated 17 October 2013 Akta Pernyataan Keputusan RUPS Tahunan No. 97 tanggal 24 Juni 2016/ Deed of Statement of the Annual GMS Resolution No. 97 dated 24 June 2016 Akta Berita Acara RUPS Tahunan No.119 tanggal 29 Juni 2012 / Deed of Minutes of the Annual GM No.119 dated June 29, 2012 Akta Pernyataan Keputusan RUPS Tahunan No.22 tanggal 8 Oktober 2012./ Deed of Statement of the Annual GMS Resolution No. 22 dated 8 October 2012 Akta Pernyataan Keputusan RUPS Tahunan No.41 tanggal 17 Oktober 2013/ Deed of Statement of the Annual GMS Resolution No. 41 dated 17 October 2013 Akta Pernyataan Keputusan RUPS Tahunan No.97 tanggal 24 Juni 2016 / Deed of Statement of the Annual GMS Resolution No. 97 dated 24 October 2016 Akta Berita Acara RUPS Luar Biasa No.05 tanggal 07 Februari 2006 / Deed of Minutes of the Annual GM No.05 dated Februari 07, 2006 Akta Pernyataan Keputusan RUPS Luar Biasa No.06 tanggal 07 Februari 2006 / Deed of Statement of the Annual GMS Resolution No. 06 dated 07 October 2006 Akta Pernyataan Keputusan RUPS Tahunan No.48 tanggal 24 Mei 2007 / Deed of Statement of the Annual GMS Resolution No. 48 dated 24 May 2007 Akta Pernyataan Keputusan RUPS Tahunan No.82 Tanggal 25 Juni 2010 yang dinyatakan kembali dengan Akta Pernyataan Kembali RUPS Tahunan No. 24 tanggal 21 Oktober 2010 / Deed of Statement of Annual GMS Decision No.82 dated 25 June 2010 which is restated by the Deed of Restatement Annual GMS No. 24 dated October 21, 2010 Akta Pernyataan Keputusan RUPS Tahunan No.41 Tanggal 17 Oktober 2013 / Deed of Statement of the Annual GMS Resolution No. 41 dated 17 May 2013 Akta Pernyataan Keputusan RUPS Tahunan No.97 tanggal 24 Juni 2016 / Deed of Statement of the Annual GMS Resolution No. 97 dated 24 June 2016. Akta Berita Acara RUPS Luar Biasa No.29 tanggal 18 November 2016 / Deed of Minutes of the Annual GM No.29 dated November 18, 2006 Akta Pernyataan Keputusan RUPS Luar Biasa Nomor 30 tanggal 18 November 2016/ Deed of Minutes of the Annual GM No.30 dated November 18, 2016

2016 Annual Report

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KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS

THE BOARD OF COMMISSIONERS’ COMPOSITION DIVERSITY

Bank Victoria berkomitmen menerapkan dan mengimplementasikan aspek dan prinsip GCG. Keberagaman komposisi Dewan Komisaris merupakan bagian yang tidak terpisahkan dari pelaksanaan GCG. Keberagaman komposisi Dewan Komisaris mencerminkan pelaksanaan fungsi, tugas dan peran dari Dewan Komisaris secara profesional, efektif, dan independen. Upaya penguatan fungsi, tugas dan peran Dewan Komisaris dilakukan melalui penentuan keberagaman komposisi yang sesuai dalam rangka mencapai tujuan Bank, sehingga dapat membangun kepercayaan dari para stakeholder.

Bank Victoria is committed to apply and implement the GCG aspects and principles. The diversity in the composition of the Board of Commissioners is an integral part of the GCG implementation. The diversity in the composition of the Board of Commissioners reflects the implementation of the Board of Commissioners functions, duties and role in a professional, effective, and Independent way. Efforts to strengthen the Board of Commissioners functions, duties and roles were done by the appropriate diversity composition to achieve the Bank’s goals in building trust from the stakeholders.

Kebijakan tentang keberagaman komposisi Dewan Komisaris Bank Victoria diatur dalam Surat Keputusan Board of Commissioners No.001/SK-KOM/12/16 Tentang Kebijakan Keberagaman Komposisi Board of Commissioners and Board of Directors PT Bank Victoria International, Tbk. dinyatakan bahwa keberagaman komposisi Dewan Komisaris dilakukan dengan memperhatikan persyaratan minimum dan keseimbangan pengetahuan, keahlian dan pengalaman juga menjadi pertimbangan dalam memenuhi komposisi Dewan Komisaris.

Policy on the diversity in the composition of the Bank Victoria Board of Commissioners is stipulated in the Board of Commissioners’ Decision Letter No. 001/SK-KOM/12/16 concerning Policy of Diversity in the Composition of PT Bank Victoria International, Tbk. Board of Commissioners and Board of Directors stated that the diversity in the composition of the Board of Commissioners is conducted by taking into account the minimum requirements. In addition, balance in knowledge, skills and experiences also become a consideration in fulfilling the composition of the Board of Commissioners.

Selain itu, keberagaman komposisi Dewan Komisaris Bank Victoria juga mengacu pada Surat Edaran Otoritas Jasa Keuangan No.32/SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan Terbuka dinyatakan bahwa komposisi Dewan Komisaris wajib memperhatikan keberagaman komposisi Dewan Komisaris. Keberagaman komposisi Dewan Komisaris merupakan kombinasi karakteristik baik dari segi Dewan Komisaris maupun anggota Dewan Komisaris secara individu, sesuai dengan kebutuhan Perusahaan Terbuka. Karakteristik tersebut dapat tercermin dalam penentuan keahlian, pengetahuan, dan pengalaman yang dibutuhkan dalam pelaksanaan tugas pengawasan dan pemberian nasihat oleh Dewan Komisaris Perusahaan Terbuka. Komposisi yang telah memperhatikan kebutuhan Perusahaan Terbuka merupakan suatu hal yang positif, khususnya terkait pengambilan keputusan dalam rangka pelaksanaan fungsi pengawasan yang dilakukan dengan mempertimbangkan berbagai aspek yang lebih luas.

In addition, the diversity in the composition of Bank Victoria Board of Commissioners also referred to the Circular Letter of the Financial Service Authority Finance No. 32/SEOJK.04/2015 on Governance Guidelines on Public Company states that the composition on the Board of Commissioners shall pay attention to this diversity. The diversity in the composition of the Board of Commissioner is a combination of characteristics in terms of Board of Commissioners as a whole or members of the Board of Commissioners individually, according to the Public Company’s needs. These characteristics can be reflected in the determination of expertise, knowledge, and experience needed in the execution of supervisory and advising duties by the Board of Commissioners of a Public Company. The composition that have consider to the Public Company’s needs is a positive thing, especially related to the decision making in the framework of the execution of supervisory functions that has been undertaken by taking into account various broader aspects.

Pada periode 2016, keberagaman komposisi Dewan Komisaris Bank tercermin dalam pendidikan, pengalaman kerja, usia dan jenis kelamin, dapat dilihat sebagaimana dalam tabel di bawah ini:

In 2016 period, the diversity of composition of the Bank’s BOC was reflected in education, working experience, age and gender, which can be seen in the table below:

298



Tabel Keberagaman Komposisi Dewan Komisaris Table of the Diversity of Composition of BOC Nama Name Oliver Simorangkir

Jabatan Position

Periode Period

Usia Age


26 Juni 2015 – saat ini 26 th of June 2015 – now

66 tahun 66 years old

Jenis Kelamin Gender Laki-laki Male

Pendidikan Education Memperoleh gelar Sarjana Ekonomi Akuntansi dari Universitas Indonesia pada tahun 1980 Obtained Bachelor degree of Accounting from University of Indonesia, in 1980

Pengalaman Kerja Working Experience • • • • • • • • • • • •



19 Desember 2007 – saat ini 19th of Desember 2007 Current


Laki-laki Male

Sarjana Teknik Sipil dari Institut Teknologi Bandung pada tahun 1981 Bachelor of Civil Engineering from Bandung Institute of Technology, in 1981

• • • • • • • • • • • • • • • •

Zaenal Abidin, Ph.D


29 Juni 2012 – saat ini 29th of June 2012 – now


Laki-laki Male

• •

• • •

•

Sarjana Ekonomi Dari Universitas Islam Indonesia, Yogyakarta, tahun 1987; Memperoleh gelar Master Manajemen dari ASIAN Institute of Management (AIM), Filipina pada tahun 1997; dan Doctor of Philosophy dari Santo Tomas University, Filipina pada tahun 2006. Bachelor of Economics from Islamic University of Indonesia, in 1987; Obtained Master degree of Management from ASIAN Institute of Management (AIM), Philiphine, in 1997; and Doctor of Philosophy from Santo Tomas University, Philiphine, in 2006.

• • • • • • • • • • • • • •

Suzanna Tanojo


7 Februari 2006 – 18 November 2016 7th of Februari 2006 – 18th of November 2016


Wanita Female

Memperoleh gelar Sarjana Ekonomi dari Universitas Airlangga, Surabaya pada tahun 1982. Obtained Bachelor degree of Economics from Airlangga University, in 1982

• • • • • • • • • • • •

Keahlian Expertise

Group Head Corporate Planning & Accounting Control di PT Bank Niaga Tbk; Senior Deputy President Director Internal Audit Group di PT Bank Niaga Tbk; Senior Deputy President Director Internal Audit Group Head PT Bank Prima Express; Senior Deputy President Director – General Manager Internal Audit PT Bank Permata Tbk; Direktur Kepatuhan dan Risk Management PT Bank Victoria International Tbk; Direktur Operasi dan Sistem PT Bank Victoria International Tbk. Group Head Corporate Planning & Accounting Control at PT Bank Niaga Tbk Senior Deputy President Director Internal Audit Group at PT Bank Niaga Tbk; Senior Deputy President Director Internal Audit Group Head at PT Bank Prima Express; Senior Deputy President Director – General Manager Internal Audit at PT Bank Permata Tbk; Director of Compliance and Risk Management at PT Bank Victoria International Tbk; Director of Operational and System at PT Bank Victoria International Tbk.

Perbankan dan Audit Banking and Audit

International Field Engineer di Schlumberger OSA Assistant Manager di PT Bank Bali; General Manager PT Sampoerna Transport Nusantara; Direktur Eksekutif pada PT Duta Pertiwi Tbk; Direktur di PT Bhuwanatala Indah Permai Tbk; Komisaris utama PT Sigma Karya Sempurna (Bali Camp); Komisaris Independen PT Jakarta Setiabudi International Tbk; Komisaris Independen PT Bank Victoria International Tbk. International Field Engineer at Schlumberger OSA Assistant Manager at PT Bank Bali; General Manager at PT Sampoerna Transport Nusantara; Executive Director at PT Duta Pertiwi Tbk; Director at PT Bhuwanatala Indah Permai Tbk; President Commissioner at PT Sigma Karya Sempurna (Bali Camp); Independent Commissioner at PT Jakarta Setiabudi International Tbk; Independent Commissioner at PT Bank Victoria International Tbk.

Perbankan Banking

Pro Manager Treasury dan Analisa di Bidang Dana Perbankan; Dosen Tetap pada Perbanas Institute; Kepala Riset dan Pengabdian pada Masyarakat di Perbanas Institute; Dosen STIE IBS; Koordinator Staf Khusus Bidang Riset Asosiasi Perbanas; peneliti senior GCG pada Indonesia Institute Corporate Governance; Komisaris Independen di PT Bank Victoria International Tbk. Pro Manager Treasury and Analyst of Banking Funds; Permanent Lecturer at Perbanas Institute; Head of Research and Community Services at Perbanas Institute; Lecturer at STIE IBS Coordinator of Special Staff for Research Association at Perbanas Senior researcher of GCG at Indonesian Institute Corporate Governance Independent Commissioner at PT Bank Victoria International Tbk.) Chief Financial Officer di PT Unggul Indah Corporation Tbk; Chief Financial Officer di PT Apac Inti Corpora dan PT Apac Citra Centertex Corporation Tbk; Chief Financial Officer pada PT Bhuwanatala Indah Permai Tbk; Komisaris Utama PT Victoria Sekuritas; Komisaris Utama PT Victoria Investama; Komisaris PT Bank Victoria International Tbk. Chief Financial Officer at PT Unggul Indah Corporation Tbk Chief Financial Officer at PT Apac Inti Corpora and PT Apac Citra Centertex Corporation Tbk dan PT Apac Citra Centertex Corporation Tbk; Chief Financial Officer at PT Bhuwanatala Indah Permai Tbk President Commissioner at PT Victoria Sekuritas President Commissioner at PT Victoria Investama Commissioner at PT Bank Victoria International Tbk

Good Corporate Governance Good Corporate Governance

Perbankan Banking

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2016 Annual Report

Nama Name Debora Wahjutirto Tanoyo*

Jabatan Position

Periode Period

Usia Age


18 November 2016 – saat ini 18th of November – Now

31 Tahun 31 years old

Jenis Kelamin Gender Wanita Female


Pendidikan Education Memperoleh gelar Bachelor of Science dari University of San Fransisco, California dan meraih gelar Master of Business Administration dari University of San Fransisco, California Obtained Bachelor of Science from University of San Fransisco, California and Master of Business Administration from University of San fransisco, California

Pengalaman Kerja Working Experience • • • • • • • • • •

Keahlian Expertise

Assurance Staff di Burr Pilger & Mayer LLP, San Fransisco. Senior Associate 2 di Ernst & Youn LLP, Singapore. Finance Manager PT Victoria Investama, Tbk. Senior Staff Manajemen Risiko Bank Victoria. Direktur PT Victoria Investama. Assurance Staff at Burr Pilger & Mayer LLP, San Fransisco Senior Associate 2 at Ernst & Young LLP, Singapore Finance Manager at PT Victoria Investama, Tbk Senior Staff of Risk Management at Bank Victoria Director at PT Victoria Investama

Bisnis Business


JUMLAH DAN KOMPOSISI DEWAN KOMISARIS

NUMBERS AND COMPOSITION OF BOARD OF COMMISSIONER

Pada periode 2016, jumlah dan komposisi Dewan Komisaris Bank Victoria mengalami perubahan sebagaimana penjelasan sebagai berikut.

In 2016, numbers and composition of Bank Victoria’s Board of Commissioners have changed as explained below.

PERIODE 1 JANUARI 2016 – 18 NOVEMBER 2016

PERIOD 1st OF JANUARY 2016 – 18th OF NOVEMBER 2016

Pada periode 1 Januari 2016 – 18 November 2016 Dewan Komisaris berjumlah 4 (empat) orang terdiri dari 1 (satu) orang Komisaris Utama, 2 (dua) orang Komisaris Independen dan 1 (satu) orang Komisaris.

In the period of 1st of January 2016 – 18th of November 2016, Board of Commissioner consists of 4 (four) members, i.e. 1 (one) President Commissioner, 1 (one) Commissioner, 2 (two) Independent Commissioners and 1 (one) Commissioner.

Komposisi Dewan Komisaris per 1 Januari 2016 – 18 November 2016 sebagai berikut.

The Composition of Board of Commissioners as 1st January 2016 – 18th of November 2016 is as follows.

Tabel Komposisi Dewan Komisaris Table of Composition of Board of Commissioners Nama Name Oliver Simorangkir


Jabatan Position

Domisili Domicile

Tanggal Pengangkatan Appointment Date

Tanggal Efektif Effective Date


Jakarta

Pengangkatan Pertama : 26 Juni 2015 Pengangkatan Kedua : 24 Juni 2016 First Appointment: 26th of June 2015 Second Appointment: 24th June 2016

15 September 2015 15th of September 2015


Jakarta

Pengangkatan Pertama : 24 Februari 2003 Pengangkatan Kedua :19 Desember 2007 Pengangkatan Ketiga : 21 Oktober 2010 Pengangakatan Keempat : 17 Oktober 2013 Pengangkatan Kelima: 24 Juni 2016 First Appointment: 24th of February 2003 Second Appointment: 19th of Desember 2007 Third Assessment: 21st of October 2010 Four Appointment: 17th of October 2013 Fifth Appointment: 24th of June 2016

Sebagai Komisaris : 22 April 2003 Sebagai Komisaris Independen : 13 September 2007 As Commissioner: 22nd of April 2003 As Independent Commissioner: 13th of September 2007

Zaenal Abidin, Ph.D


Jakarta

Pengangkatan Pertama : 8 Oktober 2012 Pengangkatan kedua : 17 Oktober 2013 Pengangkatan ketiga : 24 Juni 2016 First Appointment: 8th of Oktober 2012 Second Appointment: 17th of October 2013 Third Appointment: 24th of June 2016


Suzanna Tanojo


Jakarta

Pengangkatan Pertama : 18 November 2016 First Appointment: 18th of November 2016

28 Maret 2006 28th of Maret 2006

300



PERIODE 18 NOVEMBER 2016 – 31 DESEMBER 2016

PERIOD 18th OF NOVEMBER 2016 – 31st of DECEMBER 2016

Pada tanggal 18 November 2016, RUPS menerima pengunduran diri Nyonya Suzanna Tanojo dari jabatannya selaku Komisaris dan mengangkat Nyonya Debora Wahjutirto Tanoyo sebagai Komisaris. Sehingga pada periode 18 November 2016 – 31 Desember 2016, Dewan Komisaris berjumlah 4 (empat) orang terdiri dari 1 (satu) orang Komisaris Utama, 2 (dua) orang Komisaris Independen dan 1 (satu) orang Komisaris.

On 18th of November 2016, RUPS received the resignation of Mrs. Suzanna Tanojo from her position as Comissioner and appointed Mrs. Debora Wahjutirto Tanoyo as the Commissioner. Hence, in the period of 18th of November 2016 – 31st of December 2016, Board of Commissioners consists of 4 (four) members, i.e. 1 (one) President Commissioner, 1 (one) Commissioner, 2 (two) Independent Commissioner and 1 (one) Commissioner.

Komposisi Dewan Komisaris per 18 November 2016-31 Desember 2016 sebagai berikut.

The composition of Board of Commissioners as 23rd of March 2016 – 31st of December 2016 is as follows.

Nama Name Oliver Simorangkir


Jabatan Position

Domisili Domicile




Jakarta

Pengangkatan Pertama : 26 Juni 2015 Pengangkatan Kedua : 24 Juni 2016 First Appointment: 26th of June 2015 Second Appointment: 24th of June 2016



Jakarta

Pengangkatan Pertama : 24 Februari 2003 Pengangkatan kedua :19 Desember 2007 Pengangkatan ketiga : 21 Oktober 2010 Pengangakatan keempat : 17 Oktober 2013 Pengangkatan kelima: 24 Juni 2016 First Appointment: 24th of February 2003 Second Appointment: 19th of Desember 2007 Third Assessment: 21st of October 2010 Four Appointment: 17th of October 2013 Fifth Appointment: 24th of June 2016

Sebagai Komisaris : 22 April 2003

Zaenal Abidin, Ph.D


Jakarta

Pengangkatan Pertama : 8 Oktober 2012 Pengangkatan kedua : 17 Oktober 2013 Pengangkatan ketiga : 24 Juni 2016 First Appointment: 8th of Oktober 2012 Second Appointment: 17th of October 2013 Third Appointment: 24th of June 2016



Jakarta

Pengangkatan Pertama : 18 November 2016 First Appointment: 18th of November 2016

Sebagai Komisaris Independen : 13 September 2007 Commissioner: 22th of April 2003 As Independent Commissioner: 13th of September 2007


Telah efektif sesuai persetujuan OJK (fit and proper test) tanggal 17 Februari 2017 Has been effective in accordance to the approval of FSA (fit and proper test) dated February 17, 2017

HUBUNGAN AFILIASi DEWAN KOMISARIS

THE Affiliation OF BOARD OF COMMISSIONERS

Hubungan afiliasi antara anggota Direksi, Dewan Komisaris, dan Pemegang Saham Pengendali, yang meliputi. - Hubungan afiliasi antara anggota Direksi dengan anggota Direksi lainnya. - Hubungan afiliasi antara anggota Direksi dan anggota Dewan Komisaris. - Hubungan afiliasi antara anggota Direksi dengan Pemegang Saham Utama dan/atau pengendali. - Hubungan afiliasi antara anggota Dewan Komisaris dengan anggota Komisaris lainnya; dan - Hubungan afiliasi antara anggota Dewan Komisaris dengan Pemegang Saham Utama dan/atau pengendali.

Affiliation between the members of Board of Directors, Board od Commissioner, and Controlling Shareholders, consists of: - Affiliation among the members of Board of Ditrectors.

Hubungan afiliasi antara anggota Direksi, Dewan Komisaris, dan Pemegang Saham Pengendali, dapat dilihat sebagaimana tabel di bawah ini:

- - - -

Affiliation between the members of Board of Directors and the member of Board of Commissioners. Affiliation between the members of Board of Directors and Key and/or Controlling Shareholders. Affiliation among the members of Board of Commissioners; and Affiliation among the members of Board of Commissioners and Key and/or Controlling Shareholders.

Affiliation between the members of Board of Directors, Board od Commissioner, and Controlling Shareholders can be seen in the table below:

301

2016 Annual Report


Tabel Hubungan Afiliasi Dewan Komisaris Table of Affiliation of Board of Commissioners Hubungan Keuangan, Keluarga dan Kepengurusan Dewan Komisaris/ Financial, Family, and Managerial Relationship of Board of Commissioners Hubungan Keuangan Dengan Financial Relationship with

Nama Name

Jabatan Position

Periode Period

Dewan Komisaris BOC

Hubungan Keluarga Dengan Family Relationship with

Pemegang Saham Pengendali Controlling Shareholders

Direksi BOD

Dewan Komisaris BOC


Direksi BOD

Hubungan Kepengurusan Managerial Relationship

Ya Yes

Tidak No

Ya Yes

Tidak No

Ya Yes

Tidak No

Ya Yes

Tidak No

Ya Yes

Tidak No

Ya Yes

Tidak No

Ya Yes

Tidak No

Oliver Simorangkir


26 Juni 2015 – saat ini 26th of June 2015 - Current

-

√

-

√

-

√

-

√

-

√

-

√

-

√




-

√

-

√

-

√

-

√

-

√

-

√

-

√

Zaenal Abidin, Ph.D



-

√

-

√

-

√

-

√

-

√

-

√

-

√

Suzanna Tanojo


7 Februari 2006 – 18 November 2016 7th of Februari 2006 - 18th of November 2016

-

√

-

√

√

-

-

√

-

√

√

-

√

-


18 November 2016 – saat ini 18th of November 2016 - Current

-

√

-

√

√

-

-

√

-

√

√

-

√

-



PEMBIDANGAN KOMISARIS

TUGAS

PENGAWASAN

DEWAN

Dalam upaya meningkatkan fungsi dan peran Dewan Komisaris, maka Bank Victoria telah melakukan pembagian tugas dan wewenang anggota Dewan Komisaris yang disahkan dalam Surat Keputusan Board of Commissioners No.001/SK-KOM/11/16 tentan Pembagian Tugas dan Wewenang Anggota Board of Commissioners PT Bank Victoria International, Tbk. Dalam melaksanakan tugasnya, Dewan Komisaris dibagi atas bidang tugas sebagai berikut.

SUPERVISORY TASK COMMISSIONERS

DISTRIBUTION

OF

BOARD

In order to improve the functions and roles of Board of Commissioners, Bank Victoria have been performing task and authority distribution of the members of Board of Commissioners, which is affirmed in the Decree of Board of Commissioners No. 001/SK-KOM/11/16 on Task and Authority Distribution of the members of Board of Commissioners at PT Bank Victoria International, Tbk. In performing their tasks, Board of Commissioner is divided into the task fields below.

Tabel Pembidangan Tugas Dewan Komisaris Table of Task Distribution of Board of Commissioners Nama Name

Jabatan Position

OF

Periode Period

Bidang Tugas Task Field

Oliver Simorangkir



1. 2. 3. 4. 1. 2. 3. 4.




1. Perkreditan Kredit Korporasi, Kredit Komersil, Kredit Konsumer, KreditPerusahaan Pembiayaan dan KreditSME/UKM) 2. Teknologi Informasi 3. General Affair 1. Corporate Credit, Commercial Credit, Consumer Credit, Multifinance Credit, and SME Credit 2. Information Technology 3. General Affair

Operational and Internal Control Credit Admintration Legal Credit SKAI/Integrated and Anti Fraud Operational and Internal Control Credit Admintration Legal Credit SKAI/Integrated and Anti Fraud

302


Nama Name


Jabatan Position

Periode Period

Bidang Tugas Task Field

Zaenal Abidin, Ph.D



1. Good Corporate Governance 2. Compliance, KYC/Integrated and System Procedure 3. Risk Management/Integrated 4. Tata Kelola/Integrated 1. Good Corporate Governance 2. Compliance, KYC/Integrated and System Procedure 3. Risk Management/Integrated 4. Tata Kelola/Integrated

Suzanna Tanojo


2006 – 18 November 2016 2006 – 18th of November 2016

1. 2. 3. 1. 2. 3.

Human Capital Management Accounting and Financial Control Treasury and Retail Banking Human Capital Management Accounting and Financial Control Treasury and Retail Banking



18 November 2016 – saat ini 18th of November 2016 - Current

1. 2. 3. 1. 2. 3.

Human Capital Management Accounting and Financial Control Treasury and Retail Banking Human Capital Management Accounting and Financial Control Treasury and Retail Banking


KOMISARIS INDEPENDEN

INDEPENDENT COMMISSIONER

Komisaris Independen Bank Victoria ditetapkan paling kurang 50% (lima puluh persen) dari jumlah anggota Dewan Komisaris. Komposisi Dewan Komisaris Bank Victoria Per 31 Desember 2016 berjumlah 4 (empat) orang anggota dengan 2 (dua) orang diantaranya sebagai Komisaris Independen yang berarti 50% (lima puluh persen) dari Komisaris yang ada dan telah memenuhi ketentuan Bank Indonesia/OJK.

Independent commissioners of Bank Victoria are assigned at least 50% (fifty percent) of total members of Board of Commissioners. The composition of Bank Victoria’s Board of Commissioners as 31st of December 2016 consists of 4 (four) members, 2 (two) of which are Independent Commissioners. It means that 50% (fifty percent) of the Commissioners are Independent Commissioners and the requirement of Bank of Indonesia/FSA has been fulfilled.

KRITERIA PENENTUAN KOMISARIS INDEPENDEN

CRITERIA FOR APPOINTMENT

Dalam menunjuk Komisaris Independen, Perseroan mengacu pada kriteria peraturan perundangan yang berlaku, dalam hal ini yaitu Peraturan Otoritas Jasa Keuangan No.33/POJK.04/2014 Tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan Publik, yang menetapkan kriteria Komisaris Independen adalah sebagai berikut. 1. Bukan merupakan orang yang bekerja atau mempunyai wewenang dan tanggung jawab untuk merencanakan, memimpin, mengendalikan, atau mengawasi kegiatan Emiten atau Perusahaan Publik tersebut dalam waktu 6 (enam) bulan terakhir, kecuali untuk pengangkatan kembali sebagai Komisaris Independen Emiten atau Perusahaan Publik pada periode berikutnya; 2. Tidak mempunyai saham baik langsung maupun tidak langsung pada Emiten atau Perusahaan Publik tersebut; 3. Tidak mempunyai hubungan Afiliasi dengan Emiten atau Perusahaan Publik, anggota Dewan Komisaris, anggota Direksi, atau pemegang saham utama Emiten atau Perusahaan Publik tersebut; dan 4. Tidak mempunyai hubungan usaha baik langsung maupun tidak langsung yang berkaitan dengan kegiatan usaha Emiten atau Perusahaan Publik tersebut.

In appointing Independent Commissioner, the Company refers to the criteria set by the prevailing regulations, in this case is the Regulation of Financial Services Authority No. 33/POJK.04/2014 on Board of Directors and Board of Commissioners of the Issuer or Public Company.

INDEPENDENT

COMMISSIONER

1. Not a person who works or bears authority and responsibility to arrange, lead, control, or supervise the activity of the Issuer or Public Company within the last 6 (six) months, except for the re-appoinment as the the Independent Commissioner of the Issuer or Public Company for the next period;

2. Does not have any shares, either directly or indirectly, in the Issuer or Public Company; 3. Does not have Affiliation with the Issuer or Public Company, the members of the Board of Commissioners, the members of Directors, or key shareholders of the Issuer of Public Company; and 4. Does not have any relationship, either directly or indirectly, related with business activity of the Issuer or Public Company.

303

2016 Annual Report


PERNYATAAN KOMISARIS INDEPENDEN

THE STATEMENT OF AN INDEPENDENT COMMISSIONER

Masing-masing Komisaris Independen Bank, yaitu Bapak Gunawan Tenggarahardja dan Bapak Zaenal Abidin, Ph.D telah membuat Surat Pernyataan Independen dan telah disampaikan kepada OJK dengan redaksional, sebagaimana di bawah ini:

Each Bank’s Independent Commissioner, namely Mr. Daniel Budi Rahayu, Mr. Gunawan Tenggaraharja and Mr. Zaenal Abidin, PhD. has made a Statement of Independent and has been submitted to the FSA with the editorial, as below:

SURAT PERNYATAAN INDEPENDEN PT BANK VICTORIA INTERNATIONAL TBK. STATEMENT OF INDEPENDENT PT BANK VICTORIA INTERNATIONAL TBK.

Saya yang bertanda tangan di bawah ini / I, the undersigned below Nama / Name Tempat/tanggal lahir / Date of birth Alamat domisili (Copy KTP/SIM terlampir) / Address of residency (copy of ID card/Driving License attached) Nomor telepon rumah / Home phone number Jabatan / Position Nama perusahaan / Company name Nomor telepon perusahaan / Company phone number

: : : : : : : :

Dengan ini menyatakan bahwa saya / Hereby declare that I : 1. Tidak memiliki hubungan keuangan, hubungan kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan anggota Dewan Komisaris lainnya, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, yang dapat mempengaruhi kemampuan saya untuk bertindak Independen sebagaimana diatur dalam ketentuan Pelaksanaan Good Corporate Governance bagi Bank Umum. / Do not have a financial relationship, relationship management, share ownership and/or family relationship with members of the Board of Commissioners, Board of Director and/or Controlling Shareholders or relationship with the Bank, which may effects my ability to act independent as stipulated in the Implementation of Good Corporate Governance for Commercial Bank. 2. Apabila dikemudian hari, saya ditemukan memiliki hubungan-hubungan sebagaimana dimaksud pada butir 1 di atas, maka saya bersedia melepaskan jabatan Komisaris Independen saya dan bersedia untuk diganti. / If in the future, I found to have the relationships referred to in item 1 above, then i am willing to give up the post of Independent Commissioner an willing to be replaced.

(……………………………..)

RANGKAP JABATAN DEWAN KOMISARIS

CONCURRENT POSITION COMMISSIONERS

OF

BOARD

OF

Dewan Komisaris telah mengungkapkan jabatan rangkap yang dimilikinya. Jabatan rangkap Dewan Komisaris dapat dilihat pada tabel di bawah ini sebagai berikut.

Board of Commissioners have revealed concurrent positions they hold. The concurrent position of the Board of Commissioners can be seen in the table below.

Tabel Rangkap Jabatan Dewan Komisaris Table of Concurrent Position of Board of Commissioners Nama Name

Jabatan Position

Periode Period

Jabatan pada Perusahaan/ Instansi Lain Position at another Company/Institution

Nama Perusahaan/ Instansi Lain Name of Another Company/Institution

Oliver Simorangkir



-

-





PT Jakarta Setiabudi Internasional

Zaenal Abidin, Ph.D



-

-

304


Nama Name Suzanna Tanojo


Jabatan Position Komisaris Commissioner



Periode Period 7 Februari 2006 – 18 November 2016 7th of Februari 2006 - 18th of November 2016

18 November 2016 – saat ini 18th of November 2016 Current

Jabatan pada Perusahaan/ Instansi Lain Position at another Company/Institution

Nama Perusahaan/ Instansi Lain Name of Another Company/Institution


PT Victoria Investama Tbk

Direksi Board of Directors

PT Suryayudha Investindo Cipta


PT Victoria Manajemen Investasi

Direktur Director

PT Victoria Investama Tbk.


PENGELOLAAN BENTURAN KEPENTINGAN DEWAN KOMISARIS

CONFLICT OF INTEREST MANAGEMENT OF THE BOARD OF COMMISSIONERS

Dalam hal terjadi benturan kepentingan, anggota Dewan Komisaris, Direksi dan Pejabat Eksekutif Bank dilarang mengambil tindakan yang dapat merugikan Bank atau mengurangi keuntungan Bank dan wajib mengungkapkan benturan kepentingan dimaksud dalam setiap keputusannya. Benturan kepentingan dimaksud antara lain adalah perbedaan antara kepentingan ekonomi Bank dengan kepentingan ekonomi pribadi pemilik, anggota Komisaris, anggota Direksi maupun Pejabat Eksekutif bank dan atau pihak terkait dengan Bank, pemberian perlakuan istimewa kepada pihak – pihak tertentu diluar prosedur dan ketentuan yang berlaku serta pemberian suku bunga tidak sesuai dengan ketentuan dan prosedur yang berlaku. Apabila keputusan tetap harus diambil, maka harus mengutamakan kepentingan ekonomi Bank dan menghindarkan kerugian atau berkurangnya keuntungan Bank.

In the event of a conflict of interest, the Board of Commissioners, Directors and Executive Officers of the Bank are prohibited from taking actions that may harm the Bank or reduce the Bank’s profit and shall disclose the conflicts of interest in any decision. The conflicts of interest among others are the difference in the Bank’s economic interests and personal economic interests of the owners, commissioners, members of the Board of Directors and Executive Officers of the Bank and/or parties related to the Bank, giving preferential treatment to the certain parties outside the prevailing procedures and regulations and granting interest rate which is not in accordance with the applicable rules and procedures. If decisions remain to be taken, they should give priority to the Bank’s economic interests and to avoid losses or reduction on the Bank’s profits.

Untuk meminimalisir terjadinya benturan kepentingan yang disebabkan adanya rangkap jabatan, setiap anggota Dewan Komisaris diwajibkan untuk menandatangani Pakta Integritas yang berisikan keterangan bahwa dalam melaksanakan tugasnya, anggota Dewan Komisaris tidak akan melakukan hal-hal yang dapat menimbulkan konflik kepentingan. Pakta Integritas tersebut disimpan dan diadministrasikan oleh Sekretaris Dewan Komisaris.

To minimize conflicts of interest due to concurrent positions, each member of the Board of Commissioners is required to sign the Integrity Pact containing information that in carrying out their duties, members of the Board of Commissioners will not do any actions that could create a conflict of interest. The Integrity Pact is stored and administered by the Secretary of the Board of Commissioners.

KEPEMILIKAN SAHAM DEWAN KOMISARIS

SHARE OWNERSHIP COMMISSIONERS

Bank Victoria mewajibkan anggota Dewan Komisaris untuk mengungkapkan kepemilikan sahamnya, baik pada Bank Victoria maupun pada Bank dan perusahaan lain, yang berkedudukan di dalam dan di luar negeri dalam suatu laporan yang harus diperbaharui setiap tahunnya. Terkait dengan Kepemilikan Saham Dewan Komisaris pada Bank, Lembaga Keuangan non Bank dan Perusahaan Lain menurut ketentuan Bank Indonesia, anggota Dewan Komisaris baik secara sendiri-sendiri atau bersama-sama dilarang memiliki saham melebihi 25% dari modal disetor pada suatu perusahaan lain.

Bank Victoria obligates the Board of Commissioners to disclose their share ownership, either in Bank Victoria or any other Banks or companies, domiciled within or outside the country, in a mandatory report updated annually. In relation to the Share Ownership of the Board of Commissioners in the Bank, any non-Bank Financial Institutions, and any other Companies under Bank Indonesia provisions, the members of the Board of Commissioners, either separately or collectively, are prohibited from holding shares of more than 25% of the paid-up capital in any other companies.

Rincian Kepemilikan Saham Dewan Komisaris disajikan dalam tabel berikut.

Details of the share ownership of the Board of Commissioners are as follows.

OF

THE

BOARD

OF

305

2016 Annual Report


Tabel Kepemilikan Saham Dewan Komisaris Table of Share Ownership of the Board of Commissioners Nama Name

Jabatan Position

Periode Period

Kepemilikan Saham di Bank Victoria Share Ownership in Bank Victoria

Oliver Simorangkir



Nihil




Nihil

Zaenal Abidin, Ph.D



Nihil

Suzanna Tanojo



13,17%



4,58%



REKOMENDASI/PELAKSANAAN KOMISARIS TAHUN 2016

TUGAS

DEWAN

THE EXECUTION OF THE BOARD OF COMMISSIONERS’ TASK 2016

Sepanjang 2016, dalam pelaksanaan tugas dan tanggung jawabnya, Dewan Komisaris telah melaksanakan pemantauan dan pengawasan terhadap pelaksanaan Rencana Bisnis Bank sebagai bagian tidak terpisahkan. Berdasarkan pengawasan yang dilakukan tersebut, Dewan Komisaris telah memberikan rekomendasi agar Direksi memberikan perhatian khusus dan melakukan perbaikan-perbaikan antara lain: 1. Meningkatkan pertumbuhan kredit yang lebih baik dari tahun-tahun sebelumnya melalui diversifikasi penyaluran kredit kepada sektor ekonomi yang memiliki potensi tumbuh, prospek usaha, dan debitur-debitur yang memiliki permodalan yang kuat terhadap gejolak ekonomi untuk dapat menutup arus kas di masa depan; 2. Melakukan peningkatan di aktivitas kunci proses perkreditan yaitu dimulai dari evaluasi indentifikasi, proses pengukuran lebih baik, pemantauan dan pengendalian oleh unit-unit independen, sehingga risk assessment serta quality assurance proses perkreditan menjadi lebih baik; 3. Karena posisi Bank sensitif terhadap pergerakan suku bunga, maka perlu disikapi secara konsisten untuk menciptakan terobosan kebijakan seperti meningkatkan account CASA untuk memperluas base customer dengan tetap memperhatikan aturan prudential dalam penerapan APUPPT; 4. Melakukan peningkatan efisiensi, meningkatkan daya saing, memberikan nilai tambah untuk pelanggan dan meningkatkan produktivitas karyawan dalam bekerja; 5. Manajemen terus menerus melakukan peningkatan kompetensi manajerial maupun kompetensi teknis karyawan melalui training-training yang diselenggarakan secara inhouse ataupun program yang diselenggarakan oleh pihak eksternal. Hal ini dikarenakan sumber daya manusia merupakan subyek sentral seluruh aktifitas kegiatan operasional perbankan sehari-hari.

Throughout 2016, in the implementation of their tasks and responsibilities, the Board of Commissioners has carried out monitoring and supervision of the implementation of the Bank Business Plan as an integral part. Based on the supervisory carried out, the Board of Commissioners had recommended that the Board of Directors give special attention and to make improvements on the followings: 1. Improve better credit growth than in previous years through diversification of loan to economy sectors that has the potential to grow, business prospects, and debtors who have a strong capital against economic shock so that they can settle the cash flows in the future; 2. Increase key credit process activities which starts from identifying and evaluation, better measurement process, monitoring and control by independent units, so that the risk assessment and credit quality assurance will be better; 3. Due to the Bank’s position that sensitive to interest rate movement, the Bank needs to address it consistently to create a policy breakthrough such as improving CASA account by expanding the customer base while maintaining prudential rules in the application of APU-PPT; 4. To increase efficiency, improve competitiveness, provide added value for customers and improve employee productivity at work; 5. The Management continuously improves the managerial and technical competence of its employees through in-house trainings or programs organized by external party. This is because human resources is the central subject of all daily banking operations activities.

306



RAPAT DEWAN KOMISARIS

BOARD OF COMMISSIONERS MEETING

Sesuai dengan Board Charter Dewan Komisaris, rapat Dewan Komisaris dapat diadakan setiap waktu apabila dianggap perlu oleh salah seorang anggota Dewan Komisaris atau atas permintaan tertulis 1 (satu) pemegang saham atau lebih yang bersama-sama memiliki sedikitnya 1/10 (satu per sepuluh) bagian dari jumlah semua saham dengan hak suara yang sah yang dikeluarkan Bank. Rapat Dewan Komisaris wajib dihadiri oleh seluruh anggota Dewan Komisaris secara fisik paling kurang 2 (dua) kali dalam setahun dan apabila anggota Dewan Komisaris tidak dapat menghadiri rapat Dewan Komisaris, maka dapat menghadiri rapat melalui teknologi teleconference.

In accordance with Board of Commissioners Chapter, the meeting can be held at any times as deemed necessary by one of the members of Board of Commissioners or upon written request one or more of the shareholders who collectively own at least 1/10 (one ten) of the total share numbers with valid voting rights granted by the Bank. The Board of Commissioners meeting shall be attended by all members of Board of Commissioners physically at least 2 (twice) in a year. In case the members of Board of Commissioners are unable to attend the meeting, they can attend the meeting through teleconference technology.

FREKUENSI DAN KEHADIRAN RAPAT

FREQUENCY AND ATTENDANCE OF THE MEETING

Rapat Internal Dewan Komisaris selama 2016 dilaksanakan sebanyak 11 (sebelas) kali, Rapat Gabungan Dewan Komisaris dan Direksi dilaksanakan sebanyak 13 (tiga belas) kali, sedangkan Rapat Dewan Komisaris dengan Direktorat sebanyak 10 (sepuluh) kali. Daftar Kehadiran Rapat Internal Dewan Komisaris tahun 2016, dijabarkan sebagai berikut.

Internal meeting of Board of Commissioners during 2016 were held 11 (eleven) times; Joint Meeting of Board of Commissioners and Board of Directors were held 13 (thirteen) times; while the meeting of Board of Commissioners with Directorate were held 10 (ten) times. The Attendance List of Internal Meeting of Board of Commissioners during 2016 is as follows.

Tabel Frekuensi dan Kehadiran Rapat Dewan Komisaris Table of Frequency and Attendance of Board of Commissioner’s Meeting Rapat Internal Dewan Komisaris Internal Meeting of the Board of Commissioners Nama Name

Jabatan Position

Periode Period

Total Jumlah Rapat Total Meetings

Kehadiran Attendance

Jumlah Total

Oliver Simorangkir

Komisaris Utama President Commisioner

26 Juni 2015 – saat ini



19 Desember 2007 – saat ini

Zaenal Abidin, Ph.D

Komisaris/ Komisaris Independent Commissioner


Suzanna Tanojo


7 Februari 2006 – 18 November 2016


18 November 2016 – saat ini


Rapat Gabungan Dewan Komisaris dengan Direksi

Rapat Gabungan Dewan Komisaris dengan Direktorat

Joint Meeting between the Board of Commissioners and Board of Directors

Joint Meeting between the Board of Commissioners and Board of Directorate


%


Jumlah Total


%


Jumlah Total

Total Kehadiran Anggota Dewan Komisaris pada Seluruh Rapat Total Member of Board of Commissioners’ Attendance in All Meetings

%

11

11

100%

13

12

92,31%

10

10

100%

33

11

8

72,72%

13

11

84,62%%

10

8

80%

27

11

10

90,91%

13

12

92,31%

10

10

100%

32

11

9**

81,82%

12

10***

83,33%

8

0

0

19

1

1

100%

1

1

100%

2

2

100%

4

*Telah efektif sesuai persetujuan OJK (fit and proper test) tanggal 17 Februari 2017 ** 8 kali kehadiran melalui teleconference *** 9 kali kehadiran melalui teleconference

AGENDA, TANGGAL KOMISARIS

DAN

PESERTA

RAPAT

DEWAN

AGENDA, DATE, AND PARTICIPANT OF BOARD OF COMMISSIONERS’ MEETING

RAPAT INTERNAL DEWAN KOMISARIS

INTERNAL MEETING OF BOARD OF COMMISSIONERS

Sepanjang tahun 2016, agenda, tanggal dan peserta Rapat Internal Dewan Komisaris adalah sebagai berikut.

During 2016, the agenda, date, and participants of Board of Commissioners’ Internal Meeting are as follows.

307

2016 Annual Report


Tabel Rapat Internal Dewan Komisaris Table of Board of Commissioners’ Meeting No

1

Tanggal Date

08 Januari 2016 08th of January 2016

Agenda Rapat Meeting Agenda

Rencana Kerja Pengawasan Dewan Komisaris tahun 2016 Supervision Work Plan of Board of Commissioners in 2016

Peserta Rapat Meeting Participant Oliver Simorangkir

Hadir / Present


Hadir / Present

Zaenal Abidin, Ph.D Suzanna Tanojo

27 Januari 2016 27th of January 2016

Rencana Kerja Pengawasan Dewan Komisaris tahun 2016 Supervision Work Plan of Board of Commissioners in 2016

2

Hadir / Present


Hadir / Present

Suzanna Tanojo

3

Rencana Rapat dan Kerja Pengawasan Dewan Komisaris tahun 2016 Supervision Work and Meeting Plan of Board of Commissioners in 2016

Rencana Perubahan Struktur Organisasi Organizational Change Plan

4

Hadir / Present


Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present

Hadir / Present


Hadir / Present

Suzanna Tanojo Kejadian PT Paramount Serpong Event at PT Paramount Serpong

5

Oliver Simorangkir Gunawan Tenggarahardja Zaenal Abidin, Ph.D Suzanna Tanojo

24 Juni 2016 24th of June 2016

Koordinasi intra grup dan Sususnan BOD Intra-group Coordination and Composition of BOD

6

22 Juli 2016 22nd of July 2016 7

Sruktur Organisasi baru sehubungan dengan pengunduran diri Direksi Newest Organizational Structure related with the resignation of Board of Director

Memo Dewan komisaris sehubungan dengan temuan OJK Memorandum of Board of Commissioner concerning FSA’s findings

8

9

Hadir / Present Hadir melalui teleconference Present via teleconference


Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present

Suzanna Tanojo

Hadir / Present

Oliver Simorangkir

Hadir / Present

Gunawan Tenggarahardja Zaenal Abidin, Ph.D

Oliver Simorangkir Gunawan Tenggarahardja

Suzanna Tanojo Pengunduran diri Ibu Suzanna Tanojo dan Calon Anggota Dewan komisaris Resignantion of Mrs. Suzanna Tanojo and the Candidate of the Member of Board of Commissioner

Hadir / Present Tidak Hadir / Absence

Hadir / Present

Zaenal Abidin, Ph.D

05 Oktober 2016 5th of October 2016


Oliver Simorangkir

Suzanna Tanojo 24 Agustus 2016 24th of August 2016

Hadir melalui teleconference Present via teleconference

Oliver Simorangkir

Zaenal Abidin, Ph.D

22 April 2016 22nd of April 2016


Oliver Simorangkir

Suzanna Tanojo

16 Maret 2016 16th of March 2016


Oliver Simorangkir

Zaenal Abidin, Ph.D

03 Februari 2016 3rd of February 2016

Hadir/Tidak Hadir Present/ Absence


Hadir / Present Tidak Hadir / Absence Hadir melalui teleconference Present via teleconference Hadir / Present Tidak Hadir / Absence Hadir / Present Hadir melalui teleconference Present via teleconference Hadir / Present Tidak Hadir / Absence Hadir / Present Hadir melalui teleconference Present via teleconference

308


No

Tanggal Date


21 Oktober 2016 21st of October 2016

10

23 November 2016 23rd of November 2016 11


Peserta Rapat Meeting Participant

- - -


Penunjukan Kantor Akuntan Publik Tahun Buku 2016 Kinerja Keuangan BVIC dan BVIS 30 September 2016 Rencana Komisaris Utama Menjadi Komisaris Independen - Rencana Penambahan Karyawan - Rencana PSP untuk Jabatan Komisaris - The Appointment of Public Accountant Firm for 2016 Financial Year - Bvic & Bvis Financial Performance as 30th of Sept 2016 - Plan of President Commissioner Becomes Independent Commissioner - Recruitment Plan - Plan of PSP for Commissioner Position

Oliver Simorangkir

Hadir / Present


Hadir / Present

-

Oliver Simorangkir

Hadir / Present


Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present


Hadir / Present

- - -

- -

Uraian Tugas dan Wewenang Dewan komisaris dan Anggota Komite Nominasi dan Remunerasi Rencana Rapat Dewan Komisaris Tahun 2017 Kebijakan Beragaman Dewan Komisaris Description of Task and Authority of Board of Commissioners and the Members of Nomination and Remuneration Committee Board of Commissioners’ Meeting Plan in 2017 Board of Commissioners’ Diversity Policy

Zaenal Abidin, Ph.D

Hadir / Present

Suzanna Tanojo


BETWEEN THE BOARD OF COMMISSIONERS AND BOARD OF

RAPAT GABUNGAN DEWAN KOMISARIS DENGAN DIREKSI

DIRECTORS

Sepanjang tahun 2016, agenda, tanggal dan peserta Rapat Gabungan Dewan Komisaris dengan Direksi adalah sebagai berikut.

Throughout 2016, the agenda, date, and participant of the Joint Meetings between the Board of Commissioners and Board of Directors are as follows:

Tabel Rapat Gabungan Dewan Komisaris dengan Direksi Table of Joint Meeting of the Board of Commissioners

No

Tanggal Rapat Date 27 Januari 2016 27 January 2016

1

17 Februari 2016 17 February 2016

2

04 Maret 2016 4 March 2016

3

Agenda Rapat Meeting Agenda Kinerja Keuangan Posisi Desember 2015 (Un Audited) Direktorat Treasury dan Retail Banking Direktorat Direktur Utama Direktorat Kredit Direktorat Operasi dan Sistem Direktorat Kepatuhan dan Manajemen Risiko Pengawasan Dewan komisaris Financial Result pe December 2015 (unaudited) Treasury & Retail Banking Directorate Presiden Director Directorate Credit Directorate Operation & System Directorate Compliance & Risk Management Directorate Board of Commissioners Supervision Opening Discusion Kinerja Keuangan Posisi 15 Februari 2016 Direktorat Treasury dan Retail Banking Direktorat Kredit Direktorat Operasi dan Sistem Direktorat Kepatuhan dan Manajemen Risiko Pengawasan Dewan komisaris Opening Discusion Financial Performance per 15 Feb 2016 Treasury & Retail Banking Directorate Credit Directorate Operation & System Directorate Compliance & Risk Management Directorate Board of Commissioners Supervision

Draft Final Laporan Keuangan (Audited) Direktorat Treasury dan Retail Banking Direktorat Direktur Utama Direktorat Kredit Direktorat Operasi dan Sistem Direktorat Kepatuhan dan Manajemen Risiko Pengawasan Dewan komisaris Final Draft Financial Report (Audited) Treasury & Retail Banking Directorate Presiden Director Directorate Credit Directorate Director of Bank Operations and System Compliance & Risk Management Directorate Board of Commissioners Supervision

Peserta Rapat – Dewan Komisaris BOC Meeting Participant


Peserta Rapat Direksi BOD Meeting Participant


Oliver Simorangkir

Hadir / Present

Daniel Budirahayu

Hadir / Present


Hadir / Present

Ramon Marlon Runtu

Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present


Hadir / Present

Suzanna Tanojo


Tamunan

Hadir / Present

Oliver Simorangkir

Hadir / Present

Daniel Budirahayu

Hadir / Present

Tidak Hadir / Present

Ramon Marlon Runtu

Hadir / Present

Zaenal Abidin, Ph.D


Hadir / Present


Hadir / Present

Suzanna Tanojo


Tamunan

Hadir / Present

Oliver Simorangkir

Hadir / Present

Daniel Budirahayu

Hadir / Present


Hadir / Present

Rusli

Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present

Ramon Marlon Runtu

Hadir / Present

Suzanna Tanojo



Tidak Hadir / Absence

Tamunan

Hadir / Present

309

2016 Annual Report

No

Tanggal Rapat Date 18 Mei 2016 18 May 2016

4

27 Mei 2016 27 May 2016

5

15 Juni 2016 15 June 2016

Agenda Rapat Meeting Agenda Draft Final Laporan Keuangan (Audited) Direktorat Treasury dan Retail Banking Direktorat Direktur Utama Direktorat Kredit Direktorat Operasi dan Sistem Direktorat Kepatuhan dan Manajemen Risiko Pengawasan Dewan komisaris Final Draft Financial Report (Audited) Treasury & Retail Banking Directorate Presiden Director Directorate Credit Directorate Director of Bank Operations and System Compliance & Risk Management Directorate Board of Commissioners Supervision Temuan OJK Bidang IT NPL Bank Temuan OJK Bidang Operasional dan Treasury FSA Findings of IT Bank NPL FSA Findings of Operational and Treasury

Progress NPL NPL Progress


Koordinasi antara VICO dan BVIC Coordination between VICO and BVIC

7

22 Juli 2016 22 July 2016

8

24 Agustus 2016 24 August 2016

9

23 September 2016 23 September 2016

Kinerja Keuangan 15 Juli 2016 Direktorat Treasury dan Retail Banking Direktorat Kredit Direktorat Bussiness Direktorat Operasi dan Sistem Direktorat Kepatuhan dan Manajemen Risiko Financial Result 15 July 2016 Treasury & Retail Banking Directorate Credit Directorate Business Directorate Operation & System Directorate Compliance & Risk Management Directorate

Progress Bank Devisa IT Strategic Plan Kinerja Keuangan 22 Agustus 2016 Pemaparan Gapping Treasury Pemaparan Progress Calon Investor Deutsche Investition Und Entwicklungsgesellschaft- DEG Pemaparan Funding Pemaparan Lending Growth Strategy 2nd semester 2016 Achieve Asset Balance 14,5 Tn Direktorat Kredit Direktorat Kepatuhan dan Manajemen Risiko Foreign Exchange Bank Progress IT Strategic Plan Financial Result 22 August 2016 Explanation of Gapping Treasury Explanation of Progress Investor Deutsche Investition Und Entwicklungsgesellschaft- DEG Candidate Explanation of Funding Explanation of Lending Growth Strategy 2nd semester 2016 Achieve Asset Balance 14,5 Tn Credit Directorate Compliance & Risk Management Directorate Likuiditas Bank Victoria Bank Victoria Liquidity


Hadir / Present

Daniel Budirahayu

Hadir / Present

Hadir / Present

Rusli

Hadir/ Present

Zaenal Abidin, Ph.D

Hadir / Present

Ramon Marlon Runtu

Hadir / Present

Suzanna Tanojo



Hadir / Present

Tamunan

Hadir / Present

Oliver Simorangkir

Hadir / Present

Daniel Budirahayu

Hadir / Present


Hadir / Present

Rusli

Hadir/ Present

Zaenal Abidin, Ph.D

Hadir / Present

Ramon Marlon Runtu

Hadir / Present

Suzanna Tanojo



TIdak Hadir / Absence

Tamunan

Hadir / Present

Oliver Simorangkir

Hadir / Present

Daniel Budirahayu



Hadir / Present

Rusli

Hadir / Present


Ramon Marlon Runtu

Hadir/ Present

Hadir / Present


Hadir / Present

Tamunan


Oliver Simorangkir

Hadir / Present

Daniel Budirahayu

Hadir / Present


Hadir / Present

Rusli

Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present

Ramon Marlon Runtu

Hadir / Present

Suzanna Tanojo

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

Oliver Simorangkir

Hadir / Present

Daniel Budirahayu

Hadir / Present

Gunawan Tenggarahardja Zaenal Abidin, Ph.D Suzanna Tanojo

Hadir / Present

Rusli

Hadir / Present


Ramon Marlon Runtu

Hadir / Present

Hadir melalui teleconference


Hadir / Present

Present via teleconference

Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

Oliver Simorangkir

Hadir / Present

Daniel Budirahayu

Hadir / Present


Hadir / Present

Rusli

Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present

Ramon Marlon Runtu

Hadir / Present



Hadir / Present

Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

Suzanna Tanojo


Oliver Simorangkir Gunawan Tenggarahardja

10


Oliver Simorangkir

Suzanna Tanojo

24 Juni 16 24 June 2016



Zaenal Abidin, Ph.D

6




Daniel Budirahayu

Hadir / Present

Hadir / Present

Rusli


Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

310


No

Tanggal Rapat Date 21 Oktober 2016 21 October 2016

11

11 November 2016 11 November 2016

12

19 Desember 2016 19 December 2016

13


Agenda Rapat Meeting Agenda Posisi Keuangan Presentasi Associate Director Funding, Wealth Management dan Branch Network Presentasi Direktorat Wakil Direktur Utama Presentasi Associate Director Operasional dan Sistem Pemaparan Direktur Kepatuhan dan Manajemen Resiko Pemaparan Direktorat Direktur Utama Financial Position Associate Director Funding, Wealth Management & Branch Network Presentation Vice Presiden Director Directorate Presentation Associate Director of Operation & System Directorate Presentation Compliance & Risk Management Directorate Explanation Presiden Director Directorate Explanation Rencana Bisnis Bank 2017- 2019 Pemaparan Wakil Direktur Utama Pemaparan Direktur Business Pemaparan Direktur Kredit Presentasi Associate Director Funding dan Branch Mangement Associate Director Operational dan System Explanation Bank Business Plan 2017- 2019 Vice Presiden Director Directorate Explanation Business Directorate Explanation Credit Directorate Explanation Associate Director Funding & Branch Mangement Presentation Associate Director Operational & System Explanation

- Kinerja Keuangan Posisi 15 Des 2016 - Pemaparan Direktur Business - Pemaparan Direktur Kredit - Pemaparan Associate Director Operational dan System - Pemaparan Direktur Utama - Financial Result Position 15 Dec 2016 - Business Directorate Explanation - Credit Directorate Explanation - Associate Director Operational & System Explanation - Presiden Director Directorate Explanation





Oliver Simorangkir

Hadir / Present

Daniel Budirahayu

Hadir / Present


Hadir / Present

Rusli


Zaenal Abidin, Ph.D

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

Daniel Budirahayu

Hadir / Present

Suzanna Tanojo


Oliver Simorangkir

Hadir / Present


Hadir /Present

Rusli

Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present

Ramon Marlon Runtu

Hadir / Present

Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

Suzanna Tanojo


Oliver Simorangkir

Hadir / Present

Daniel Budirahayu

Hadir / Present


Hadir / Present

Rusli


Zaenal Abidin, Ph.D

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

RAPAT GABUNGAN DEWAN KOMISARIS DENGAN DIREKTORAT

JOINT MEETING BETWEEN BOARD OF COMMISSIONER WITH

DAN/ATAU DIVISI

DIRECTORATES AND/OR DIVISION

Selama 2016, agenda Rapat Gabungan Dewan Komisaris dan Direktorat dan/atau Divisi adalah sebagai berikut.

Throughout 2016, the agend of Joint Meetings between Board of Commsioners and Directorates and/or Division are as follows

Tabel Rapat Gabungan Dewan Komisaris Dengan Direktorat Dan/Atau Divisi Table of Joint Meetings of the Board of Commissioners with the Directorate and/or Division No

Tanggal Date

1

11 Maret 2016 11 March 2016

2

3

4

11 Maret 2016 11 March 2016

11 Maret 2016 11 March 2016 23 Maret 2016 23 March 2016

Agenda Rapat Meeting Agenda Rencana Bisnis Direktorat Direktur Utama President Director Directorate’s Business Plan

Peserta Rapat Meeting Participant Oliver Simorangkir

Hadir / Present


Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present

Suzanna Tanojo Rencana Bisnis Direktorat Kepatuhan dan Manajemen Resiko Compliance and Risk Management Directorate’s Business Plan

Hadir / Present


Hadir / Present

Zaenal Abidin, Ph.D


Oliver Simorangkir

Hadir / Present


Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present

Suzanna Tanojo Rencana Bisnis Direktorat Direktur Business Director of Business Directorate’s Business Plan


Oliver Simorangkir

Suzanna Tanojo Rencana Bisnis Direktorat Direktur Operasi dan Sistem Director of Operation and System Directorate’s Business Plan



Oliver Simorangkir

Hadir / Present


Hadir / Present



311

2016 Annual Report

No

Tanggal Date

5

23 Maret 2016 23 March 2016

6



20 Mei 2016 20 May 2016


Rencana Bisnis Direktorat Direktur Treasury dan Retail Banking Director of Treasury and Retail Banking Directorate’s Business Plan


Monitoring masalah-masalah operasional Operational issues monitoring


Monitoring Direktorat Direktur Utama President Director Directorate Monitoring 7

20 Mei 2016 20 May 2016


Tindak Lanjut Temuan OJK Follow Up on FSA Findings 8

15 Juni 2016 15 June 2016

9

10



Paparan Divisi Finance& Akunting Paparan Divisi Operasional &Internal Control Paparan Divisi Administrasi Perkreditan Finance & Accounting Division Presentation Operational & Internal Control Division Presentation Lending Administration Division Presentation

Hadir / Present Tidak Hadir / Absence Hadir / Present Tidak Hadir / Absence Hadir / Present Tidak Hadir / Absence Hadir / Present Tidak Hadir / Absence Hadir / Present Tidak Hadir / Absence Hadir / Present Tidak Hadir / Absence

Oliver Simorangkir

Hadir / Present


Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present

Suzanna Tanojo Paparan Divisi Remedial dan Legal Remedial & Legal Division Presentation



Oliver Simorangkir

Hadir / Present


Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present


Hadir / Present

Oliver Simorangkir

Hadir / Present


Hadir / Present

Zaenal Abidin, Ph.D

Hadir / Present


Hadir / Present

KEPUTUSAN DEWAN KOMISARIS

BOARD OF COMMISSIONERS DECISION

Selama tahun 2016, Dewan Komisaris telah mensahkan Surat Keputusan Dewan Komisaris, antara lain:

Throughout 2016, the Board of Commissioners has authorize the Board of Commssioners Decree Letter, among others:

Tanggal Date

Nomor Surat Letter Number

Perihal Subject

22 Februari 2016

001/SK-OM/02/16

Pedoman Komite Nominasi dan Remunerasi PT Bank Victoria International, Tbk Guidelines for the Nomination and Remuneration Committee of PT Bank Victoria International, Tbk

24 Februari 2016

002/SK-KOM/02/16

Board Commisionners Charter (BOC Charter) PT Bank Victoria International, Tbk Board Commisionners Charter (BOC Charter) Pt Bank Victoria International, Tbk

001/SK-KOM/03/16

Piagam dan Pedoman Kerja Komite Audit PT Bank Victoria International, Tbk Charter and Work Guidelines of the Audit Committee of PT Bank Victoria International, Tbk

002/SK-KOM/03/16

Piagam dan Pedoman Kerja Komite Pemantau Resiko, PT Bank Victoria International, Tbk Charter and Work Guidelines of the Risk Monitoring Committee of PT Bank Victoria International, Tbk

001/SK-KOM/04/16

Pembagian Tugas dan Wewenang Anggota Board of Commisionners, PT Bank Victoria International, Tbk Distribution of Roles and Responsibilities of Member of the Board of Commssioners of PT Bank Victoria International, Tbk

002/SK-KOM/04/16

Pembagian Tugas dan Wewenang Anggota Board of Directors, PT Bank Victoria International, Tbk Distribution of Roles and Responsibilities of Member of the Board of Directors of PT Bank Victoria International, Tbk

003/SK-KOM/04/16

Prosedur Persetujuan dan Wewenang Komite Kredit Kantor Pusat PT Bank Victoria International, Tbk Approval Procedure and Responsibilities of the Credit Committee of PT Bank Victoria International, Tbk Head Office

001/SK-KOM/05/16

Pembagian Tugas Dan Wewenang Anggota Board of Directors, PT Bank Victoria International, Tbk Distribution of Roles and Responsibilities of Member of the Board of Directors of PT Bank Victoria International, Tbk

02 Maret 2016 03 Maret 2016

04 April 2016

04 April 2016

06 April 2016

27 Mei 2016

312


Tanggal Date 11 Juli 2016

Nomor Surat Letter Number

Direktur di bidang Business PT Bank Victoria International, Tbk Director of Business Bank Victoria International, Tbk

001/SK-KOM/07/16

Pelimpahan Tugas dan Tanggung Jawab Direktur Treasury dan Retail Banking Kepada Direktur Utama dan Wakil Direktur Utama PT Bank Victoria International, Tbk Delegation of Roles and Responsibilities of Director of Treasury and Retail Banking to the President Director and Vice President Director of Bank Victoria International, Tbk Director of Business

002/SK-KOM/07/16

Pembagian Tugas dan Wewenang Anggota Board of Directors, PT Bank Victoria International, Tbk Distribution of Roles and Responsibilities of Member of the Board of Directors of PT Bank Victoria International, Tbk

002/SK-KOM/08/16


001/SK-KOM/09/16


001/SK-KOM/11/16

Pembagian Tugas dan Wewenang Board Of Commisionners PT Bank Victoria International, Tbk Distribution of Roles and Responsibilities of Member of the Board of Commssioners of PT Bank Victoria International, Tbk

29 Juli 2016

19 September 2016 29 November 2016

Perihal Subject

001/SK-KOM/06/16

27 Juli 2016

31 Agustus 2016


PROGRAM ORIENTASI BAGI KOMISARIS BARU

ORIENTATION PROGRAM FOR NEW COMMISSIONERS

Pelaksanaan program orientasi bagi anggota Dewan Komisaris yang baru diangkat, diatur dalam Surat Keputusan Dewan Komisaris No.002/SK-KOM/02/16 Tentang Board of Commisioners Charter (BOC Charter) PT Bank Victoria International Tbk. Untuk Anggota Dewan Komisaris yang baru diangkat, wajib diberikan program pengenalan mengenai kondisi Bank secara umum. Penanggung jawab atas program pengenalan tersebut adalah Sekretaris Perusahaan.

The implementation of the orientation program for new members of the Board of Commissioners stipulated in Decision Letter of the Board of Commissioners No. 002/SK-KOM/02/16 on Board of Commisioners Charter (BOC Charter) PT Bank Victoria International Tbk. For new appointed member of Board of Commissioners, it is imperative to have an orientation program to know the Bank’s general condition. The responsibility person for this orientation program is the Corporate Secretary.

Program pengenalan Dewan Komisaris meliputi dan tidak terbatas pada hal-hal berikut ini: 1. Pemberian Informasi terkait konten/isi website Bank Victoria; 2. Pengenalan tentang seluruh Sistem dan Prosedur yang terdapat pada Intranet Bank Victoria; 3. Pengenalan keliling Kantor Cabang, terutama Kantor Cabang besar; dan 4. Menginformasikan hal-hal yang terdapat di dalam Annual Report.

The Board of Commssioner orientation program consist of and not limited to the followings: 1. Provision of information regarding Bank Victoria’s website content; 2. The introduction of the entire System and Procedures contained in Bank Victoria’s Intranet; 3. Introduction to several Branch Offices, especially large Branch Office; and 4. Provision of information regarding the content of the Annual Report.

PENGEMBANGAN KOMISARIS

DEWAN

COMPETENCE DEVELOPEMT OF THE BOARD OF COMMISSIONERS

Pengembangan kompetensi dinilai penting agar Dewan Komisaris dapat selalu memperbaharui informasi tentang perkembangan terkini dari bisnis Bank dan peraturan Perundang-undangan yang berlaku dan sebagai bentuk antisipasi atas masalah yang timbul di kemudian hari bagi keberlangsungan dan kemajuan Bank. Sepanjang tahun 2016, anggota Dewan Komisaris Bank telah mengikuti berbagai program peningkatan kompetensi berupa pelatihan, workshop, konferensi, seminar, sebagaimana tabel berikut ini:

The competence development is considered very important so that the Board of Commissioners can keep updated on the latest developments of the Bank’s business and the prevailing Laws and Regulations and to anticipate future problems for the Bank’s sustainability and progress. Throughout 2016, members of the Board of Commissioners have attended various competency improvement programs in the form of training, workshops, conferences, seminars, as the following table:

KOMPETENSI

313

2016 Annual Report


Tabel Pengembangan Kompetensi Dewan Komisaris Table of Competence Developemt Of The Board Of Commissioners

Nama Name

Oliver Simorangkir


Zaenal Abidin, Ph.D

Materi Pengembangan Kompetensi /Pelatihan Competence Development/ Training Material

Jabatan Position

Periode Period



Training Leadership



-



Pelatihan dan Sertifikasi Asesor Kompetensi

Waktu dan Tempat Pelaksanaan Time and Venue

Jakarta, 12 dan 19 Maret 2016

-

Jakarta, 9 Januari - 3 Februari 2016

Seminar Publik LSP - PM

Jakarta, 20 dan 27 Februari, 5 dan 12 Maret 2016

Seminar Publik BNSP

Certified Risk Professional (CRP)

Jakarta, 12 dan 19 Maret 2016

In House Diaspora IBS

Jakarta, 23 April 2016

In House STIE Wiyata Mandala

Bandung, 10 - 11 November 2016

Seminar Publik Otoritas Jasa Keuangan

Training Strest Test Bank dan Konglomerasi Keuangan Training/ Seminar “Pengawasan Terintegrasi Bagi Konglomerasi Keuangan”




In House Diaspora IBS

-

Training Leadership

Suzanna Tanojo

Jenis Pelatihan dan Penyelenggara Type of Training and Organizer


-


-

-

-

-

*Telah efektif sesuai persetujuan OJK (fit and proper test) tanggal 17 Februari 2017

SERTIFIKASI MANAJEMEN RISIKO

RISIK MANAGEMENT CERTIFICATION

Di samping program peningkatan kompetensi di atas, Dewan Komisaris juga mengikuti program Sertifikasi Manajemen Risiko. Pada periode 2016, Dewan Komisaris yang telah lulus sertifikasi manajemen risiko sebagai berikut.

In addition to the above competency improvement program, the Board of Commissioners also participates in the Risk Management Certification program. In 2016, the following members of the Board of Commissioners has passed the risk management certification.

Tabel Sertifikasi Manajemen Risiko Table Of Risik Management Certification Nama Name Oliver Simorangkir

Jabatan Position

Periode Period

Level Level



5

Waktu dan Tempat Pelaksanaan Time and Venues Jakarta Oktober 2015

Expired Expiration

Penyelenggara Organizer

Oktober 2017

LSPP

314


Nama Name

Jabatan Position

Periode Period

Level Level



19 Desember 2007 – saat ini

5

Zaenal Abidin, Ph.D


27 September 2012 – saat ini

Suzanna Tanojo





Waktu dan Tempat Pelaksanaan Time and Venues

Expired Expiration


Jakarta November 2014

Nopember 2016

LSPP

2


Nopember 2018

BSMR

03 Februari 2006 – 18 November 2016

5


November 2016

LSPP

18 November 2016 – saat ini

3

Jakarta Maret 2015

Maret 2017

LSPP

*Telah efektif sesuai persetujuan OJK (fit and proper test) tanggal 17 Februari 2017

*Has been effective in accordance with the approval FSA (Fit and Proper Test) dated 17 February 2017

PENILAIAN KINERJA DEWAN KOMISARIS

ASSESSMENT OF THE BOARD OF COMMISSIONERS

Berdasarkan Board Charter Dewan Komisaris, penilaian kinerja anggota Dewan Komisaris dilakukan dengan sistem self assessment, peer evaluation, atau sistem lain untuk kemudian diputuskan dalam rapat Komisaris.

Based on the Board Charter of the Board of Commissioners, the assessment on the performance of the Board of Commissioners members shall be conducted with a self assessment, peer evaluation, or other system to be decided in the Board of Commissioners’ meeting.

PROSEDUR PELAKSANAAN ASSESSMENT KINERJA DEWAN KOMISARIS

THE PROCEDURE OF THE EXECUTION OF THE BOARD OF COMMISSIONERS PERFORMANCE ASSESSMENT

Penilaian kinerja oleh pemegang saham dilakukan dalam RUPS Tahunan tentang Laporan Pertanggungjawaban Kinerja Bank Victoria dan Pengesahan Laporan Keuangan Tahunan Audited tahun buku yang bersangkutan.

Performance assessment by the shareholders made in the Annual General Meeting of Shareholders on Bank Victoria’s Performance Accountability Report and the endorsement of Audited Annual Financial Statements of the fiscal year concerned.

Peer group evaluation merupakan penilaian dengan cara masingmasing Komisaris memberikan penilaian terhadap Komisaris lainnya. Penilaian dilakukan berdasarkan bidang pengawasan dan pekerjaan masing-masing Dewan Komisaris. Kriteria penilaian dibuatkan secara general dan diuraikan dengan penjelasan secara kualitatif (tidak diberikan nilai secara angka/skala).

Peer group evaluation is an evaluation conducted by each Commissioner by providing an evaluation of other Commissioners. The evaluation is done based on each field of supervision and work of the Board of Commissioners. Evaluation criteria are made in general and described by qualitative explanation (no numeral value/scale is given).

KRITERIA EVALUASI KINERJA DEWAN KOMISARIS

EVALUATION CRITERIA OF THE BOARD OF COMMISSIONERS PERFORMANCE

Sesuai denan Board Charter Dewan Komisaris, penilaian kinerja Dewan Komisaris dapat berdasarkan kriteria umum, antara lain:

4. Kehadiran dalam rapat Komisaris atau Komite dengan Unit Kerja Bank

In accordance with the Board Charter of the Board of Commissioners, the performance assessment of the Board of Commissioners may be based on general criteria, among others: 1. Attendance at the Board of Commissioners internal meetings 2. Attendance at the Board of Commissioners’ meeting with the Board of Directors 3. Attendance at the Board of Commissioners meeting with the Shareholders 4. Attendance at the Board of Commissioners or Committees meetings with the Bank’s Working Units

Selain itu, kinerja Dewan Komisaris dapat dinilai menurut faktor lainnya baik secara individual maupun kolektif sebagai berikut:

In addition, the performance of the Board of Commissioners may be assessed by other factors individually or collectively as follows:

1. Integritas (misalnya benturan kepentingan yang muncul). 2. Pengetahuan dan pemahaman Dewan Komisaris atas nilainilai misi, Rencana Jangka Panjang Bank, dan merefleksikan pemahaman ini kepada isu-isu penting sepanjang tahun.

1. Integrity (eg conflict of interest that arises). 2. Knowledge and understanding of the Board of Commissioners on mission values, the Bank’s Long Term Plan, and reflect this understanding to important issues throughout the year.

1. Kehadiran dalam rapat internal Komisaris 2. Kehadiran dalam rapat Komisaris dengan Direksi 3. Kehadiran dalam rapat Komisaris dengan Pemegang Saham

2016 Annual Report

315


3. Partisipasi Dewan Komisaris dalam rapat-rapat, temasuk kemampuan mereka untuk menyampaikan, memberikan argumentasi dan memberikan solusi mengenai isu-isu strategis Bank. 4. Kemampuan Dewan Komisaris dalam mengikuti isu-isu dan tren yang berpengaruh terhadap Bank dan menggunakan informasi tersebut untuk menilai dan mengarahkan kinerja Bank, bukan hanya dari tahun ke tahun, akan tetapi juga dalam jangka panjang. 5. Hubungan anggota Dewan Komisaris dengan sesama anggota Komisaris, dengan Direksi, dan pihak-pihak lain yang diatur dalam Anggaran Dasar dan peraturan perundangan.

3. Participation of the Board of Commissioners in meetings, including their ability to convey, provide arguments and provide solutions on the Bank’s strategic issues.

PIHAK YANG MELAKUKAN ASSESSMENT

THE PARTIES UNDERTAKE THE ASSESSMENT

Hasil penilaian kinerja Dewan Komisaris disampaikan melalui Komite Nominasi dan Remunerasi kepada Pemegang saham sebelum pelaksanaan RUPS Tahunan.

The results of the Board of Commissioners’ performance assessment are submitted through the Nomination and Remuneration Committee to the Shareholders prior to the execution of the Annual General Meeting of Shareholders.

HASIL PENILAIAN KINERJA DEWAN KOMISARIS

THE RESULT OF THE BOARD OF COMMISSSIONERS PERFORMANCE ASSESSMENT

Hasil dari peer group evaluation Dewan Komisaris di tahun 2016, menunjukkan bahwa kinerja masing-masing anggota Komisaris dalam menjalankan tugas dan tanggungjawabnya, yang dinilai berdasarkan bidang pengawasan dan pekerjaan masing-masing Anggota Komisaris sudah berjalan dengan baik.

The results of the peer group evaluation of the Board of Commissioners in 2016 indicated that the performance of each member of the Board of Commissioners in carrying out its duties and responsibilities which is assessed on the basis of the supervision and work of each Commissioner Member has been well executed.

PENILAIAN KINERJA PENERAPAN GCG (SELF ASSESSMENT) DEWAN KOMISARIS SESUAI KETENTUAN BI/OJK

ASSESSMENT ON THE GCG IMPLEMENTATION PERFORMANCE (SELF ASSESSMENT) BY THE BOARD OF COMMISSIONERS IN ACCORDANCE WITH BI/FSA PROVISION

BI/OJK secara khusus mengatur penilaian kinerja Dewan Komisaris berdasarkan parameter kriteria Penilaian Tugas dan Tanggung Jawab Dewan Komisaris, termasuk pelaksanaan tugas Komite Audit, Komite Pemantau Risiko serta Komite Nominasi dan Remunerasi dalam ketentuan self assessment pelaksanaan GCG sebagaimana diatur pada Surat Edaran Bank Indonesia No.15/15/DPNP/ tanggal 29 April 2013 perihal Pelaksanaan Good Corporate Governance bagi Bank Umum.

BI/OJK specifically regulates Board of Commissioners’ performance assessment based on the Board of Commissioners’ Tasks and Responsibilities Assessment criteria parameter, including the tasks implementation of the Audit Committee, Risk Monitoring Committee and Remuneration and Nomination Committee in the provision of GCG implementation selfassessment as stipulated in Bank Indonesia Circular Letter No. 15/15/DPNP/ dated 29 April 2013 regarding the implementation of Good Corporate Governance for Commercial Banks.

Kriteria self assessment Dewan Komisaris terkait pelaksanaan GCG dibagi menjadi 3 (tiga) kelompok yaitu Governance Structure, Governance Process dan Governance Outcome. Governance structure terdiri dari 14 indikator, Governance Process terdiri dari 17 indikator sedangkan governance outcome terdiri dari 6 indikator. Adapun hasil penilaian self assessment pelaksanaan Good Corporate Governance tahun 2016 Bank Victoria, untuk aspek Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris mendapat nilai komposit 1 atau SANGAT BAIK.

The Criteria for Board of Commissioners Self Assessment in relation to GCG implementation is divided into three (3) groups: Governance Structure, Governance Process and Governance Outcome. Governance structure consists of 14 indicators, Governance Process consists of 17 indicators while Governance Outcome consists of six indicators. As for the results of self assessment for 2015 Good Corporate Governance implementation for Bank Victoria2015, in Board of Commissioners’ Tasks and Responsibilities aspect has received a composite score of 1 or EXCELLENT.

PENILAIAN KINERJA KOMITE DI BAWAH DEWAN KOMISARIS

PERFORMANCE ASSESSMENT OF THE COMMITTEES UNDER THE BOARD OF COMMISSIONER

Dewan Komisaris memiliki komite-komite penunjang yang telah memiliki tugas dan tanggung jawab untuk mendukung kinerja Dewan Komisaris. Komite-komite tersebut telah memiliki pedoman kerja yang jelas, sehingga pelaksanaan tugasnya

The Board of Commissioners has supporting committees that have duties and responsibilities to support the Board of Commissioners tasks. The committees already have clear working guidelines, so that the execution of its duties should be

4. The ability of the Board of Commissioners to follow the issues and trends affecting the Bank and using that information to assess and guide the Bank’s performance, not only from year to year basis, but also in the long run. 5. The relationship between the members of the Board of Commissioners with fellow members of the Board of Commissioners, with the Board of Directors, and other parties stipulated in the Articles of Association and legislation.


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bisa terarah dan efektif. Komite-komite yang berada di bawah Dewan Komisaris adalah Komite Audit, Komite Nominasi dan Remunerasi, Komite Pemantau Risiko serta Komite Tata Kelola Terintegrasi.

well organized and effective. The committees under the Board of Commissioners are the Audit Committee, Nomination and Remuneration Committee, Risk Monitoring Committee and Integrated Governance Committee.

Komite Audit memiliki tugas dan tanggung jawab untuk melakukan pengawasan atas efektivitas sistem pengendalian internal, manajemen risiko, internal audit, proses pelaporan keuangan. Komite Nominasi dan Remunerasi melaksanakan fungsi dan tugas Dewan Komisaris terkait dengan nominasi dan remunerasi anggota Direksi dan anggota Dewan Komisaris. Komite Pemantau Risiko mendukung efektivitas pelaksanaan tugas dan tanggung jawab Dewan Komisaris terkait dengan pengawasan risiko. Sedangkan, Komite Tata Kelola Terintegrasi yang membantu Dewan Komisaris dalam memantau pelaksanaan/ penerapan dan pelaporan GCG (Good Corporate Governance) Terintegrasi Lembaga Jasa Keuangan (LJK) grup Victoria.

The Audit Committee has the duty and responsibility to supervise the effectiveness of the internal control system, risk management, internal audit, financial reporting process. The Nomination and Remuneration Committee undertakes the functions and duties of the Board of Commissioners related to the nomination and remuneration for members of the Board of Directors and members of the Board of Commissioners. The Risk Monitoring Committee supports the effectiveness of the implementation of the Board of Commissioners tasks and responsibilities related to risk control. Meanwhile, the Integrated Governance Committee assists the Board of Commissioners in monitoring the execution/ Implementation and GCG reporting of an Integrated Financial Services Institute (LJK) Victoria group.

Dewan Komisaris secara periodik melakukan penilaian atas efektivitas kinerja komite-komite di bawah Dewan Komisaris. Dewan Komisaris menilai bahwa selama tahun 2016 komitekomite telah menjalankan tugas dan tanggung jawabnya dengan cukup efektif.

The Board of Commissioners periodically reviews the performance effectiveness of these committees under the Board of Commissioners. The Board of Commissioners beliefs that in 2016, these committees have performed its duties and responsibilities effectively.

KEBIJAKAN REMUNERASI DEWAN KOMISARIS

THE BOARD OF COMMISSIONERS’ REMUNERATION POLICY

Remunerasi Dewan Komisaris ditetapkan dengan mengacu kepada ketentuan Peraturan OJK No.45/POJK.03/2015 tentang Penerapan Tata Kelola dalam Pemberian Remunerasi Bagi Bank Umum serta Surat Edaran Otoritas Jasa Keuangan No.40/SEOJK.03/2016 tentang Penerapan Tata Kelola Dalam Pemberian Remunerasi Bank Umum.

The Board of Commissioners remuneration is stipulated by referring to the provisions of fsa Regulation NO. 45/POJK.03/2015 regarding the Implementation of Good Corporate Governance in Providing Remuneration for Commercial Banks and Circular Letter of Finance Service Authority No. 40/SEOJK.03/2016 on the Implementation of Good Corporate Governance in Providing Remuneration of Commercial Banks.

Remunerasi yang diberikan kepada Dewan Komisaris dapat berupa remunerasi yang bersifat tetap yaitu remunerasi yang tidak dikaitkan dengan kinerja dan risiko, antara lain gaji pokok, fasilitas, tunjangan perumahan, tunjangan kesehatan, tunjangan pendidikan, tunjangan hari raya, dan pensiun. Serta remunerasi yang bersifat variabel yaitu Remunerasi yang dikaitkan dengan kinerja dan risiko, antara lain bonus atau bentuk lainnya yang dipersamakan dengan itu.

The remuneration provided to the Board of Commissioners may be in form of a permanent remuneration which is remuneration that is not related to the performance and risk, such as basic salary, facilities, housing allowances, health benefits, education allowances, holiday allowances, and pensions. And variable remuneration that is remuneration associated with the performance and risk, among other bonuses

PROSEDUR PENETAPAN REMUNERASI

PROCEDURE IN DETERMINING REMUNERATION

Dalam menjalankan tugas dan tanggung jawabnya, Dewan Komisaris mendapat sejumlah remunerasi dan fasilitas lainnya. Kebijakan pemberian remunerasi dan fasilitas lainnya bagi Dewan Komisaris mengacu kepada keputusan dari Pemegang Saham sebagaimana ditetapkan dalam Rapat Umum Pemegang Saham dengan memperhatikan hasil kajian yang dilakukan oleh Bank. Kajian tentang struktur dan jumlah remunerasi didasarkan pada hasil penilaian kinerja antar Komisaris (self assessment) serta masukan/rekomendasi dari Komite Nominasi dan Remunerasi

In carrying out its tasks and responsibilities, the Board of Commissioners receives an amount of remuneration and other facilities. Remuneration policy and other facilities for the Board of Commissioners refer to the decision of the Shareholders as set out in the General Meeting of Shareholders, having regard to the results of a study conducted by the Company. Studies on the structure and amount of remuneration is based on the evaluation result of self assessment of the Commissioners and input/recommendation from the Nomination and Remuneration Committee.

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DEWAN

REMUNERATIoN STRUCTURE OF THE BOARD OF COMMISSIONERS

Komponen remunerasi Dewan Komisaris terdiri atas Honorarium, Benefit sesuai dengan ketentuan Bank seperti Asuransi Kesehatan, Kendaraan Dinas, BPJS Ketenagakerjaan, dan Tunjangan Hari Raya (THR) serta Tantiem/Gratifikasi yang besarannya diberikan sesuai kinerja Bank.

The remuneration components of the Board of Commissioners consists of Honorarium, Benefits in accordance with the provisions of the Bank such as Health Insurance, Official Vehicle, BPJS Ketenagakeraan, and Religious Holiday Allowance (THR) and Share of Profit which given based on the Bank’s performance.

INDIKATOR KOMISARIS

DEWAN

THE INDICATOR ON THE BOARD OF COMMISSIONERS’ REMUNERATION DETERMINATION

Dalam menetapkan besaran remunerasi bagi Dewan Komisaris Bank mengacu kepada ketentuan Peraturan Otoritas Jasa Keuangan No.45/POJK.03/2015 tentang Penerapan Tata Kelola dalam Pemberian Remunerasi Bagi Bank Umum, indikator tersebut antara lain: a. Faktor skala usaha; b. Faktor kompleksitas usaha; c. Peer group; d. Tingkat inflasi; e. Kondisi dan kemampuan keuangan Bank; f. Faktor - faktor lain yang relevan, serta tidak boleh bertentangan dengan peraturan perundang -undangan yang berlaku.

In determining the remuneration amount for the Board of Directors, the Bank refers to the provisions of the FSA Regulation No. 45/POJK.03/2015 concerning Governance Practices in Providing Remuneration for Commercial Banks, the indicators are as follows: a The business factor scale; b The business complexity factors; c Peer group; d The inflation rate; e The Bank’s financial conditions and capability; f Other relevant factors and the decision must not conflict with the legislation in force.

JUMLAH DEWAN

THE AMOUNT/COMPONENT OF COMMISSIONERS’ REMUNERATION

STRUKTUR KOMISARIS

REMUNERASI

PENETAPAN

ANGGOTA

REMUNERASI

NOMINAL/KOMPONEN

REMUNERASI

THE

BOARD

OF

Pengungkapan komponen remunerasi Dewan Komisaris dan Direksi mengacu pada Surat Edaran Otoritas Jasa Keuangan No.40/SEOJK.03/2016 tentang Penerapan Tata Kelola Dalam Pemberian Remunerasi Bank Umum.

The disclosure of the Board of Commissioners and Board of Directors remuneration components refers to the Circular Letter of the Financial Services Authority no. 40/SEOJK.03/2016 on the Implementation of Good Corporate Governance in Providing Remuneration of Commercial Banks.

Berikut jumlah Komisaris.

The following is the remuneration amount/component of the Board of Commissioners.

nominal/komponen

remunerasi

Dewan

Tabel Remunerasi Dewan Komisaris Table of the Board of Commissioners Remuneration

Jenis Remunerasi dan Fasilitas Lain Types of Remuneration and Other Facilities 1. Remunerasi (gaji, bonus, tunjangan rutin, tantiem, dan fasilitas lainnya dalam bentuk non natura) 1. Remuneratino (salary, bonus, routine allowance, share of profit, and other non-natura facilities 2. Fasilitas lain dalambentuknatura (perumahan, transportasi, asuransi kesehatan dan sebagainya) yang: a. Dapat dimiliki b. Tidak dapat dimiliki 2. Other natura facilities (housing, transportation, health insurance, etc.) that: a. May be owned b. Cannot be owned

Remunerasi dalam satu tahun dikelompokkan dalam kisaran tingkat penghasilan adalah sebagai berikut.

Jumlah Yang Diterima Dewan Komisaris dalam 1 Tahun Amount Received by the Board of Commissioners in 1 year Orang People

Jumlah (dalam juta Rupiah) Amount (in Million Rupiah)

4

4,274,365,054

4

255,967,928

The remuneration within one year is classified to the following range of income level.

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Tabel Kelompok Jumlah Remunerasi Table of Remuneration Amount Group Jumlah Remunerasi Total Remuneration

Jumlah Orang Number of People

Di atas Rp2 Miliar / Over Rp2 Billion

-

Di atas Rp1 Miliar - Rp2 Miliar / Over Rp1 Billion – Rp2 Billion

1

Di atas Rp500 Juta - Rp1 Miliar / Over Rp500 million – Rp1 Billion

3

Rp500 Juta ke bawah / Under Rp500 million

-

MEKANISME PENGUNDURAN DIRI PEMBERHENTIAN DEWAN KOMISARIS

DAN

THE MECHANISME OF THE BOARD OF COMMISSIONERS RESIGNATION AND DISCHARGE

Mekanisme pengunduran diri dan pemberhantian Dewan Komisaris telah diatur dalam Board Charter Dewan Komisaris. Jabatan anggota Dewan Komisaris berakhir dengan sendirinya, jika anggota Dewan Komisaris tersebut:

The mechanism of the resignation and discharge of the Board of Commissioners is governed by the Board Charter of the Board of Commissioners. The position of the member of the Board of Commissioners shall end by itself, if the member of the Board of Commissioners: 1. Passed away. 2. Under mercy of a court decision.

1. Meninggal dunia. 2. Di bawah pengampuan berdasarkan suatu putusan pengadilan. 3. Tidak lagi memenuhi persyaratan perundang-undangan yang berlaku, dengan memperhatikan peraturan di bidang pasar modal. 4. Berdasarkan keputusan RUPS

3. No longer comply with applicable legislation requirements, with due regard to the regulations in the capital market field. 4. Based on the resolution of the GMS

Seorang anggota Dewan Komisaris berhak mengundurkan diri dari jabatannya dengan memberitahukan secara tertulis mengenai maksudnya tersebut kepada Bank paling lambat 30 (tiga puluh) hari sebelum tanggal pengunduran dirinya dan anggota Dewan Komisaris yang mengundurkan diri tersebut tetap dapat dimintakan pertanggungjawabannya sejak pengangkatan yang bersangkutan sampai dengan tanggal pengunduran dirinya tersebut dalam RUPS berikutnya.

A member of the Board of Commissioners shall be entitled to withdraw from his/her position by notifying his/her intent in writing to the Bank no later than 30 (thirty) days prior to the date of his resignation and the resigning Board of Commissioners shall be held accountable from the date of appointment up to the date of his/her resignation in the next GMS.

DIREKSI

BOARD OF DIRECTORS

Direksi adalah organ Bank yang berwenang dan bertanggung jawab penuh atas pengurusan Bank serta bertindak untuk kepentingan dan tujuan bank sesuai dengan maksud dan tujuan Bank serta strategi yang ditetapkan dalam RUPS dan Anggaran Dasar. Direksi bertugas dan bertanggung jawab secara kolektif dalam mengelola perusahaan. Direksi bertanggung jawab terhadap pengelolaan perusahaan agar dapat menghasilkan nilai tambah dan memastikan kesinambungan usaha.

The Board of Directors is a corporate organ fully responsible for the company’s management for corporate interest and objectives under the articles of association. The Board of Directors has collective task and responsibility to manage the company. The Board of Directors is responsible for corporate management in order to generate added value and ensure business sustainability.

Masing-masing anggota Direksi melaksanakan tugas dan mengambil keputusan sesuai dengan pembagian tugas dan wewenang. Tugas, wewenang, dan hal-hal lain yang terkait dengan Direksi sesuai dengan Anggaran Dasar dan peraturan perundang-undangan yang berlaku.

Each member of the Board of Directors performs tasks and makes decisions according to the distributed tasks and authority. The tasks, authority, and others related to the Board of Directors are in compliant with the Articles of Association and the applicable laws and regulations.

REFERENSI PERATURAN

REGULATION REFERENCES

Berdasarkan Undang-undang No.40 tahun 2007 tentang Bank Victoria Terbatas dan Peraturan Otoritas Jasa Keuangan No.33/ POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan Publik, Direksi berwenang dan bertanggung jawab penuh atas Perusahaan serta mewakili Perusahaan, baik di dalam maupun di luar pengadilan sesuai dengan ketentuan anggaran dasar.

Based on Law no. 40 of 2007 on Limited Liability Company and Regulation of the Financial Services Authority No. 33/POJK.04/2014 regarding the Board of Directors and Board of Commissioners of the Issuer or Public Company, the Board of Directors is authorized and fully responsible for the Company and represents the Company, both inside and outside the court in accordance with the provisions of the articles of association.

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TUGAS DAN TANGGUNG JAWAB DIREKSI

TASKS AND RESPONSIBILITIES OF THE BOARD OF DIRECTORS

Direksi Bank Victoria bertanggung jawab sepenuhnya terhadap pengelolaan Bank dan mematuhi peraturan perundangundangan dan ketentuan yang berlaku. Anggota Direksi memiliki pembidangan tugas dan tanggung jawab yang jelas.

The Board of Directors of Bank Victoria is fully responsible for the Bank’s management and must comply with the applicable laws and regulations and provisions. Members of the Board of Directors have clear tasks and responsibilities.

Berdasarkan Board of Directors Charter (BOD Charter), tugas dan tanggung Jawab Direksi Bank Victoria sebagai berikut.

Under the Articles of Association, the tasks and responsibilities of the Board of Directors of Bank Victoria are as follows:

1. Melaksanakan fungsi kepengurusan Bank secara efektif dan efisien, serta mewakili Bank baik didalam maupun diluar Pengadilan. 2. Melaksanakan prinsip-prinsip Good Corporate Governance dalam setiap kegiatan usaha Bank pada seluruh tingkatan dan jenjang organisasi dengan tetap memperhatikan prinsip kehati-hatian dan kepatuhan terhadap ketentuan yang berlaku. 3. Menyusun strategi usaha sesuai dengan visi dan misi Bank yang telah ditetapkan dengan Rencana Bisnis Bank Tahunan serta bertanggung jawab mengawasi dan melaksanakan dari waktu ke waktu dan menjamin partisipasi seluruh pegawai untuk ikut berperan sesuai dengan kompetensinya. 4. Menyusun dan menetapkan struktur Organisasi Bank beserta uraian tugas, wewenang dan tanggung jawab serta mengelola sumber daya Bank secara optimal. 5. Mengungkapkan kepada seluruh pegawai kebijakan Bank yang bersifat strategis menetapkan remunerasi sesuai dengan kemampuan Bank dan lingkungan peers group serta menciptakan jenjang karier yang baik dan terbuka dengan menerapkan reward dan punishment (promosi, demosi, mutasi dan pemutusan hubungan kerja). 6. Menerapkan Tata Tertib serta ketentuan tentang benturan kepentingan yang mengikat dan wajib ditaati. Termasuk pengaturan tentang mekanisme pengambilan keputusan dan hak bagi anggota Direksi, jika diantara mereka memiliki pendapat yang berbeda, termasuk hak untuk menyampaikan pendapat kepada Dewan Komisaris dan Otoritas Pengawas Bank atas hal-hal yang dapat membahayakan Bank. 7. Memastikan kualitas serta akurasi laporan dan data keuangan yang disajikan untuk keperluan internal maupun eksternal, sesuai dengan Pernyataan Standar Akuntansi Keuangan (PSAK), Pedoman Akuntansi Perbankan Indonesia (PAPI), International Accounting Standard (IAS) dan ketentuan lain yang berlaku dengan memberdayakan fungsi pengenalian internal secara efektif termasuk peran unit kerja Satuan Audit Internal (SKAI)/Terintegrasi dan Anti Fraud, Manajemen Risiko/Terintegrasi dan Kepatuhan dan UKPN/ Terintegrasi sebagai quality assurance. 8. Memastikan bahwa temuan audit dan rekomendasi dari SKAI/Terintegrasi dan Anti Fraud Bank, Auditor Eksternal, dan hasil pengawasan dan pemeriksaan Otoritas Jasa Keuangan dan/atau hasil pengawasan otoritas bank lainnya ditindak lanjuti dengan baik. 9. Mengungkapkan kepemilikan saham pada PT Bank Victoria International, Tbk. Maupun pada bank atau perusahaan lainnya baik yang berkedudukan di dalam negeri ataupun diluar negeri serta mengungkapkan hubungan keuangan dan hubungan keluarga serta keterkaitan lainnya dengan pemegang saham, anggota Dewan Komisaris dan diantara anggota Direksi.

1. Perform the Bank’s management function in an effective and efficient manner and represent the Bank both in and out of court. 2. Implement GCG principles in its business activities in all levels of the organization by observing prudent principle and complying with the applicable provisions.

3. Formulate a business strategy according to the Bank’s vision and mission as set forth in its Annual Business Plan and be responsible to supervise and implement and from time to time guarantee participation of all employees to take part following their competence. 4. Establish dan set the Bank’s organization structure including the job description, authority and responsibility as well as optimally manage the Bank’s resources. 5. Disclose to all employees the Bank’s strategic policy, set remuneration according to the Bank’s ability and peer group environment, and establish a fair and open career path by applying reward and penalty system (promotion, demotion, transfer, and dismissal of employment). 6. Apply Work Rule and provisions of conflicts of interest, which is binding and must be observed. set the mechanism of decision making and the rights of members of the Board of Directors if they have dissenting opinions, including the right of expressing opinions to the Board of Commissioners and Bank’s Supervisory Authority on any matters potentially disadvantageous to the Bank. 7. Ensure the correctness, quality, and accuracy of financial statements and data presented for internal and external purposes under the applicable provisions by effectively empowering internal control function, including the role of IAWU/Integrated and Anti Fraud, Integrated/Risk Management Division, and Division of Compliance and UKPN/Integrated as a form of quality assurance.

8. Ensure proper follow-ups of audit findings and recommendations made by the Internal Auditor, External Auditor, and supervision and audit by Bank Indonesia and/or those by any other banking authorities. 9. Disclose share ownership to PT Bank Victoria International Tbk. and any other banks or companies domiciled within or outside the country and expose financial and family relationships as well as other relationships to the shareholders, members of the Board of Commissioners, and among the members of the Board of Directors.


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BOARD CHARTER DIREKSI

BOARD CHARTER OF DIRECTORS

Pedoman kerja Direksi diatur dalam Kebijakan GCG yang ditetapkan dalam Surat Keputusan Direksi No.007/SKDIR/02/16 tanggal 24 Februari 2016 tentang Board of Directors Charter (BOD Charter) PT Bank Victoria International, Tbk. Board Charter berisi tentang petunjuk tata laksana kerja Direksi, serta menjelaskan tahapan aktivitas secara terstruktur, sistematis, mudah dipahami dan dapat dijalankan dengan konsisten, dapat menjadi acuan bagi Direksi dalam melaksanakan tugas masingmasing untuk mencapai visi dan misi perusahaan. Adapun isi dari Board Charter Direksi antara lain mengatur hal-hal sebagai berikut.

The Board of Directors’ Work Guidelines are set in the GCG Policy stipulated in the Board of Directors’ Decree Letter No. 007/SKDIR/02/16 dated February 24, 2016 Board of Directors Charter (BOD Charter) PT Bank Victoria International, Tbk. The Board Charter consist of instructions on work administration of the Board of Directors, as well as the phases of activity in a structured, systematic, easy to understand manners and can be consistently implemented and may serve as a reference for the Board of Directors in carrying out their respective duties to achieve the Company’s vision and mission. The content of the Board of Directors’ Board Charter among others stipulated the follows:

WEWENANG DIREKSI

THE BOARD OF DIRECTORS AUTHORITY

Adapun wewenang Direksi, yaitu: 1. Mewakili Bank di dalam dan di luar pengadilan tentang segala hal dan dalam segala kejadian, mengikat Bank dengan pihak lain dan pihak lain dengan Bank, serta menjalankan segala tindakan, baik yang mengenai kepengurusan maupun kepemilikan, dengan pembatasan yang ditetapkan dalam Anggaran Dasar Bank Victoria dan dengan memperhatikan peraturan perundang-undangan yang berlaku. 2. Untuk melakukan tindakan tertentu, Direksi terlebih dahulu harus mendapat persetujuan tertulis dari Dewan Komisaris

The authority of the Board of Directors, namely: 1. Represent the Bank in and out of court on all matters and in any event, binding on the Bank with other parties and other parties with the Bank, and carrying out all actions, both on management and ownership, with restrictions as stipulated in the Bank Victoria Article of Association with due regard to the prevailing laws and regulations.

3. Kecuali ditentukan lain oleh peraturan dan ketentuan yang berlaku, beberapa hal yang membutuhkan persetujuan dari Dewan Komisaris adalah: a. Menerima pinjaman dari siapapun atau menjadi terhutang kepada siapapun, badan hukum atau Bank untuk jangka waktu 3 (tiga) tahun atau lebih dan apabila jumlah pinjaman tersebut untuk 1 (satu) kali transaksi melebihi suatu jumlah yang sama dengan 25% (dua puluh lima perseratus) dari jumlah modal Bank yang telah disetor penuh dan cadangan-cadangan yang terakhir sebagaimana sewaktu-waktu ternyata dari laporan keuangan Bank yang terakhir yang telah diperiksa, disahkan dan sebagaimana dinyatakan oleh Akuntan Publik. b. Memberi pinjaman kepada siapapun juga untuk waktu 1 (satu) tahun atau lebih sesuai dengan peraturan perundang-undangan yang berlaku apabila jumlah pinjaman tersebut untuk 1 (satu) kali transaksi melebihi 5% (lima persen) dari jumlah modal Bank yang disetor penuh dan cadangan-cadangan yang terakhir sebagaimana ternyata dari laporan keuangan Bank yang telah diperiksa, disahkan dan sebagaimana dinyatakan oleh Akuntan Publik. c. Memberi jaminan hutang atau tanggungan untuk seseorang, badan hukum atau Bank, apabila jumlah yang dijamin itu untuk setiap transaksi yang dijamin melebih suatu jumlah yang sama dengan 5% (lima persen) dari jumlah modal Bank yang telah disetor penuh dan cadangan-cadangan yang terakhir sebagaimana sewaktu-waktu ternyata dari laporan keuangan Bank yang terakhir telah diperiksa, disahkan dan sebagaimana dinyatakan oleh Akuntan Publik. d. Memasang atau membebankan hak tanggungan, menggadaikan atau dengan cara lain mempertanggungkan kekayaan atau kekayaan-kekayaan

2. To perform certain actions, the Board of Directors must first obtain written approval from the Board of Commissioners 3. Unless otherwise stipulated by applicable rules and regulations, certain matters requiring approval from the Board of Commissioners are: a. Receive a loan from anyone or become indebted to any person, legal entity or Bank for a period of 3 (three) years or more and if the loan amount for 1 (one) transaction exceeds an amount equal to 25% (twenty five percent) of the Bank’s total paid up capital and the latest reserves as stated in the Bank’s financial statement which has been reviewed, approved and as declared by a public accountant.

b. Provides loan to any person for a period of 1 (one) year or more in accordance with the prevailing laws and regulations if the loan amount for 1 (one) transaction is exceeds 5% (five percent) of the Bank’s total paid up capital and its latest reserves as stated in the Bank’s financial statements which have been reviewed, approved and as declared by the public accountant.

c. Provide a debt or guarantee to a person, legal entity or Bank, if the guaranteed amount for any transaction guaranteed exceeds an amount equal to 5% (five percent) of the Bank’s total paid up capital and latest reserves as stated in the latest Bank’s financial statement which has been reviewed, approved and as declared by public accountant.

d. Put or assign mortgage, lien or otherwise guaranteed the Bank’s wealth or assets for any transactions that constitute an amount equal to or exceed 5% (five

2016 Annual Report

Bank untuk setiap transaksi yang merupakan suatu jumlah yang sama dengan atau melebihi 5% (lima persen) dari nilai buku dari seluruh jumlah kekayaan Bank sebagaimana sewaktu ternyata dari laporan keuangan Bank yang terakhir yang telah diperiksa, disahkan dan sebagaimana dinyatakan oleh Akuntan Publik. e. Memperoleh, mengalihkan atau melepaskan dengan cara apapun hak-hak atas barang-barang tidak bergerak dan Bank.

321


percent) of the book value of the Bank’s total assets as stated in the latest financial statements which has been reviewed, authorized and as declared by a public accountant.

e. Acquiring, transferring or releasing the rights of Bank’s fixed assets.

HAK DIREKSI

THE BOARD OF DIRECTORS RIGHT

Direksi mempunyai hak untuk: 1. Menetapkan kebijakan dalam kepemimpinan dan kepengurusan Bank. 2. Mengatur penyerahan kekuasaan Direksi untuk mewakili Bank di dalam dan di luar pengadilan kepada seseorang atau beberapa orang Direktur yang khusus ditunjuk untuk itu atau kepada seseorang atau beberapa orang karyawan Bank baik sendiri-sendiri maupun bersama-sama atau kepada orang atau badan lain. 3. Mengatur ketentuan-ketentuan tentang kepegawaian Bank termasuk penetapan gaji, pensiun, jaminan hari tua dan penghasilan bagi karyawan Bank berdasarkan ketentuan yang belaku. 4. Mengangkat dan memberhentikan karyawan Bank berdasarkan peraturan perundang-undangan yang berlaku dan peraturan kepegawaian Bank. 5. Memberi penghargaan dan sanksi (reward and punishment) karyawan Bank berdasarkan peraturan kepegawaian Bank. 6. Memastikan sumber daya manusia Bank memiliki kompetensi dan kemampuan yang handal sesuai dengan bidang tugasnya. 7. Melakukan aktivitas di luar Bank yang tidak secara langsung berhubungan dengan kepentingan Bank seperti kegiatan mengajar, menjadi pengurus asosiasi bisnis dan sejenisnya diperkenankan sebatas menggunakan waktu yang wajar dan sepengetahuan Direktur Utama atau Direktur lainnya.

The Board of Directors has the right to: 1. Establish policies in the leadership and stewardship of the Bank. 2. Arrange the transfer of the powers of the Board of Directors to represent the Bank inside and outside the court to any Director or Directors that specially designated to perfom the task or to any Bank’s employee or employees either individually or jointly or to any other person or entity.

8. Memperoleh cuti sesuai ketentuan yang berlaku. 9. Mempergunakan saran profesional. 10. Menerima insentif dan tantiem apabila Bank mencapai tingkat keuntungan sebagai imbalan atas prestasi kerjanya yang besarnya ditetapkan oleh RUPS. 11. Menerima gaji berikut tunjangan, sarana dan fasilitas Bank serta santunan purna jabatan sesuai dengan hasil penetapan RUPS yang penyediaannya disesuaikan dengan kondisi keuangan Bank, atas kepatutan dan kewajaran serta tidak bertentangan dengan peraturan perundang-udangan yang berlaku. Penjabaran tentang sarana dan fasilitas Bank dituangkan lebih lanjut dalam keputusan RUPS. 12. Menetapkan dan menyesuaikan struktur organisasi Bank. 13. Anggota Direksi memiliki hak untuk membela diri, jika: a. Anggota Direksi yang diberhentikan sewaktu-waktu oleh RUPS dengan menyebutkan alasannya, maka anggota Direksi diberi kesempatan untuk hadir dalam RUPS guna membela diri. b. Anggota Direksi yang diberhentikan sewaktu-waktu oleh Dewan Komisaris dengan menyebutkan alasannya, maka anggota Direksi diberi kesempatan untuk hadir dalam RUPS guna membela diri.

3. Arrange provisions concerning the Bank’s employment including the determination of salaries, pensions, and income for the Bank’s employees under the Bank’s regulatio. 4. Appoint and dismiss the Bank’s employees based on applicable laws and regulations and the Bank’s employment regulations. 5. Give a reward and punishment to the Bank’s employees according to the Bank’s employment regulations. 6. Ensuring the Bank’s human resources has the competence and ability in accordance with the field of duty. 7. Conducting activities outside the Bank that are not directly related to the interests of the Bank such as teaching activities, becoming management of business associates and others are permitted as long as spending a reasonable time and by the knowledge of the President Director or other Directors. 8. Take leave in accordance with applicable provisions. 9. Use professional advice. 10. Accepting incentives and tantiem if the Bank reaches a profit level in return for their performance which is determined by the GMS. 11. Accept salaries and benefits, the Bank’s facilities and postemployment benefits in accordance with the results of the GMS that the provision is adjusted to the Bank’s financial condition, for decency and fairness and does not conflict with applicable legislation. The elaboration of the Bank’s facilities is further set forth in the GMS decisions. 12. Establish and adjust the Bank’s organizational structure. 13. Members of the Board of Directors shall have the right to defend themselves, if: a. Members of the Board of Directors who are dismissed at any time by the GMS by stating the reasons, the members of the Board of Directors shall be given an opportunity to attend the GMS in order to defend themselves. b. Members of the Board of Directors who are dismissed from time to time by the Board of Commissioners by stating the reasons, the members of the Board of Directors shall be given the opportunity to attend the GMS in order to defend themselves.


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KRITERIA DIREKSI Persyaratan formal 1. Cakap melakukan perbuatan hukum 2. Dalam 5 (lima) tahun sebelum pengangkatan dan selama menjabat: a. Tidak pernah dinyatakan pailit b. Tidak pernah menjadi anggota Direksi yang dinyatakan bersalah menyebabkan suatu Bank dinyatakan palit. c. Tidak pernah dihukum karena melakukan tindak pidana yang merugikan keuangan negara dan/atau yang berkaitan dengan sektor keuangan. d. Tidak pernah menjadi anggota Direksi yang selama menjabat: - Pernah tidak menyelenggarakan RUPS tahunan - Pertanggungjawaban sebagai anggota Direksi pernah tidak diterima diterima oleh RUPS atau pernah tidak memberikan pertanggungjawaban sebagai anggota Direksi kepada RUPS. - Pernah menyebabkan Bank yang memperoleh izin, persetujuan, atau pendaftaran dari Otoritas Jasa Keuangan tidak memenuhi kewajiban menyampaikan laporan tahunan dan/atau laporan keuangan kepada Otoritas Jasa Keuangan.

THE BOARD OF DIRECTORS’ CRITERIA Formal requirements 1. Able to perform legal action 2. Within 5 (five) years before appointment and during the term of office: a. Never been declared bankrupt b. Never became a member of the Board of Directors who was found guilty of causing a Bank to be declared bankrupt. c. Never been punished for committing a crime that is detrimental to the State finances and/or related to the financial sector. d. Has never been a member of the Board of Directors that during his/her tenure: - Once did not held an annual GMS

Persyaratan material 1. Mempunyai akhlak, moral, dan integritas yang baik. 2. Memiliki komitmen untuk mematuhi peraturan perundangundangan. 3. Memiliki pengetahuan dan/atau keahlian di bidang yang dibutuhkan untuk menjalankan tugasnya.

Material requirements 1. Have good morals and integrity. 2. Have a commitment to comply with laws and regulations.

Persyaratan lainnya Anggota Direksi dilarang memangku jabatan rangkap apabila jabatan rangkap tersebut dilarang dan/atau bertentangan dengan peraturan perundang-undangan, dan/atau apabila jabatan rangkap tersebut mungkin dapat menimbulkan benturan kepentingan.

Other requirements Members of the Board of Directors are prohibited from holding multiple positions if such multiple positions are prohibited and/or contrary to the law, and/or if such multiple positions may create a conflict of interest.

PENILAIAN KEMAMPUAN DAN KEPATUTAN

FIT AND PROPER TESTS

Pengangkatan anggota Direksi berlaku efektif setelah mendapatkan persetujuan dari Otoritas Jasa Keuangan atas Penilaian Kemampuan dan Kepatutan (fit and proper test) sesuai dengan Peraturan Otoritas Jasa Keuangan No.27/POJK.03/2016 tentang Penilaian Kemampuan dan Kepatutan Bagi Pihak Utama Lembaga Jasa Keuangan serta memenuhi peraturan perundangundangan yang berlaku. Untuk dapat mengikuti proses fit and proper test, Bank Victoria mengajukan permohonan untuk memperoleh persetujuan calon anggota Direksinya kepada Otoritas Jasa Keuangan.

The appointment of members of the Board of Directors shall be effective after obtaining approval from the Financial Services Authority on the Fit and Proper Test in accordance with the Financial Services Authority Regulation No. 27/POJK.03/2016 on the Fit and Propert Test for the Main Parties of the Financial Services Institution as well as adhering to the prevailing laws and regulations. To be able to attend the fit and proper test process, Bank Victoria submits an application to obtain approval of the prospective members of its Board of Directors to the Financial Services Authority.

-

-

Its accountability as a member of the Board of Directors once did not accepted by the GMS or did not give his/her responsibility as a member of the Board of Directors to the GMS. Have caused a Bank that already has license, approval or registration from the Financial Services Authority not fulfilled the obligation to submit annual report and/or financial report to the Financial Services Authority.

3. Have knowledge and/or expertise in the needed field to carry out their duties.

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Tabel Penilaian Kemampuan dan Kepatutan Table On The And Proper Tests Nama Name

Pelaksana Evaluatin Administrator

Jabatan Position

Periode Period


7Juli 2015 – saat ini


Lulus Passed

Direktur Operasi dan Sistem Operation and System Director

16 Mei 2016 - 16 September 2016


Lulus Passed


16 September 2016 - Saat ini

Direktur Kredit Director of Credit

9 September 2011 – saat ini

Bank Indonesia Bank Indonesia

Lulus Passed


Direktur Treasury dan Retail Banking Director of Treasury and Retail Banking

9 September 2011 – 7 September 2016


Lulus Passed

Tamunan

Direktur Kepatuhan dan Manajemen Risiko Director of Compliance and Risk Management

28 Juli 2008 – saat ini


Lulus Passed

Rita Gosal

Direktur Bisnis Director of Business

25 Agustus 2016 – saat ini


Lulus Passed

Daniel Budirahayu

Rusli

Ramon Marlon Runtu

OF

Hasil Result

DASAR PENGANGKATAN ANGGOTA DIREKSI

BASIS OF APPOINTMENT DIRECTORS

MEMBERS

OF

Anggota Direksi diangkat berdasarkan akta persetujuan rapat RUPS. Dasar pengangkatan tiap-tiap anggota Direksi adalah sebagai berikut.

Members of the Board of Directors are appointed basedon the Deed of Meeting Agreement of GMS. The Basis of appointment for each member of the Board of Directors are as follows.

Tabel Dasar Pengangkatan Direksi Table On Basis Of Appointment Of Members Of Directors Nama Name Daniel Budirahayu

Rusli

Jabatan Position

Periode Period

Dasar Pengangkatan Basis for Appointment


26 Juni 2015 – Saat ini

Akta Berita Acara RUPS Tahunan No.131 tanggal 26 Juni 2015/ Deed of Extraordinary GMS No.131 dated June 26, 2015 Akta Pernyataan Keputusan RUPS Tahunan No.39 tanggal 30 Juli 2015/ Deed of Meeting Decision Agreement of Annual GMS No.39 dated July 30, 2015 Akta Pernyataan Keputusan RUPS Tahunan No.97 tanggal 24 Juni 2016/ Deed of Meeting Decision Agreement of Annual GMS No.97 dated October 24, 2016

Director of Bank Operations and System Opeating and System Director

29 Februari 2016 – 24 Juni 2016

Akta Pernyataan Keputusan RUPS Luar Biasa No. 12 tanggal 6 Juni 2015 / Deed of Meeting Decision Agreeement of Extraordinary GMS No. 12 dated June 6, 2015



Akta Pernyataan Keputusan Rapat RUPS Luar Biasa No. 01 tanggal 3 Oktober 2016 / Deed of Meeting Decision Agreeement of Extraordinary GMS No. 01 dated October 31, 2016

324


Nama Name Ramon Marlon Runtu



Jabatan Position

Periode Period

Dasar Pengangkatan Basis for Appointment



Akta Berita Acara RUPS Tahunan No.57 tanggal 17 Juni 2011 / Deed of Extraordinary GMS No.57 dated June 17, 2016 Akta Persetujuan Keputusan RUPS Tahunan No.11 tanggal 12 Agustus 2011 / Deed of Meeting Decision Agreement of Annual GMS No.11 date August 12, 2011 Akta Persetujuan Keputusan RUPS Tahunan No.41 tanggal 17 Oktober 2013/ Deed of Meeting Decision Agreement of Annual GMS No.41 dated October, 2013 Akta Pernyataan Keputusan RUPS Tahunan No.97 tanggal 24 Juni 2016 / Deed of Meeting Decision Statement of Annual GMS No.97 dated June 24, 2016

Direktur Treasury dan Retail Banking

17 Juni 2011 – 7 September 2016

Akta Berita Acara RUPS Tahunan No.57 tanggal 17 Juni 2011 /Deed of Extraordinary GMS No.57 dated June 17, 2011 Akta Persetujuan Keputusan RUPS Tahunan No.11 tanggal 12 Agustus 2011/ Deed of Meeting Decision Agreement of Annual GMS No.11 dated August 12, 2016 Akta Persetujuan Keputusan RUPS Tahunan No.41 tanggal 17 Oktober 2013 / Deed of Meeting Decision Agreement of Annual GMS No.41 dated October 17, 2013 Akta Pernyataan Keputusan RUPS Tahunan No.97 tanggal 24 Juni 2016 / Deed of Meeting Decision Agreement of Annual GMS No.97 dated June 24, 2016

Director of Treasury and Retail Banking

Tamunan



Akta Berita Acara RUPSTahunan No.109 tanggal 27 Juni 2008. /Deed of Extraordinary GMS No.109 dated June 27, 2008 Akta Persetujuan Keputusan RUPS Tahunan No.33 tanggal 24 Maret 2009 / Deed of Meeting Decision Agreement of Annual GMS No.33 dated March 12, 2009 Akta Pernyataan Keputusan RUPS Tahunan No.82 tanggal 25 Juni 2010 yang dinyatakan kembali dengan Akta Pernyataan Kembali RUPS Tahunan No. 24 tanggal 21 Oktober 2010 / Deed of Meeting Decision Agreement of Annual GMS No.82 dated June 25, 2010 with Deed of Statement of Annual General Meeting of Shareholders No.24 dated October 21, 2010 Akta Persetujuan Keputusan RUPS Tahunan No.41 tanggal 17 Oktober 2013/ Deed of Meeting Decision Agreement of Annual GMS No.41 dated October 17, 2013 Akta Pernyataan RUPS Tahunan No.97 tanggal 24 Juni 2016 / Deed of Meeting Decision Statement of Annual GMS No.97 dated June 24, 2016

Rita Gosal



Akta Pernyataan Keputusan Rapat RUPS Tahunan No.97 tanggal 24 Juni 2016 / Deed of Meeting Decision Statement of Annual GMS No.97 dated June 24, 2016 Akta Pernyataan Keputusan RUPS Luar Biasa No.06 tanggal 05 September 2016 / Deed of Meeting Decision Statement of Annual GMS No.06 dated September 05, 2016

KEBIJAKAN KEBERAGAMAN KOMPOSISI DIREKSI

DIVERSITY POLICY OF THE BOARD OF DIRECTORS COMPOSITION

Bank Victoria berkomitmen menerapkan dan mengimplementasikan aspek dan prinsip GCG. Keberagaman komposisi Direksi merupakan bagian yang tidak terpisahkan dari pelaksanaan GCG. Keberagaman komposisi Direksi mencerminkan pelaksanaan fungsi, tugas dan peran dari Direksi secara profesional, efektif, dan independen. Upaya penguatan fungsi, tugas dan peran Direksi dilakukan melalui penentuan keberagaman komposisi yang sesuai dalam rangka mencapai tujuan Bank, sehingga dapat membangun kepercayaan dari para stakeholder.

Bank Victoria is committed in applying and implementing GCG aspects and principles. Diversity in the composition of the Board of Directors is an integral part of the GCG implementation. Diversity in the composition of the Board of Directors reflects the implementation of the Board of Directors’ functions, duties and roles professionally, effectively, and independently. Strengthening efforts of the Board of Directors functions, duties and roles are made through determination the diversity of the composition in order to achieve the Bank’s goals to build trust from the stakeholders.

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Kebijakan tentang keberagaman komposisi Direksi Bank Victoria diatur dalam Surat Keputusan Board of Commissioners No.001/ SK-KOM/12/16 Tentang Kebijakan Keberagaman Komposisi Board of Commissioners and Board of Directors PT Bank Victoria International, Tbk. dinyatakan bahwa keberagaman komposisi Direksi dilakukan dengan memperhatikan persyaratan minimum dan keseimbangan pengetahuan, keahlian dan pengalaman juga menjadi pertimbangan dalam memenuhi komposisi Direksi.

Policy on the diversity in the composition of Bank Victoria Board of Directors set out in the Decree Letter of the Board of Commissioners No.001/SK-KOM/2/16 about the Policy of the Composition Diversity of PT Bank Victoria International, Tbk. Board of Commissioners and Board of Directors stated that the diversity in the composition The Board of Directors shall be conducted with taking into account the minimum requirements and balance of knowledge, expertise and experience.

Selain itu, keberagaman komposisi Direksi Bank Victoria juga mengacu pada Surat Edaran Otoritas Jasa Keuangan No.32/ SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan Terbuka dinyatakan bahwa komposisi Direksi wajib memperhatikan keberagaman komposisi Direksi. Keberagaman komposisi Direksi merupakan kombinasi karakteristik baik dari segi Direksi maupun anggota Dewan Komisaris secara individu, sesuai dengan kebutuhan Perusahaan Terbuka. Karakteristik tersebut dapat tercermin dalam penentuan keahlian, pengetahuan, dan pengalaman yang dibutuhkan dalam pelaksanaan tugas pengawasan dan pemberian nasihat oleh Direksi Perusahaan Terbuka. Komposisi yang telah memperhatikan kebutuhan Perusahaan Terbuka merupakan suatu hal yang positif, khususnya terkait pengambilan keputusan dalam rangka pelaksanaan fungsi pengawasan yang dilakukan dengan mempertimbangkan berbagai aspek yang lebih luas.

In addition, the diversity in the composition of Bank Victoria Board of Directors also referred to the Circular Letter of the Financial Services Authority No. 32/SEOJK.04/2015 on the Guidliens of Public Company Corporate Governance stated that the composition of the Board of Directors shall be taking into account the diversity of the Board of Directors composition. Diversity. In the composition of the Board of Directors is a combination of good characteristics in individual members of the Board of Commissioners, based on the Public Company needs. These characteristics can be reflected in the determination of skills, knowledge, and experience needed in conducting the supervisory and advisory tasks by the Board of Directors of a Public Company. The composition that already pay attention to the needs of the Public Company is a positive thing, especially related to decision making in the framework of the implementation of supervisory functions that have taking into consideration various wider aspects.

Pada periode 2016, keberagaman komposisi Direksi Bank tercermin dalam pendidikan, pengalaman kerja, usia dan jenis kelamin, dapat dilihat sebagaimana dalam tabel di bawah ini:

In 2016, the diversity of Bank Directors’ composition is reflected in education, work experience, age and gender, can be seen in the table below:

Tabel Keberagaman Komposisi Direksi Table On Diversity Policy Of The Board Of Directors Composition

Nama Name Daniel Budirahayu

Jabatan Position

Periode Period

Usia Age



64 Tahun 64 years

Jenis Kelamin Kelamin Gender Laki-laki Male

Pendidikan Education Meraih gelar Bachelor of Business Administration dari Technical College of Cologne Earned Bachelor of Business Administration degree from Technical College of Cologne,

Pengalaman Kerja Work experience • • • • • • • • •

Rusli

Direktur Operasi dan Sistem Operating and Sytem Director Wakil Director Utama Deputy President Director

29 Februari 2016 – 24 Juni 2016 24 Juni 2016 – Saat ini

46 Tahun 46

Laki-laki Male

Beliau meraih gelar Insinyur dari Universitas Trisakti pada tahun 1993. He obtained Engineer degree from Trisakti University in 1993

Management Trainee di European Asian Bank,Hamburg. Deutsche Bank, Jakarta dengan jabatan terakhir sebagai Head of Credit Administration Bank Central Asia dengan jabatan terakhir sebagai Head of Corporate Banking. Konsultan Independen di Toronto, Kanada Direktur Kredit pada Bank Mega Management Trainee at European Asian Bank, Hamburg. Deutsche Bank, Jakarta with the last position as Head of Credit Administration Bank Central Asia with the last position as Head of Corporate Banking. Independent Consultant in Toronto, Canada Director of Credit at Bank Mega

Mengawali karir di dunia perbankan pada tahun 1992, dengan menduduki jabatan strategis di PT Bank QNB Indonesia Tbk (d/h PT Bank QNB Kesawan Tbk) diantaranya Head of Treasury pada tahun 2000-2002, Direktur Treasury pada tahun 2002-2009, Direktur Bisnis pada tahun 2009-2012, Direktur Operasional pada tahun 2012-2016. He started his banking career in 1992, held strategic positions in PT Bank QNB Indonesia Tbk (prev. PT Bank QNB Kesawan Tbk) including Head of Treasury in 2000-2002, Director of Treasury in 2002-2009, Business Director in 2009-2012, Director of Operations in 2012-2016.

Keahlian Expertise Perbankan

Perbankan, Pasar Modal

326


Nama Name

Jabatan Position

Periode Period

Usia Age



55 Tahun




Tamunan



Ramon Marlon Runtu

Rita Gosal

Jenis Kelamin Kelamin Gender


Pendidikan Education

Pengalaman Kerja Work experience

Keahlian Expertise

Laki-laki

Sarjana Teknik Sipil dari Universitas Katolik Parahyangan, Bandungpada tahun 1989 Bachelor of Civil Engineering from Parahyangan Catholic University, Bandung in 1989

• Pimpinan Cabang Pembantu MT Haryono PT Bank International Indonesia Tbk; • Team Leader Corporate Banking KCU Thamrin PT Bank International Indonesia Tbk; • Team Leader Corporate Banking KCU Juanda PT Bank International Indonesia Tbk; • Kepala Cabang Gani Djemat PT Bank Mega Tbk; • Kepala Divisi Kredit Komersial PT Bank Mega Tbk; • Direktur PT Para Multifinance; • Staff Direksi PT Bank Mega Tbk; • Kepala Wilayah Jakarta I PT Bank Mega Tbk; • Direktur Business PT Bank Victoria International Tbk. Sub-Branch Officer of MT Haryono at PT Bank International Indonesia Tbk; • Team Leader Corporate Banking KCU Thamrin at PT Bank International Indonesia Tbk; • Team Leader Corporate Banking KCU Juanda at PT Bank International Indonesia Tbk; • Branch Head of Gani Djemat at PT Bank Mega Tbk; • Head of Commercial Loan Division at PT Bank Mega Tbk; • Director at PT Para Multifinance; • Staff Directors at PT Bank Mega Tbk; • Head of Jakarta Region I at PT Bank Mega Tbk; • Director of Business at PT Bank Victoria International Tbk.

Perbankan

50 Tahun 50 years

Laki-laki Male

Sarjana Ekonomi Perusahaan dari University of Rotterdam, Belanda pada tahun 1992 Bachelor in Business Economics from the University of Rotterdam, Netherlands in 1992

•

27 Juni 2008– Saat ini 27 June 2008 present

52 Tahun 52 years

Laki-laki Male

Sarjana Ekonomi Akuntansi dari Universitas Lambung Mangkurat, Banjarmasin pada tahun 1990 Master Manajemen dari Universitas Indonesia pada tahun 2008 Bachelor of Economics in Accounting from Universitas Lambung Mangkurat, Banjarmasin In 1990 • Master of Management from University of Indonesia in 2008

24 Juni 2016 – Saat ini 24 June 2016 Saat ini

50 Tahun 50 years

Perempuan Female

Fakultas Ekonomi di Universitas Atmajaya, Jakarta pada tahun 1989. Meraih gelar Magister Manajemen dari Universitas Pelita Harapan, Jakarta pada tahun 2003. Faculty of Economi at Atmajaya University, Jakarta in 1989 Received a Management Magister degree from Pelita Harapan University, Jakarta in 2003

Credit and Research Analyst Syndicated Loan Departement Indover Bank, Amsterdam, Belanda; • Senior Officer-International Business Development PT Bank Bali; • Manager Corporate Finance PT Pentasena Artha Sentosa; • Direktur Investment Banking and Fixed Income PT Kresna Graha Sekurindo Tbk; • Pejabat Sementara Direktur Utama PT Bank Victoria International Tbk; • Direktur Treasury, Financial Institutions and Capital Market PT Bank Victoria International Tbk. • Credit and Research Analyst Syndicated Loan Department at Indover Bank, Amsterdam, Netherlands; • Senior Officer-International Business Development at PT Bank Bali; • Corporate Finance Manager at PT Pentasena Artha Sentosa; • Director of Investment Banking & Fixed Income at PT Kresna Graha Sekurindo Tbk; • Acting President Director at PT Bank Victoria International Tbk; • Director of Treasury, Financial Institutions & Capital Markets at Bank Victoria International Tbk. •

Staff Audit di KAP Drs. Santoso, Banjarmasin; Kepala Bagian Administrasi dan Umum PT Winduintan Deltatama; • Kepala Kantor Bank di Bank Andromeda; • Kepala Kantor Bank di Bank Alfa; • Staff Badan Penyehatan Perbankan Nasional (BPPN); • Manajer Operasional PT Victoria Sekuritas; • Head of Operation & CompliancePT Mahastra Capital; • Direktur Operasi dan Teknologi PT Bank Victoria International Tbk; • Direktur Kepatuhan PT Bank Victoria International Tbk. • Audit Staff at KAP Drs. Santoso, Banjarmasin; • Head of General & Administration at PT Winduintan Deltatama; • Head of Bank Office at Bank Andromeda; • Head of Bank Office at Bank Alfa; • Staff of the Indonesian Bank Restructuring Agency (IBRA); • Operations Manager at PT Victoria Sekuritas; • Head of Operation & Compliance at PT Mahastra Capital; • Director of Operations and Technology at PT Bank Victoria International Tbk; • Director of Compliance at PT Bank Victoria International Tbk. •

Pada tahun 1989-2000, beliau mengawali karirnya di Bank Bali dengan menduduki jabatan terakhir sebagai Assistant Deputy President Director. Kemudian beliau berkiprah sebagai Associate Director di PT Paramitra Alfa Sekuritas pada tahun 2001-2003. Beliau juga pernah menduduki posisi strategis diantaranya sebagai Direktur Perseroan pada PT Binaartha Parama periode 2003-2006, Senior Deputy President Director pada PT Bank Permata pada tahun 2006-2013, Executive Director pada PT Bank UOB Indonesia pada tahun 2013-2016.

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JUMLAH DAN KOMPOSISI DIREKSI

THE NUMBER AND COMPOSITION OF THE BOARD OF DIRECTORS

Pada periode 2016, jumlah dan komposisi Direksi Bank Victoria mengalami perubahan sebagaimana penjelasan sebagai berikut.

In 2016, the number and composition of the Board of Directors of Bank Victoria has undergone changes as explained below.

PERIODE 1 JANUARI 2016 – 29 FEBRUARI 2016

PERIOD JANUARY 1, 2016 - FEBRUARY 29, 2016

Pada periode 1 Januari 2016 – 29 Februari 2016, Direksi berjumlah 4 (empat) orang terdiri dari 1 (satu) orang Direktur Utama dan 3 (tiga) orang Direktur. Komposisi Direksi per 1 Januari 2016 – 29 Februari 2016 sebagai berikut.

In January 1, 2016 - February 29, 2016, the number of the Board of Directors were 4 (four) persons consisting of 1 (one) President Director and 3 (three) Directors. The composition of the Board of Directors as of January 1, 2016 - February 29, 2016 were as follows.

Tabel Komposisi Direksi Table of the Composition of the Board of Directors Nama Name

Jabatan Position

Domisili Domicile



Daniel Budirahayu


Jakarta

Pengangkatan Pertama : 26 Juni 2015 First Appointment: 26th of June 2016

30 Juli 2015

Ramon Marlon Runtu

Direktur Bisnis Business Director

Jakarta

Pengangkatan Pertama : 17 Juni 2011 First Appointment: 17th of June 2011 Pengangkatan Kedua : 17 Oktober 2013 Second Appointment: 17th of October2013

12 Agustus 2011



Jakarta

Pengangkatan Pertama : 17 Juni 2011 First Appointment: 17th of June 2011 Pengangkatan Kedua : 17 Oktober 2013 Second Appointment: 17th of October2013

12 Agustus 2011

Tamunan

Direktur Kepatuhan dan Manajemen Risiko Director of Compliance and Risk Manajemen

Jakarta

Pengangkatan Pertama : 27 Juni 2008 First Appointment: 27th of June 2008 Pengangkatan Kedua : 21 Oktober 2010 Second Appointment: 21th of October2010 Pengangkatan Ketiga : 17 Oktober 2013 Third Appointment: 17th of October2013

24 Maret 2009

PERIODE 29 FEBRUARI 2016 – 24 JUNI 2016

PERIOD FEBRUARY 29, 2016 - JUNE 24, 2016

Pada RUPS Luar Biasa tanggal 29 Februari 2016, RUPS menyetujui mengangkat Bapak Rusli sebagai Direktur Perseroan. Sehingga pada periode 29 Februari 2016 – 24 Juni 2016, Direksi berjumlah 5 (lima) orang terdiri dari 1 (satu) orang Direktur Utama, dan 4 (empat) orang Direktur. Komposisi Direksi per 29 Februari – 24 Juni 2016 2016 sebagai berikut.

At the Extraordinary GMS on February 29, 2016, the GMS agreed to appoint Mr. Rusli as the Company’s Director. So that in the period 29 February 2016 - June 24, 2016, the number of Board of Directors were 5 (five) persons consisting of 1 (one) President Director and 4 (four) Directors. The composition of the Board of Directors as of 29 February - 24 June 2016 2016 were as follows.

Tabel Komposisi Direksi Table On The Board Of Directors Composition Nama Name Daniel Budirahayu Rusli

Jabatan Position

Domisili Domicile




Jakarta


30 Juli 2015 30 July 2015

Direktur Director

Jakarta

Pengangkatan Pertama :29 Februari 2016 First Appointment: 29 of Februari 2016 Pengangkatan Kedua : 24 juni 2016 Second Appointment: 24th of June 2016

16 Mei 2016 16 May 2016

328


Ramon Marlon Runtu



Jakarta

Pengangkatan Pertama : 17 Juni 2011 First Appointment: 17th of June 2011 Pengangkatan Kedua : 17 Oktober 2013 Second Appointment: 17th of October2013 Pengangkatan Ketiga : 24 Juni 2016 Third Appointment: 24 June 2016




Jakarta



Tamunan


Jakarta

Pengangkatan Pertama : 27 Juni 2008 First Appointment: 27th of June 2008 Pengangkatan Kedua : 21 Oktober 2010 Second Appointment: 21th of October2010 Pengangkatan Ketiga : 17 Oktober 2013 Third Appointment: 17th of October2013 Pengangkatan Keempat : 24 Juni 2016 Fourth Appointment: 24 June 2016

24 Maret 2009 24 March 2009

PERIODE 24 JUNI 2016 – 7 September 2016

June 24 2016 - September 7 2016

Pada RUPS Tahunan tanggal 24 Juni 2016, RUPS menyetujui mengangkat Ibu Rita Gosal sebagai Direktur Perseroan dan menyetujui mengangkat kembali Bapak Rusli sebagai Wakil Direktur Utama. Sehingga pada periode 24 Juni 2016 – 7 September 2016, Direksi berjumlah 6 (enam) orang terdiri dari 1 (satu) orang Direktur Utama, 1 (satu) orang Wakil Direktur Utama dan 4 (empat) orang Direktur.

At the Annual General Meeting of Shareholders dated June 24, 2016, the GMS approved the appointment of Ms. Rita Gosal as the Company’s Director and agreed to reappoint Mr. Rusli as Deputy President Director. So that in the period of June 24, 2016 – current, the number of the Board Directors were 6 (five) people consisting of 1 (one) President Director, 1 (one) Vice President Director and 4 (Four) Directors.

Komposisi Direksi per 24 Juni 2016 - 7 September 2016 sebagai berikut.

The composition of the Board of Directors as of 29 February - 24 June 2016 2016 were as follows.

Tabel Komposisi Direksi Table On The Board Of Directors Composition Nama Name

Jabatan Position

Domisili Domicile


Efektif Effective Date

Daniel Budirahayu


Jakarta


30 Juli 2015 30th of July 2015

Rusli

Wakil Direktur Deputy President Director

Jakarta



Direktur Kredit Credit Director

Jakarta


12 Agustus 2011 12nd of August 2011



Jakarta



Tamunan


Jakarta



Rita Gosal


Jakarta

Pengangkatan Pertama : 24 Juni 2016 First Appointment: 24 of June 2016


Ramon Marlon Runtu

329

2016 Annual Report


PERIODE 7 September 2016 - SAAT INI

September 7, 2016 - CURRENT

Pada RUPS Luar Biasa tanggal 7 Sepember 2016, RUPS menerima dan menyetujui pengunduran diri Bapak Gregorius Andrew Andryanto Haswin sebagai Direktur Perseroan terhitung sejak ditutupnya RUPS Luar Biasa tersebut. Sehingga pada periode 7 September 2016 – saat ini, Direksi berjumlah 5 (lima) orang terdiri dari 1 (satu) orang Direktur Utama, 1 (satu) orang Wakil Direktur Utama dan 3 (tiga) orang Direktur.

At the Extraordinary GMS on September 7, 2016, the GMS accepted and approved the resignation of Mr. Gregorius Andrew Andryanto Haswin as the Company’s Director since the closing of the Extraordinary GMS. As of September 7, 2016 – currently the Board of Directors made up of 5 (five) members consisted of 1 (one) President Director, 1 (one) Vice President Director and 3 (three) Directors.

Komposisi Direksi per 7 September 2016 - saat ini sebagai berikut.

The composition of the Board of Directors as of September 7, 2016 – current is as follows.

Tabel Komposisi Direksi Table on The Board of Directors Composition Nama Name

Jabatan Position

Domisili Domicile


Efektif Effective Date

Daniel Budirahayu


Jakarta


30 Juli 2015 30th of July 2015

Rusli

Wakil Direktur Deputy President Director

Jakarta




Jakarta



Tamunan


Jakarta



Rita Gosal


Jakarta

Pengangkatan Pertama : 24 Juni 2016 First Appointment: 24 of June 2016


Ramon Marlon Runtu

HUBUNGAN AFILIASI DIREKSI

THE BOARD OF DIRECTORS’ AFFILIATE RELATIONSHIP

Direksi senantiasa bertindak independen, dalam arti tidak mempunyai benturan kepentingan yang dapat mengganggu kemampuannya untuk melaksanakan tugas secara mandiri dan kritis, baik dalam hubungan satu sama lain maupun hubungan terhadap Dewan Komisaris.

The Board of Directors must always act independently, in the sense that there is no conflict of interest which may interfere with their ability to perform their duties independently and critically, whether in relation to each other or with the Board of Commissioners.

Direksi tidak memiliki hubungan keuangan, hubungan kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan anggota Dewan Komisaris lainnya, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, sehingga, dapat melaksanakan tugas dan tanggung jawabnya secara independen.

The Board of Directors has no financial relationship, management relationship, share ownership and/or family relationship with other members of the Board of Commissioners, Board of Directors and/or Controlling Shareholders or relationship with the Bank, so that they can perform their duties and responsibilities independently.

Direksi tidak memangku jabatan rangkap sebagai Direktur Utama atau Direktur lainnya pada Badan Usaha Milik Negara, Daerah dan Swasta atau jabatan lain yang berhubungan dengan pengelolaan Bank , maupun jabatan struktural, dan jabatan fungsional lainnya pada instansi/lembaga pemerintah pusat dan pemerintah daerah, serta jabatan lainnya sesuai dengan ketentuan Anggaran DasarBank dan peraturan perundangundangan lainnya yang berlaku.

The Board of Directors does not have any concurrent positions as the President Director or other Directors of State-Owned Enterprises, Regional and Private Companies or other positions related to the Bank’s management, as well as structural positions, and other functional positions at central and local government agencies and other positions in accordance with the provisions of the Bank’s Articles of Association and other applicable laws and regulations.

330



Hubungan afiliasi antara anggota Direksi, Dewan Komisaris, dan Pemegang Saham Utama dan/atau pengendali, yang meliputi: - Hubungan afiliasi antara anggota Direksi dengan anggota Direksi lainnya. - Hubungan afiliasi antara anggota Direksi dan anggota Dewan Komisaris. - Hubungan afiliasi antara anggota Direksi dengan Pemegang Saham Utama dan/atau pengendali. - Hubungan afiliasi antara anggota Dewan Komisaris dengan anggota Komisaris lainnya; dan - Hubungan afiliasi antara anggota Dewan Komisaris dengan Pemegang Saham Utama dan/atau pengendali.

Affiliated relationships between members of the Board of Directors, Board of Commissioners, and Main and/or Controlling Shareholders includes: - Affiliate relationships between members of the Board of Directors with other Directors. - Affiliate relationships between members of the Board of Directors and the Board of Commissioners. - Affiliate relationships between members of the Board of Directors and the Main and/or Controlling Shareholders. - Affiliate relationships between members of the Board of Commissioners and other Commissioners; and - Affiliate relationships between members of the Board of Commissioners and the Main and/or Controlling Shareholders.

Hubungan Afiliasi Direksi dapat dilihat sebagaimana tabel di bawah ini:

The Board Directors’ Affiliate Relationship can be seen in the following table:

Tabel Hubungan Afiliasi Direksi Table On The Board Of Directors’ Affiliate Relationship Hubungan Keuangan, Keluarga dan Kepengurusan Direksi/ The Business of Diretors’ Financial, Family, and Management Relationship Hubungan Keuangan Dengan Financial Relationship with

Nama Name

Daniel Budirahayu

Rusli

Jabatan Position

Direktur Utama President Director Direktur Operasi dan Sistem Director of Operating and System Wakil Direktur Utama Deputy President Director

Ramon Marlon Runtu


Periode Period



Direksi BOD

Dewan Komisaris BOC


Direksi BOD

Hubungan Kepengurusan Dengan Perusahaan Lain Management Relationship with Other Companies

Ya Yes

Tidak No

Ya Yes

Tidak No

Ya Yes

Tidak No

Ya Yes

Tidak No

Ya Yes

Tidak No

Ya Yes

Tidak No

Ya Yes

Tidak No

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

-

√

29 Februari 2016 – 24 Juni 2016






Tamunan





Rita Gosal

Dewan Komisaris BOC

Hubungan Keluarga Dengan Familiy Relationship with

331

2016 Annual Report


RUANG LINGKUP PEKERJAAN DAN TANGGUNG JAWAB MASING-MASING ANGGOTA DIREKSI

SCOPE AND RESPONSIBILITY OF EACH MEMBER OF THE BOARD OF DIRECTORS

PEMBAGIAN TUGAS DAN WEWENANG DIREKSI

DISTRIBUTION OF TASKS AND RESPONSIBILITIES OF THE BOARD OF DIRECTORS

Pembagian tugas dan wewenang Direksi mengacu pada Surat Keputusan Dewan Komisaris No.002/SK-KOM/07/16 Tentang Pembagian Tugas dan Wewenang Anggota Board of Directors PT Bank Victoria International, Tbk. Dalam melaksanakan tugasnya, Direksi dibagi atas bidang tugas sebagai berikut.

The distribution of tasks and responsibilities of the Board of Directors refers to the Decision Letter of the Board of Commissioners. 002/SK-KOM/07/16 Concerning the Distributino of Roles and Responsibilities of Board of Directors Members of PT Bank Victoria International, Tbk. In performing its duties, the Board of Directors shall be perform following task areas.

Tabel Pembidangan Tugas Direksi Table On Distribution Of Tasks And Responsibilities Of The Board Of Directors Nama Name Daniel Budirahayu

Jabatan Position

Periode Period

Hasil Field of Tasks


26 Juni 2015 – Saat ini 26th of June 2015 - now

Koordinasi pengelolaan Bank Victoria / Coordination of Bank Victoria management Membawahi Unit Kerja / In charge of the following Working Units:: 1. SKAI/ Terintegrasi and Anti Fraud 2. Corporate Secretary 3. Credit Analyst 4. Restructure and Lending Support 5. Law Bereau 6. Legal and Remedial Division 7. Human Capital Management

Rusli

Ramon Marlon Runtu


Direktur Operasi dan Sistem Director of Operating and System

29 Februari 2016 – 24 Juni 2016 29th of Februari 2016 24th of June 2016





Membawahi Unit Kerja / In charge of the following Working Units:: 1. Spesial Asset Management 2. Kredit Analyst


17 Juni 2011 – 7 September 2016 17th of June 2011 - 7th of September 2016

Membawahi Unit Kerja In charge of the following Working Units:: 1. Treasury 2. Financial Institutiondan CapitalMarket 3. Human Capital Management

Membawahi Unit Kerja / In charge of the following Working Units:: 1. Treasury 2. Financial Institution dan Capital Market 3. General Affair 4. Finance and Accounting 5. Marketing and communication 6. Information Technology 7. Operasional dan internal control

332


Nama Name Tamunan


Jabatan Position

Periode Period

Hasil Field of Tasks



Compliance dan UKPN, Manajemen Risiko serta Sistem dan Prosedur dalam rangka penerapan Good Corporate Governance.

Compliance and UKPN, Risk Management, and System and Procedure for GCG implementation

Membawahi Unit Kerja / In charge of the following Working Units::: 1. Kepatuhan dan UKPN/Terintegrasi Compliance and UKPN/Integrated

2. Manajemen Risiko/Terintergrasi / Risk Management/ Integrated

3. Sistem dan Prosedur / System and Procedure Rita Gosal



Membawahi Unit Kerja: 1. Corporate Lending / Corporate Lending 2. Commercial Lending/ Commercial Lending 3. Multifinance Lending/ Multifinance Lending 4. Comsumer Lending/ Comsumer Lending 5. Credit Collection/ Credit Collection

RANGKAP JABATAN DIREKSI

CONCURRENT DIRECTORS

POSITION

OF

THE

BOARD

Ketentuan rangkap jabatan bagi Direksi diatur dalam Kebijakan GCG. Anggota Direksi dilarang merangkap jabatan sebagai anggota Dewan Komisaris, Direksi atau Pejabat Eksekutif pada Bank, Perusahaan dan/atau lembaga lain.

The provision on concurrent position for the Board of Directors are stipulated in the GCG Policy. Members of the Board of Directors are prohibited from holding concurrent position as members of the Board of Commissioners, Board of Directors or Executive Officers at other Banks, Companies and/or other institution.

Seluruh anggota Direksi tidak memiliki rangkap jabatan sebagai Dewan Komisaris, Direksi atau Pejabat Eksekutif pada Bank, lembaga keuangan non bank atau perusahaan lain yang berkedudukan di dalam dan di luar negeri. Hal ini dinyatakan dalam suatu laporan yang harus diperbaharui setiap tahunnya.

All members of the Board of Directors do not holf concurret positions as members of the Board of Commissioners, Board of Directors or Executive Officers at other Banks, non-bank financial institutions or other companies domiciled within and outside the country. Such non-concurrent position is stated in a report that must be updated every year.

Tabel Rangkap Jabatan Direksi Table On Concurrent Position Of The Board Of Directors Nama Name Daniel Budirahayu Rusli

Ramon Marlon Runtu Gregorius Andrew Andryanto Haswin

Tamunan

Rita Gosal

Jabatan Position

Periode Period

Pelaksana Organizer

Hasil Result


26 Juni 2015 – saat ini 26th of June 2015 - now

-

-


29 Februari 2016 – 24 Juni 2016 29th of Februari 2016 - 24th of June 2016





-

-



-

-



-

-



-

-

OF

333

2016 Annual Report

PENGELOLAAN DIREKSI

BENTURAN


KEPENTINGAN

CONFLICT OF INTEREST MANAGEMENT OF THE BOARD OF DIRECTORS

Dalam hal terjadi benturan kepentingan, Direksi dan Pejabat Eksekutif Bank dilarang mengambil tindakan yang dapat merugikan Bank atau mengurangi keuntungan Bank. Direksi dan Pejabat Eksekutif wajib mengungkapkan benturan kepentingan dalam setiap keputusannya. Benturan kepentingan yang dimaksud antara lain adalah: • Perbedaan antara kepentingan ekonomi Bank dengan kepentingan ekonomi pribadi pemilik, anggota Komisaris, anggota Direksi maupun Pejabat Eksekutif Bank dan/atau pihak terkait dengan Bank; • Pemberian perlakuan istimewa kepada pihak–pihak tertentu diluar prosedur dan ketentuan yang berlaku serta pemberian suku bunga tidak sesuai dengan ketentuan dan prosedur yang berlaku.

In the event of a conflict of interest, the Board of Directors and the Bank’s Executive Officers are prohibited from taking actions that may harm the Bank or reduce the Bank’s profit. The Board of Directors and Executive Officers are required to disclose conflicts of interest in every decision. Conflicts of interest here include: • Any differences between the the Bank’s economic interests and the economic interests of private owners, commissioners, members of the Board of Directors and Executive Officers of banks and or parties related to the Bank; • The granting of preferential treatment to certain parties outside the procedures, regulations as well as the provision of interest rates that is not in accordance with the applicable rules and procedures.

Apabila keputusan tetap harus diambil, maka harus mengutamakan kepentingan ekonomi Bank dan menghindarkan kerugian atau berkurangnya keuntungan Bank.

If the decision are still to be taken, it should consider priority to the Bank’s economic interests and to avoid losses or reduced profit of the Bank.

Untuk meminimalisir terjadinya benturan kepentingan yang disebabkan adanya rangkap jabatan, setiap anggota Direksi diwajibkan untuk menandatangani Pakta Integritas yang berisikan keterangan bahwa dalam melaksanakan tugasnya, anggota Direksi tidak akan melakukan hal-hal yang dapat menimbulkan konflik kepentingan. Pakta Integritas tersebut disimpan dan diadministrasikan oleh Sekretaris Perusahaan.

To minimize conflicts of interest due to the concurrent positions, each member of the Board of Directors are required to sign the Integrity Pact which contains information that in carrying out their duties, members of the Board of Directors will not do any actiones that could create conflicts of interest. The Integrity Pact is kept and administered by the Secretary of the Company.

KEPEMILIKAN SAHAM DIREKSI

SHARE OWNERSHIP OF BOARD OF DIRECTORS

Direksi telah mengungkapkan kepemilikan saham pada Bank Victoria. Tidak ada direksi yang memiliki saham pada Bank.

None of the Directors owns stakes, either in Bank Victoria or other companies. Shareholding of Directors are as follows.

Tabel Kepemilikan Saham Direksi Table On Share Ownership Of Board Of Directors Nama Name Daniel Budirahayu

Rusli

Ramon Marlon Runtu


Tamunan

Rita Gosal

Jabatan Position

Periode Period

Kepemilikan Saham di Bank Victoria Share Ownership in Bank Victoria



Nihil None













Nihil None

Nihil None

Nihil None

Nihil None Nihil None

334



PELAKSANAAN TUGAS DAN TANGGUNG JAWAB DIREKSI TAHUN 2016

THE BOARD OF DIRECTORS’ TASKS RESPONSIBILITIES IMPLEMENTATION IN 2016

Selama 2016, Direksi telah melaksanakan tugas pengurusan Bank Victoria sesuai peraturan perundang-undangan yang berlaku dan Anggaran Dasar, antara lain:

During 2016, the Board of Directors has performed the task of Bank Victoria’s management in accordance with the prevailing laws and regulations and the Articles of Association, among others: 1. Preparation of the corporate planning; 2. Fulfillment of the Company performance targets; 3. Management of assets and finances, including investments in shares of companies that are not listed on the stock exchange; 4. To conduct meetings of the Board of Directors, to attend meetings of the Board of Commissioners and General Meeting of Shareholders; 5. Supervision and improvement of internal business processes; and 6. Implementation of other duties related to the management of the company.

1. Penyusunan perencanaan perusahaan; 2. Pemenuhan target kinerja perusahaan; 3. Pengelolaan aset dan keuangan, termasuk penyertaan saham pada perusahaan yang tidak tercatat di bursa; 4. Penyelenggaraan rapat Direksi, menghadiri rapat Dewan Komisaris dan Rapat Umum Pemegang Saham; 5. Pengawasan dan perbaikan proses bisnis internal; serta 6. Pelaksanaan tugas lainnya terkait kepengurusan perusahaan.

AND

RAPAT DIREKSI

THE BOARD OF DIRECTORS MEETING

Rapat Direksi dapat diadakan setiap waktu apabila dianggap perlu oleh salah seorang anggota Direksi, atau atas permintaan dari Rapat Dewan Komisaris atau atas permintaan tertulis 1 (satu) Pemegang Saham atau Lebih yang (bersama-sama) memiliki sedikitnya 1/10 (satu per sepuluh) bagian dari jumlah semua saham dengan hak suara yang sah, yang dikeluarkan Bank. Rapat Direksi secara berkala paling kurang 1 (satu) kali dalam setiap bulan.

The Board of Directors Meetings may be held at any time as deemed necessary by one of the members of the Board of Directors, or upon request of the Board of Commissioners Meeting or at the written request of 1 (one) Shareholder or more who together has at least 1/10 (one tenth) part of the total number of shares with valid voting rights issued by the Bank. The Board of Directors Meeting was hel periodically at least 1 (one) time in each month.

FREKUENSI DAN KEHADIRAN RAPAT

MEETING FREQUENCY AND ATTENDANCE

Sepanjang tahun 2016, Direksi Bank Victoria telah menyelenggarakan Rapat Direksi sebanyak 38 (tiga puluh delapan) Rapat Gabungan Dewan Komisaris dan Direksi sebanyak 13 (tiga belas kali). Adapun tabel kehadiran masingmasing anggota Direksi dalam rapat disajikan pada tabel berikut.

Throughout 2016, the Board of Directors of Bank Victoria has held 38 (thirty eight) Board of Directors meetings, 13 (thirteen) Joint Meeting of Board of Commissioners and Directors. The attendance table of each member of the Board of Directors in the meeting is presented in the following table.

Tabel Frekuensi dan Kehadiran Rapat Direksi Table On Meeting Frequency And Attendance

Nama Name

Daniel Budirahayu

Rusli

Ramon Marlon Runtu


Jabatan Position

Periode Period

Rapat Direksi Board of Directors Meeting

Rapat Gabungan Direksi dengan Dewan Komisaris Joint Meeting between the Board of Directos

Jumlah dan (%) Kehadiran Total Meeting and Attendance


Jumlah Rapat

Jumlah Kehadiran

Total Meetings

Attendance

Jumlah Rapat

Jumlah Kehadiran

Total Meetings

Attendance

38

35

92.11%

13

12

92,31%

32

29

90.63%

11

8

72,73%

%

%









38

30

78.95%

13

13

100%



38

20

52.62%

9

7

77,78%

335

2016 Annual Report

Nama Name

Tamunan

Rita Gosal

Jabatan Position

Periode Period






Rapat Direksi Board of Directors Meeting

Rapat Gabungan Direksi dengan Dewan Komisaris Joint Meeting between the Board of Directos



Jumlah Rapat

Jumlah Kehadiran

Total Meetings

Attendance

38

33

22

17

Jumlah Rapat

Jumlah Kehadiran

Total Meetings

Attendance

86.84%

13

12

92,31%

77.27%

6

6

100%

%

%

AGENDA, TANGGAL DAN PESERTA RAPAT DIREKSI

BOARD OF MEETING AGENDA, DATE, AND PARTICIPANT

Rapat Internal Direksi

Board Of Directors Internal meetings

Sepanjang tahun 2016, agenda, tanggal dan peserta Rapat Direksi adalah sebagai berikut.

Throughout 2016, the Board of Directors meeting agenda, date, and participant are as follows

Tabel Rapat Internal Direksi Table On BOD Internal meetings Tanggal Date

Agenda Agenda

Peserta Rapat Meeting Participant Daniel Budirahayu

06 Januari 2016 06 January 2016

1. Kinerja Keuangan Posisi 31 Desember 2016 2. Paparan Direktorat: • Direktorat Direktur Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 31 December 2016 2. Directorate Explanation: • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • Presiden Director Directorate



Hadir/Tidak Hadir Present/Absence Tidak Hadir / Absence

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

1. Kinerja Keuangan Posisi 8 Januari 2016 2. Hampers Chinese New Year 3. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko 1. Financial Result Position 8 January 2016 2. Hampers Chinese New Year 3. Directorate Explanation: • Treasury & Retail Banking Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate

Daniel Budirahayu

Hadir / Present

1. 2. 3. 4.

1. 2. 3. 4.

Kinerja Keuangan Posisi 15 Januari 2016 Frame Work Unit Kerja Internal Control Rapat Kerja Bank Victoria Tahun 2016 Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama Financial Result Position 15 January 2016 Frame Work Internal Control Work Unit Rapat Kerja Bank Victoria Tahun 2016 Directorate Explanation: • Treasury & Retail Banking Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Ramon Marlon Runtu



Hadir / Present

Tamunan

Hadir / Present

Daniel Budirahayu

Hadir / Present

Ramon Marlon Runtu



Hadir / Present

Tamunan

Hadir / Present

336


Tanggal Date


Agenda Agenda



1. Kinerja Keuangan Posisi 22 Januari 2016 2. Tema, desain serta rundown acara Rapat Kerja Bank Victoria Tahun 2016 3. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 22 January 2016 2. Theme, design and rundown Work Meeting event Bank Victoria on 2016 3. Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Daniel Budirahayu

1. 2. 3. 4.

Draft Pembebanan Denda Pelaporan Draft Presentasi RBB 2016-2018 ke OJK Kinerja Keuangan Posisi 31 Januari 2016 Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Direktur Utama Imposition of Reporting Funds Draft Presentation Draft BBP 2016-2018 to OJK Financial Result Position 31 January 2016 Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • President Director Directorate

Ramon Marlon Runtu

Hadir/Tidak Hadir Present/Absence Hadir / Present Tidak Hadir / Absence


Hadir / Present

Tamunan

Hadir / Present

Daniel Budirahayu

Hadir / Present

Ramon Marlon Runtu



Hadir / Present

Tamunan

Hadir / Present

Daniel Budirahayu

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


1. Kinerja Keuangan Posisi 19 Februari 2016 2. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 19 February 2016 2. Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Tamunan

Hadir / Present

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

29 Februari 2016 29 February2016

1. Merchandise 2. Kinerja Keuangan Posisi 26 Februari 2016 3. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Merchandise 2. Financial Result Position 26 February 2016 3. Paparan Direktorat: • Treasury & Retail Banking Directorate • Direktorat Direktur Business • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Tamunan

Hadir / Present


1. 2. 3. 4.



337

2016 Annual Report

Tanggal Date

14 Maret 2016 14 March2016

21 Maret 2016 21 March 2016

28 Maret 2016 28 March 2016

04 April 2016 04 April 2016

Agenda Agenda



Hadir/Tidak Hadir Present/Absence

1. Rencana Pembelian Gedung Kantor Rawamangun 2. Kinerja Keuangan Posisi 11 Maret 2016 3. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Purchasing Plan of Rawamangung Office Builiding 2. Financial Result Position 11 March 2016 3. Directorate Explanation: • Treasury & Retail Banking Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

1. 2. 3. 4.

Ramon Marlon Runtu



Hadir / Present

Tamunan

Hadir / Present

Internet Banking dan Mobile Banking Launching IB & MB serta Tax Amnesty Kinerja Keuangan Posisi 18 Maret 2016 Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama Internet Banking dan Mobile Banking Launching IB & MB and Tax Amnesty Financial Result Position 18 March 2016 Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present

Tamunan

Hadir / Present

1. Kinerja Keuangan Posisi 24 Maret 2016 2. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 24 March 2016 2. Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

1. Presentasi Divisi Teknologi Informasi 2. Presentasi Unit Kerja Product Development 3. Presentasi Divisi Credit Analyst & Restrukturisasi 4. Kinerja Keuangan Posisi 01 April 2016 5. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Technology Information Division Presentation 2. Product Development Work Unit Presentation 3. Analyst & Restrukturisasi Credit Division Presentation 4. Financial Result Position 01 April 2016 5. Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

1. 2. 3. 4.



338


Tanggal Date

11 April 2016 11 April 2016

Agenda Agenda 1. Presentasi BMPK 2. Estimasi Kinerja Keuangan Posisi 30 April 2016 3. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. LLL Limit Presentation 2. Financial Result Position Estimation 30 April 2016 3. Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

18 Mei 2016 18 May 2016

26 Mei 2016 26 May 2016

Rencana Revisi RBB 2016-2018 BBP Revision Plan 2016-2018

1. 2. 3. 1. 2. 3.

Presentasi Revisi Rencana Bisnis Bank 2016-2018 Presentasi Divisi HCM Presentasi Unit Kerja Sistem dan Prosedur Presentation of BBP Revision Plan 2016-2018 Presentasi Divisi HCM System Procedure Work Unit Presentation




Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

Daniel Budirahayu

30 Mei 2016 30 May 2016

1. Presentasi Divisi Marketing Communication 2. Kinerja Keuangan Posisi 27 Mei 2016 3. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Marketing Communication Division Presentation 2. Financial Result Position 27 May 2016 3. Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Daniel Budirahayu

06 Juni 2016 06 June 2016

1. Kinerja Keuangan Posisi 03 Juni 2016 2. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 03 June 2016 2. Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate


Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present


Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

339

2016 Annual Report

Tanggal Date

Agenda Agenda

20 Juli 2016 20 July 2016

25 Juli 2016 25 July 2016




Persiapan meeting dengan DEG - Deutsche Investitions-und Entwicklungsgesellschaft Meeting preparation with DEG - Deutsche Investitions-und Entwicklungsgesellschaft




Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan


Rita Gosal


1. Jadwal Training Bulan Agustus 2016 2. Kinerja Keuangan Posisi 22 Juli 2016 3. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Credit Analyst, Restrukturisasi dan Remedial • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Training Schedule on August 2016 2. Financial Result Position 22 July 2016 3. Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Credit Analyst, Restrukturisasi dan Remedial Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present

1. Kinerja Keuangan Posisi 31 Juli 2016 2. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 31 July 2016 2. Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Treasury Treasury

1. Kinerja Keuangan Posisi 05 Agustus 2016 2. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Credit Analyst, Restrukturisasi dan Remedial • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 05 August 2016 2. Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Credit Analyst, Restrukturisasi dan Remedial Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate



Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu




Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present



Tamunan

Hadir / Present

Rita Gosal


Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

340


Tanggal Date

Agenda Agenda




Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


1. Training Effective Personal Productivity 2. Kinerja Keuangan Posisi 12 Agustus 2016 3. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Credit Analyst, Restrukturisasi dan Remedial • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Effective Personal Productivity Training 2. Financial Result Position 12 August 2016 3. Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Credit Analyst, Restrukturisasi dan Remedial Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate


1. Kinerja Keuangan Posisi 26 Agustus 2016 2. Paparan Direktorat: • Direktorat Treasury dan Retail Banking • Direktorat Direktur Business • Direktorat Credit Analyst, Restrukturisasi dan Remedial • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 26 August 2016 3. Directorate Explanation: • Treasury & Retail Banking Directorate • Business Director Directorate • Credit Analyst, Restrukturisasi dan Remedial Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate



Proyeksi Kinerja Keuangan sampai dengan Desember 2016 Financial Result Projection until December 2016

1. Program Victoria Goes To Campus dan Kurikulum ODP 2. Day Checklist Migrasi ATM NSICCS 3. Pengadaan Mesin EDC 4. Kinerja Keuangan Posisi 02 September 2016 5. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Business • Direktorat Retail Banking • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Victoria Goes To Campus Program and ODP Curriculum 2. ATM NSICCS MIgration Day Checklist 3. EDC Machine Procurement 4. Financial Result Position 02 September 2016 5. Directorate Explanation: • Cedit Director Directorate • Retail Banking Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate



Tamunan


Rita Gosal

Hadir / Present

Daniel Budirahayu

Hadir / Present

Rusli


Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present


Hadir / Present

Tamunan

Hadir / Present

Rita Gosal


341

2016 Annual Report

Tanggal Date



03 Oktober 2016 03 October 2016


Agenda Agenda

Rencana Penyusunan RBB 2017-2019 BBP Preparation 2017-2019




Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu




Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

1. Business Continuity Management (BCM) 2. Kinerja Keuangan Posisi 23 September 2016 3. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present



1. Business Continuity Management (BCM) 2. Financial Result Position 23 September 2016 3. Directorate Explanation: • Cedit Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Tamunan


Rita Gosal


1. Divisi Marketing Communication 2. Kinerja Keuangan Posisi 30 September 2016 3. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Business • Direktorat Retail Banking • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Marketing Communication Division 2. Financial Result Position 30 September 2016 3 Directorate Explanation: • Cedit Director Directorate • Business Director Directorate • Retail Banking Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Daniel Budirahayu

1. Divisi Marketing Communication 2. Kinerja Keuangan Posisi 07 Oktober 2016 3. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Business • Direktorat Retail Banking • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Marketing Communication Division 2. Financial Result Position 07 October 2016 3. Directorate Explanation: • Cedit Director Directorate • Business Director Directorate • Retail Banking Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Rusli Ramon Marlon Runtu Gregorius Andrew Andryanto Haswin

Hadir / Present Tidak Hadir / Absence Hadir / Present Tidak Hadir / Absence

Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present



Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

342


Tanggal Date






Agenda Agenda




1. Kinerja Keuangan Posisi 14 Oktober 2016 2. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 14 October 2016 2. Directorate Explanation: • Cedit Director Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present



Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

1. Kinerja Keuangan Posisi 21 Oktober 2016 2. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Retail Banking • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 21 October 2016 2. Directorate Explanation: • Cedit Director Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present

1. Kinerja Keuangan Posisi 28 Oktober 2016 2. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 28 October 2016 2. Directorate Explanation: • Cedit Director Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present



Tamunan

Hadir / Present

Rita Gosal




Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

1. Kinerja Keuangan Posisi 04 November 2016 2. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Business • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 04 November 2016 2. Directorate Explanation: • Cedit Director Directorate • Business Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present

1. Kinerja Keuangan Posisi 11 November 2016 2. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 11 November 2016 2. Directorate Explanation: • Cedit Director Directorate • Business Director Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorate



Tamunan


Rita Gosal

Hadir / Present

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present



Tamunan

Hadir / Present

Rita Gosal


343

2016 Annual Report

Tanggal Date





Agenda Agenda




1. Kinerja Keuangan Posisi 18 November 2016 2. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position18 November 2016 2. Directorate Explanation: • Cedit Director Directorate • Business Director Directorate • Business Director Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorat

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present



Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

1. Kinerja Keuangan Posisi 25 November 2016 2. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 25 November 2016 2. Directorate Explanation: • Cedit Director Directorate • Business Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorat

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present



Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

1. Kinerja Keuangan Posisi 02 Desember 2016 2. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Kepatuhan dan Manajemen Risiko • Direktorat Direktur Utama 1. Financial Result Position 02 December 2016 2. Directorate Explanation: • Cedit Director Directorate • Business Directorate • Operation & System Director Directorate • Compliance & Risk Management Director Directorate • President Director Directorat

Daniel Budirahayu

Hadir / Present

Rusli

Hadir / Present

Ramon Marlon Runtu

Hadir / Present

1. Kinerja Keuangan Posisi 09 Desember 2016 2. Paparan Direktorat: • Direktorat Direktur Kredit • Direktorat Business • Direktorat Direktur Operasi dan Sistem • Direktorat Direktur Utama 1. Financial Result Position 09 December 2016 2. Directorate Explanation: • Cedit Director Directorate • Business Directorate • Operation & System Director Directorate • President Director Directorat



Tamunan

Hadir / Present

Rita Gosal

Hadir / Present

Daniel Budirahayu

Hadir / Present

Rusli Ramon Marlon Runtu

Tidak Hadir / Absence Hadir / Present



Tamunan


Rita Gosal

Hadir / Present

344



PROGRAM ORIENTASI BAGI DIREKSI BARU

ORIENTATION DIRECTORS

PROGRAMS

FOR

NEW

Pelaksanaan program orientasi bagi Anggota direksi yang baru diangkat diatur dalam surat keputusan Direksi No. 007/SKDIR/02/16 tentang Board Of Director Charter (BOD Charter) PT Bank Victoria International. Program orientasi bagi Direktur Utama dan Direksi yang baru telah dilaksanakan oleh Divisi Corporate Secretary diantaranya melalui: 1. Pemberian Informasi terkait konten/isi website Bank Victoria; 2. Pengenalan tentang seluruh Sistem dan Prosedur yang terdapat pada Intranet Bank Victoria; 3. Pengenalan ke beberapa Kantor Cabang, terutama Kantor Cabang besar; 4. Pemberian Informasi terkait konten/isi buku Laporan Tahunan (Annual Report).

Implementation of the orientation program for new appointed members of the Board of Directors stipulated in the Board of Directors Decree Letter No. 007/SKDIR/02/16 on Board Of Director Charter of PT Bank Victoria International. The orientation program for the new President Director and Directors have been carried out by the Corporate Secretary Divisionthrough: 1. Provision of information regarding the content of Bank Victoria’s website; 2. The introduction of the entire System and Procedures contained in Bank Victoria’s Intranet; 3. Introduction to several Branch Offices, especially large Branch Offices; 4. Provision of information regarding the content of the Annual Report.

PENGEMBANGAN KOMPETENSI DIREKSI

COMPETENCE DEVELOPMENT OF THE BOARD OF DIRECTORS

Sepanjang tahun 2016, anggota Direksi Bank telah mengikuti berbagai program peningkatan kompetensi berupa pelatihan, workshop, konferensi, seminar, sebagaimana tabel berikut ini:

Throughout the year 2016, members of the Bank’s Board of Directors have attended various competency improvement programs in the form of training, workshops, conferences, seminars, as the following table:

Tabel Pengembangan Kompetensi Direksi Table On Competence Development Of The Board Of Directors Nama Name Daniel Budirahayu

Rusli

Jabatan Position

Periode Period



Direktur Operasi dan Sistem Director of Operating and System Wakil Direktur Utama Deputy President Director

Ramon Marlon Runtu



Materi Pengembangan Kompetensi /Pelatihan Training / Competence Development Material

Waktu dan Tempat Pelaksanaan Time and Venue

Jenis Pelatihan dan Penyelenggara Type of Training and Organizer

Seminar dan Executive Raundtable Konglomerasi Jasa Keuangan di Indonesia

Jakarta, 13 - 14 Januari 2016

Seminar Publik - LPPI

Training Leadership

Jakarta, 12 & 19 Maret 2016

In House - Diaspora IBS

Training Leadership

Jakarta 12 & 19 Maret 2016


Southeast Asia Banking Technology & Innovation Summit

Jakarta 30 - 31 Maret 2016

Seminar Publik - ESCOM

Training Leadership



Pemeliharaan Sertifikat Kompetensi Manajemen Risiko ( Refreshment ) LSPP

Jakarta 16 November 2016

Refreshment - LSPP

24 Juni 2016 – saat ini 24th of June 2016 - Current 17 Juni 2011 – saat ini 17th of June 2011 - Current

345

2016 Annual Report





Training Leadership



Tamunan



Seminar and Executive Raundtable Konglomerasi Jasa Keuangan di Indonesia

Jakarta 13 - 14 Januari 2016

Seminar Publik - LPPI

Training Leadership



Training/ Seminar “National Anti Fraud Conference 2016”

Semarang 26 - 28 Oktober 2016

Seminar Publik ACFE Indonesia Chapter

Training/Seminar “Pengawasan Terintegrasi Bagi Konglomerasi Keuangan

Bandung 10 - 11 November 2016

Seminar Publik Otoritas Jasa Keuangan

Customer Experience Management (CEM) ASIA SUMMIT 2016

Jakarta 6 - 9 September 2016

Seminar Publik IQPC WorldWide PTE LTD

“Engagement A Solid Team To Achieve Extraordinary Result in 2016” - Team Building & Outbond

Cirebon 15 - 16 Oktober 2016

In House - Kalpata

Rita Gosal




RISK MANAGEMENT CERTIFICATION

Di samping program peningkatan kompetensi di atas, Direksi juga mengikuti program Sertifikasi Manajemen Risiko. Pada periode 2016, Direksi yang telah lulus sertifikasi manajemen risiko sebagai berikut.

In addition to the above competency improvement program, the Board of Directors also participates in the Risk Management Certification program. In 2016, the following members of the Board of Commissioners has passed the risk management certification.

Nama Name Daniel Budirahayu

Rusli

Rita Gosal

Ramon Marlon Runtu

Tamunan

Waktu dan Tempat Pelaksanaan Time and Venues

Jabatan Name

Level Level


5

Jakarta Januari 2016


5

Jogjakarta September 2015


5

Jakarta Juni 2016


5



5

Jakarta Januari 2016

OF

Expired Expiration


Januari 2018

LSPP

September 2017

BSMR

Juni 2018

BSMR

November 2018

LSPP

Januari 2018

LSPP

PENILAIAN KINERJA DIREKSI

THE BOARD ASSESSMENT

DIRECTORS’

PERFORMANCE

Pelaksanaan evaluasi kinerja Direksi dilakukan secara komprehensif, berjenjang, dan bekala. Evaluasi terhadap kinerja Direksi dilakukan 1 (satu) kali dalam setahun oleh Dewan Komisaris.

The execution of the Board of Directors’ performance evaluation is done in a comprehensive, tiered and periodic manner. Evaluation of the Board of Directors performance shall be conducted 1 (one) time per year by the Board of Commissioners.

346


PROSEDUR DIREKSI

PELAKSANAAN

ASSESSMENT

KINERJA

THE PROCEDURE OF THE ASSESSMENT EXECUTION


BOARD

OF

DIRECTORS

Penilaian kinerja Direksi adalah sebagai berikut. 1. Direksi menyusun Key Performance Indicators (KPI) yang memuat rencana kerja, sasaran atau target yang akan dicapai dalam satu tahun maupun triwulanan.

Performance of the Board of Directors is assessed as follows: 1. The Board of Directors prepares Key Performance Indicators (KPI) containing the work plan, goals or targets to be achieved annually and quarterly.

2. Direksi melaporkan realisasi pencapaian target masingmasing KPI dalam laporan triwulanan dan laporan tahunan kepada Dewan Komisaris baik secara individu maupun kolektif untuk di evaluasi. 3. Hasil evaluasi KPI Direksi oleh Dewan Komisaris merupakan media penilaian pertanggungjawaban Direksi di RUPS.

2. The Board of Directors reports the actual target achievements of each of the KPI in annual and quarterly reports to the Commissioners, either individually or collectively for evaluation. 3. The evaluation result of the Board of Directors KPI achievement by the Board of Commissioners is a means of evaluation of the Board of Directors accountability in the AGM.

KRITERIA EVALUASI KINERJA DIREKSI

THE ASSESSMENT CRITERIA OF THE BOARD OF DIRECTROS PERFORMANCE

Penilaian kinerja Direksi berdasarkan indikator umum, yaitu: a. Terlaksananya kepemimpinan (leadership), kerjasama (team work), komunikasi dan kompetensi yang baik. b. Terlaksananya Good Corporate Governance dalam setiap kegiatan usaha Bank. c. Terlaksananya pencapaian Rencana Bisnis Bank (RBB). d. Terlaksananya pengawasan atas tindak lanjut dari Direksi berdasarkan audit, rekomendasi Satuan kerja Audit Internal Bank, auditor eksternal atau pengawasan Otoritas Jasa Keuangan.

The Board of Directors performance assessment was made based on common indicators: a. The implementation of leadership, team work, good communication and competence; b. The implementation of Good Corporate Governance in all of the Bank’s business activities; c. The implementation of Bank Business Plan (BBP) achievement; d. The supervision implementation on the Board of Directors’ follow-up measures on the audit, recommendation from Internal Auditor, External Auditors or the supervision of the Financial Services Authority.

Penilaian kinerja tersebut menggunakan ukuran kriteria berdasarkan nilai, yaitu nilai 3 untuk kinerja Baik, nilai 2 untuk kinerja yang dianggap cukup sedangkan nilai 1 untuk kinerja yang dianggap kurang. Evaluasi terhadap kinerja Direksi dilakukan 1 (satu) kali dalam setahun oleh Dewan Komisaris.

The performance evaluation uses the score-based criteria, i.e. 3 for Good performance, 2 for Satisfactory performance, 1 for unsatisfactory performance. The performance evaluation of the Board of Directors is conducted once a year by the Board of Commissioners.

PIHAK YANG MELAKUKAN ASSESSMENT

THE PARTY WHO PERFORM THE ASSESSMENT

Penilaian kinerja Direksi dilaksanakan oleh Dewan Komisaris dan Direktur Utama dapat menilai Direksi lainnya.

The Board of Directors performance assessment was carried out by the Board of Commissioners and the President Director can assess other Directors.

HASIL PENILAIAN KINERJA DIREKSI

RESULT OF THE BPARD DIRECTORS’ PERFORMANCE ASSESSMENT

Adapun hasil dari penilaian kinerja masing-masing Direksi untuk tahun 2016, berdasarkan 4 kriteria/indikator yang telah disebutkan di atas secara keseluruhan mendapatkan nilai 3 atau Baik, kecuali untuk kriteria pencapaian RBB yang mendapat nilai 2 atau Cukup.

The results of the performance assessment of each Directors for 2016, based on 4 criteria/indicators that have been mentioned above, as a whole obtained rating of 3 or Good, except for the RBB achievement criteria that got the score 2 or Sufficient.

PENILAIAN KINERJA PENERAPAN GCG (SELF ASSESSMENT) DIREKSI SESUAI KETENTUAN BI/OJK

THE GCG IMPLEMENTATION PERFORMANCE ASSESSMENT (SELF ASSESSMENT) OF THE BOARD OF DIRECTORS IN ACCORDANCE WITH THE PROVISIONS OF BI/FSA

BI/OJK secara khusus mengatur penilaian kinerja Direksi berdasarkan parameter kriteria Penilaian Tugas dan Tanggung Jawab Direksi, termasuk pelaksanaan tugas lainnya yang meliputi parameter penanganan benturan kepentingan, Penerapan Fungsi Kepatuhan, Penerapan Fungsi Audit Internal, Penerapan Fungsi Audit Eksternal, Penerapan Manajemen Risiko termasuk Sistem

BI / FSA specifically regulates Board of Directors’ performance assessment based on the Board of Directors’ Tasks and Responsibilities Assessment criteria parameter, including the execution of other tasks that include parameter in handling of conflicts of interest, Implementation of Compliance Function, Implementation of Internal Audit Function, Implementation of

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Pengendalian Internal, Penyediaan Dana Kepada Pihak Terkait (Related Party) dan penyediaan dana besar (Large Exposure), Transparansi Kondisi keuangan dan non keuangan Bank, Laporan pelaksanaan GCG dan Pelaporan Internal serta Rencana Strategis Bank, sebagaimana yang diatur dalam ketentuan self-assessment pelaksanaan GCG sebagaimana diatur pada Surat Edaran Bank Indonesia No.15/15/DPNP/ tanggal 29 April 2013 perihal Pelaksanaan Good Corporate Governance bagi Bank Umum.

External Audit Function, Implementation of Risks Management include Intern Control Systems, Provision of Funds to Related Parties and large exposures funding, Transparency of Bank’s financial and non-financial condition, Report on the GCG implementation and Internal Reporting and Strategic Plan, as stipulated in the self-assessment of GCG implementation as stipulated on Bank Indonesia Circular Letter No. 15/15/DPNP/ dated 29 April 2013 regarding the implementation of Good Corporate Governance for Commercial Banks.

Kriteria Self Assessment Direksi terkait pelaksanaan GCG dibagi menjadi 3 (tiga) kelompok yaitu Governance Structure, Governance Process dan Governance Outcome. Governance structure terdiri dari 16 indikator, Governance Process terdiri dari 14 indikator sedangkan governance outcome terdiri dari 10 indikator.Adapun hasil penilaian self assessment pelaksanaan Good Corporate Governance tahun 2016 Bank Victoria, untuk aspek Pelaksanaan Tugas dan Tanggung Jawab Direksi mendapat nilai komposit 2 atau BAIK.

The Criteria for Board of Directors Self Assessment in relation to GCG implementation is divided into three (3) groups: Governance Structure, Governance Process and Governance Outcome. Governance structure consists of 16 indicators, Governance Process consists of 14 indicators while Governance Outcome consists of 10 indicators The result of the self assessment on Good Corporate Governance implementation in 2016 at Bank Victoria, For the Duties and Responsibilities Implementation aspect of the Board of Directors obtain rating 2 or GOOD.

PENILAIAN DIREKSI

BAWAH

PERFORMANCE ASSESSMENT OF THE COMMITTEES UNDER THE BOARD OF DIRECTORS

Dalam melaksanaan tugas kepengurusannya, Direksi membentuk komite-komite di tingkat Direksi sesuai dengan kebutuhan bisnis Bank dan ketentuan regulasi, yang diharapkan dapat menciptakan efektivitas dan efisiensi operasional. Komitekomite tersebut adalah Komite Manajemen Risiko, Komite Kebijakan Prekreditan, Komite Kredit, Assets and Liabilities Management Committee, Komite Teknologi Informasi, Komite Product, Komite Personalia, Komite Pengadaan Barang dan Jasa, Komite Pemantau Pelaksanaan Good Corporate Governance, dan Komite investasi.

In conducting its management duties, the Board of Directors established committees at the Board of Directors level in accordance with the Bank’s business needs and regulatory requirements to create an effective and efficient operation. These committees are the Risk Management Committee, the Credit Policy Committee, the Credit Committee, the Assets and Liabilities Management Committee, the Information Technology Committee, the Transaction Committee, the Product Assets And Liabilities, the Personnel Committee, the Goods and Services Procurement Committee, the Implementation Committee of Good Corporate Governance, and the Investment Committees.

Tugas dan tanggung jawab tiap-tiap komite telah didefinisikan dengan sangat jelas. Direksi menilai bahwa selama 2016, komitekomite tersebut telah menjalankan tugas dan tanggung jawabnya dengan efektif.

The duties and responsibilities of each committee have been clearly defined. The Board of Directors assessed that these committees have performed their duties and responsibilities effectively in 2016.

KEBIJAKAN REMUNERASI DIREKSI

REMUNERATION POLICY FOR THE BOARD OF DIRECTORS

Remunerasi Direksi ditetapkan dengan mengacu kepada ketentuan Peraturan OJK No.45/POJK.03/2015 tentang Penerapan Tata Kelola dalam Pemberian Remunerasi Bagi Bank Umum serta Surat Edaran Otoritas Jasa Keuangan No.40/SEOJK.03/2016 tentang Penerapan Tata Kelola Dalam Pemberian Remunerasi Bank Umum.

The Board of Directors remuneration is stipulated by referring to the provisions of fsa Regulation NO. 45/POJK.03/2015 regarding the Implementation of Good Corporate Governance in Providing Remuneration for Commercial Banks and Circular Letter of Finance Service Authority No. 40/SEOJK.03/2016 on the Implementation of Good Corporate Governance in Providing Remuneration of Commercial Banks.

Remunerasi yang diberikan kepada Direksi dapat berupa remunerasi yang bersifat tetap yaitu remunerasi yang tidak dikaitkan dengan kinerja dan risiko, antara lain gaji pokok, fasilitas, tunjangan perumahan, tunjangan kesehatan, tunjangan pendidikan, tunjangan hari raya, dan pensiun. Serta remunerasi yang bersifat variabel yaitu Remunerasi yang dikaitkan dengan kinerja dan risiko, antara lain bonus atau bentuk lainnya yang dipersamakan dengan itu.

The remuneration provided to the Board of Directors may be in form of a permanent remuneration which is remuneration that is not related to the performance and risk, such as basic salary, facilities, housing allowances, health benefits, education allowances, holiday allowances, and pensions. And variable remuneration that is remuneration associated with the performance and risk, among other bonuses or other equivalent forms.

KINERJA

KOMITE

DI

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PROSEDUR PENETAPAN REMUNERASI

PROCEDURES FOR REMUNERATION DETERMINATION

Dalam menjalankan tugas dan tanggung jawabnya, Direksi mendapat sejumlah remunerasi dan fasilitas lainnya. Kebijakan pemberian remunerasi dan faslitas lainnya bagi Direksi mengacu kepada keputusan dari Pemegang Saham sebagaimana ditetapkan dalam Rapat Umum Pemegang Saham dengan memperhatikan hasil kajian yang dilakukan oleh Bank. Kajian tentang struktur dan jumlah remunerasi didasarkan pada hasil pencapaian kinerja Direksi atas Indikator yang digunakan dalam penetapan remunerasi Direksi meliputi kinerja Bank secara keseluruhan seperti pencapaian kinerja Bank dan pengelolaan manajemen risiko.

In carrying out its duties and responsibilities, the Board of Directors received remuneration and other facilities. Remuneration policy of the Board of Directors refer to the decision of the Shareholders as set out in the General Meeting of Shareholders having regard to the results of a study conducted by the Bank. The study of the structure and amount of remuneration are based on the Board of Directors’ achievement on indicators used in determining the remuneration of the Directors includes the Bank’s overall performance such as the Bank’s performance achievement and risk management.

STRUKTUR REMUNERASI ANGGOTA DIREKSI

REMUNERATINO DIRECTORS

Komponen remunerasi Dewan Komisaris terdiri atas Honorarium, Benefit sesuai dengan ketentuan Bank seperti Asuransi Kesehatan, Kendaraan Dinas, BPJS Ketenagakerjaan, dan Tunjangan Hari Raya ( THR ) serta Tantiem/ Gratifikasi yang besarannya diberikan sesuai kinerja Bank.

The remuneration components of the Board of Directors consists of Honorarium, Benefits in accordance with the provisions of the Bank such as Health Insurance, Official Vehicle, BPJS Ketenagakeraan, and Religious Holiday Allowance (THR) and Share of Profit which given based on the Bank’s performance.

INDIKATOR PENETAPAN REMUNERASI DIREKSI

INDICATORS IN THE DETERMINATION OF THE BOARD OF COMMISSIONERS’ REMUNERATION

Dalam menetapkan besaran remunerasi bagi Direksi Bank mengacu kepada ketentuan Peraturan OJK No.45/POJK.03/2015 tentang Penerapan Tata Kelola dalam Pemberian Remunerasi Bagi Bank Umum, indikator tersebut antara lain:

In determining the remuneration amount for the Board of Directors, the Bank refers to the provisions of the FSA Regulation No. 45/POJK.03/2015 concerning Governance Practices in Providing Remuneration for Commercial Banks, the indicators are as follows: • The business factor scale; • The business complexity factors; • Peer group; • The inflation rate; • The Bank’s financial conditions and capability; • Other relevant factors and the decision must not conflict with the legislation in force.

• • • • • •

Faktor skala usaha; Faktor kompleksitas usaha; Peer group; Tingkat inflasi; Kondisi dan kemampuan keuangan Bank; Faktor-faktor lain yang relevan, serta tidak boleh bertentangan dengan peraturan perundang - undangan yang berlaku.

JUMLAH DIREKSI

NOMINAL/KOMPONEN

REMUNERASI

STRUCTURE

OF

THE

BOARD

OF

TOTAL AMOUNT/REMUNERATION COMPONENTS OF THE BOARD OF DIRECTORS

Tabel Remunerasi Direksi Table On Board of Directors Remuneration

Jenis Remunerasi dan Fasilitas Lain 1. Remunerasi (gaji, bonus, tunjangan rutin, tantiem, dan fasilitas lainnya dalam bentuk non natura) 2. Fasilitas lain dalam bentuk natura (perumahan, transportasi, asuransi kesehatan dan sebagainya) yang: a. Dapat dimiliki b. Tidak dapat dimiliki

Jumlah Yang Diterima Direksi dalam 1 Tahun Amount Received by Directors in 1 Year Orang Person 5

5

Jumlah (dalam juta Rupiah) Total (in million Rupiah) 11.290.110.962

2.143.880.348,00

Type of Remuneration and Other Facilities Remuneration (salary, bonus, routine allowance, share of profit, and other non-natura facilities Other natura facilities (housing, transportation, health insurance, etc.) a. May be owned b. Cannot be owned

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The Remuneration within one year is classified in the following range of income levels.

Remunerasi dalam satu tahun dikelompokkan dalam kisaran tingkat penghasilan adalah sebagai berikut. Tabel Tabel Kelompok Jumlah Remunerasi Table of Remuneration Amount Group Jenis Remunerasi dan Fasilitas Lain

Jumlah Yang Diterima Direksi dalam 1 Tahun Amount Received by Directors in 1 Year

Di atas Rp. 2 miliar

Type of Remuneration and Other Facilities

1

Over Rp 1 Rp 2 billion

Di atas Rp. 1 Miliar - Rp. 2 miliar

3

Over Rp 1 billion to Rp 2 billion

Di atas Rp. 500 juta - Rp. 1 miliar

1

Over Rp 500 milion to Rp 1 billion

Rp. 500 juta ke bawah

-

Under Rp 500 milion

MEKANISME PENGUNDURAN PEMBERHENTIAN DIREKSI

DIRI

DAN

THE MECHANISME OF THE BOARD OF DIRECTORS RESIGNATION AND DISCHARGE

Mekanisme pengunduran diri dan pemberhentian Direksi telah diatur dalam Board of Directors Charter Bank Victoria. Adapun mekanisme pengunduran diri dan pemberhentian Direksi adalah: 1. Jabatan anggota Direksi berakhir dengan sendirinya, jika seorang anggota Direksi: a. Meninggal dunia b. Dinyatakan pailit atau ditaruh dibawah pengampuan berdasarkan suatu putusan pengadilan. c. Tidak lagi memenuhi persyaratan perundang-undangan yang berlaku, dengan memperhatikan peraturan di bidang pasar modal. d. Berdasarkan keputusan RUPS 2. Seorang anggota Direksi berhak mengundukan diri dari jabatannya dengan memberitahukan secara tertulis mengenai maksudnya tersebut kepada Bank paling lambat 30 (tiga puluh) hari sebelum tanggal pengunduran dirinya dan anggota Direksi yang mengundurkan diri tersebut tetap dapat dimintakan pertanggungjawabannya sejak pengangkatan yang bersangkutan sampai dengan tanggal pengunduran dirinya tersebut dalam RUPS berikutnya.

The mechanism of the resignation and discharge of the Board of Directors is governed by Bank Victoria Board of Directors. The mechanism in the resignation or discharge of the Board of Directors is as follows: 1. The position of the member of the Board of Directors shall end by itself, if the member of the Board of Directors: a. Passed away. b. Under mercy of a court decision.

ORGAN DAN KOMITE DI BAWAH DEWAN KOMISARIS Dalam melaksanakan tugasnya, Dewan Komisaris dibantu oleh Sekretaris Dewan Komisaris dan Komite Penunjang, yaitu Komite Audit, Komite Nominasi dan Remunerasi, Komite Pemantau Risiko serta Komite Tata Kelola Terintegrasi. Sekretaris Dewan Komisaris dan Komite di bawah Dewan Komisaris tersebut diuraikan sebagai berikut.

SEKRETARIS DEWAN KOMISARIS Sekretaris Dewan Komisaris memiliki peranan penting untuk membantu pelaksanaan tugas Dewan Komisaris. Sekretaris Dewan Komisaris bertanggung jawab secara langsung kepada Dewan Komisaris dalam melaporkan pelaksanaan tugasnya. Tugas dan tanggung jawab pokok Sekretaris Dewan Komisaris meliputi komunikasi internal dan eksternal serta koordinasi dengan Sekretaris Perusahaan terkait kesekretariatan antara Dewan Komisaris dengan manajemen Bank Victoria.

c. No longer comply with applicable legislation requirements, with due regard to the regulations in the capital market field. d. Based on the resolution of the GMS 2. A member of the Board of Directors shall be entitled to withdraw from his/her position by notifying his/her intent in writing to the Bank no later than 30 (thirty) days prior to the date of his resignation and the resigning Board of Directors shall be held accountable from the date of appointment up to the date of his/her resignation in the next GMS.

ORGANS AND COMMITTEES BOARD OF COMMISSIONERS

UNDER

THE

In performing its duties, the Board of Commissioners is assisted by the Secretary of the Board of Commissioners and Supporting Committees namely the Audit Committee, the Nomination and Remuneration Committee and the Risk Monitoring Committee. The Secretary of the Board of Commissioners and the Committees under the Board of Commissioners are described as follows. SECRETARY OF THE BOARD OF COMMISSIONERS The Secretary of the Board of Commissioners has an important role to assist the implementation of the duties of the Board of Commissioners. The Secretary has direct responsibility to the Board of Commissioners in reporting its task implementation. The tasks and responsibilities of the Secretary of the Board of Commissioners includes internal and external communication and coordination with relevant Corporate Secretary in accordance with secretariate tasks between the Board of Commissioners and the management of Bank Victoria.


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TUGAS DAN TANGGUNG JAWAB SEKRETARIS DEWAN KOMISARIS

THE DUTIES AND RESPONSIBILITIES OF THE SECRETARY OF THE BOARD OF COMMISSIONERS

Adapun tugas dan tanggung jawab Sekretaris Dewan Komisaris, yaitu:

As for Duties And Responsibilities Of The Secretary Of The Board Of Commissioners, can be seen in the table below.

1. Membantu Dewan Komisaris dalam menjaga agar pelaksanaan Tata Tertib Dewan Komisaris, secara teknis dapat dilakukan dengan tertib; 2. Mengatur terselenggaranya rapat Dewan Komisaris; 3. Menyiapkan risalah rapat untuk disahkan dalam rapat berikutnya; 4. Menyiapkan laporan tentang pelaksanaan keputusan rapat guna dikaji dalam rapat berikutnya; 5. Menjaga kerahasiaan seluruh dokumen yang menurut sifatnya harus dirahasiakan.

1. Assist the Board of Commisioners in keeping the implementation of Rules of the Board of Commissioners technically done in an orderly manner; 2. Organize Board of Commsioners’ meetings; 3. Prepare minutes of meetings to be approved in the next meeting; 4. Prepare a report on the implementation of the meeting decision which will be reviewed in the next meeting; 5. Maintain confidentiality of all documents which by their nature must be kept confidential.

PROFIL SEKRETARIS DEWAN KOMISARIS

PROFIL OF THE COMMISSIONERS

Pada 2016, fungsi Sekretaris Dewan Komisaris dijabat oleh Arum Laras Nurani berdasarkan Surat Keputusan Direksi No.01/SKDIR/12/12 tanggal 03 Desember 2012.

In 2016, the functions of the Secretary of the Board of Commissioners held by Arum Laras Nurani by the Directors Decree No: 01/SK-DIR/12/12 dated December 3, 2012.

Profil Sekretaris Dewan Komisaris sebagai berikut.

Profile Secretary of the Board of Commissioners as follows.

Arum Laras Nurani

SECRETARY

OF

THE

BOARD

OF

Warga Negara Indonesia, Usia 29 tahun, lahir di Bandung pada tahun 1988. Berdomisili di Jakarta, Indonesia. Memperoleh gelar Sarjana Ilmu Komunikasi dengan predikat Cumlaude dari Universitas Islam Bandung pada tahun 2010. Menjabat sebagai Sekretaris Dewan Komisaris sejak 03 Desember 2012 berdasarkan SK Direksi No.01/SK-DIR/12/12. Indonesian citizen, age 29 years, born in Bandung in 1988. Based in Jakarta, Indonesia. Obtained a Bachelor degree in Communication Science with Cumlaude predicate from Bandung Islamic University in 2010. Appointed as Secretary to Board of Commissioners since December 3, 2012 based on SK Direction No.01 / SK-DIR / 12/12.

KOMITE AUDIT AUDIT COMMITTEE Komite Audit merupakan alat kelengkapan Dewan Komisaris yang berfungsi untuk melakukan pengawasan atas efektivitas sistem pengendalian internal, internal audit, proses pelaporan keuangan, sehingga Bank dapat dikelola berdasarkan prinsip-prinsip transparansi, akuntabilitas, pertangungjawaban, independensi, dan kewajaran.

The Audit Committee is a function in the Board of Commissioners with the task to carry out supervision of effectiveness of the internal control system, internal audit, financial reporting process, in order that the Bank is managed based on the principles of transparency, accountability, answerability, independence, and fairness.

DASAR PEMBENTUKAN KOMITE AUDIT BASIS OF FORMATION OF THE AUDIT COMMITTEE Komite Audit Bank dibentuk oleh Dewan Komisaris dan menjalankan tugasnya sesuai peraturan, diantaranya adalah sebagai berikut. 1. Keputusan Peraturan Otoritas Jasa Keuangan No.55/ POJK.04/2015 tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit. 2. Peraturan Otoritas Jasa Keuangan No.55/POJK.03/2016 Tentang Penerapan Tata Kelola bagi Bank Umum. 3. PT Bursa Efek Jakarta (BEI) Dewan Keputusan Direksi No.KEP-0001/BEI/01/2014 Tentang Perubahan Peraturan Nomor I-A tentang Pencatatan Saham dan Efek bersifat Ekuitas selain Saham yang diterbitkan oleh Perusahaan Tercatat. PIAGAM KOMITE AUDIT

The Bank’s Audit Committee is established by the Board of Commissioners and has been performing its task in accordance with the regulation, which are as follows. 1. Regulation of the Financial Services Authority Number 55/ POJK.04/2015 on the Audit Committee Establishment and Guidelines for Tasks Execution. 2. Regulation of the Financial Services Authority Number 55/POJK.03/2016 on Good Corporate Governance Implementation by Commercial Banks. 3. Jakarta Stock Exchange (IDX) Board of Directors’ Decision No.KEP-0001/BEJ/07-2004 dated July 19, 2004 on the Amendment to I-A Regulation on Registration of Shares and Equity Securities other than shares issued by the Listed Companies.

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AUDIT COMMITTEE CHARTER Dalam melaksanakan tugas dan tanggung jawab pengawasan pengendalian internal, Komite Audit Bank telah dilengkapi dengan pedoman kerja yang ditetapkan dalam Piagam Komite Audit. Piagam Komite Audit berisi antara lain mengenai tugas dan tanggung jawab komite, struktur, urauian mengenai aktivitas serta kewenangan dari Komite Audit. Piagam Komite Audit tersebut disusun berdasarkan peraturan dan perundangundangan yang berlaku dan senantiasa ditinjau ulang secara berkala dan telah disahkan berdasarkan Keputusan Dewan Komisaris No.001/SK-KOM/03/16 tentang Penetapan Piagam Komite Audit dan Keanggotaan Komite Audit PT Bank Victoria International Tbk pada tanggal 2 Maret 2016. Piagam Komite Audit berisi: 1. Dasar penyusunan Piagam; 2. Definisi; 3. Tujuan; 4. Tugas dan tanggung Jawab; 5. Keanggotaan; 6. Aktivitas; 7. Kewenangan; 8. Tugas dan Tanggung Jawab Lain. Beberapa pokok pedoman kerja Komite Audit yang diatur dalam Piagam Komite Audit dijabarkan sebagai berikut.

In carrying out its tasks and responsibilities of internal control monitoring, tthe Audit Committee has been equipped with work guidelines set out in the Audit Committee Charter. The Charter contains the tasks and responsibilities of the committee, structure, explanation on the activities and the authority of the Audit Committee. The Audit Committee Charter is based on applicable rules and regulations and continue to be reviewed at regular intervals and are approved by the Board of Commissioners Decision No.001/SK-KOM/03/16 on the Establishment of the Audit Committee Charter and the Audit Committee Membership of PT Bank Victoria International Ltd. on March 2, 2016.The Charter contains: 1. 2. 3. 4. 5. 6. 7. 8.

Basis of the Charter Preparation; Definition; Purposes; Tasks and responsibilities; Membership; Activities; Authorities; and Other tasks and responsibilities.

Several key points in the guidelines of the Audit Committee as set forth the Audit Committee Charter are as follows.

TUGAS DAN TANGGUNG JAWAB KOMITE AUDIT THE AUDIT COMMITTEE TASKS AND RESPONSIBILITIES Komite Audit bertugas untuk memberikan pendapat kepada Dewan Komisaris terhadap laporan-laporan atau hal-hal yang disampaikan oleh Direksi kepada Dewan Komisaris, mengidentifikasi hal-hal yang memerlukan perhatian Dewan Komisaris, dan melaksanakan tugas-tugas lain yang berkaitan dengan tugas Dewan Komisaris, antara lain meliputi: 1. Penelaahan dan Klarifikasi Atas Informasi Keuangan 2. Seleksi, Penunjukan dan Pengawasan Pekerjaan Auditor Independen. 3. Evaluasi Efektivitas Pelaksanaan Fungsi Internal Audit. 4. 5. 6. 7.

Efektivitas Pengendalian Internal. Kepatuhan terhadap Peraturan Perundang – undangan. Manajemen Risiko Pelaksanaan Tugas Khusus.

The Audit Committee has the tasks to give opinions to the Board of Commissioners on reports and matters submitted by the Board of Directors to the Board of Commissioners, identify matters requiring the attention of the Board of Commissioners, and perform other tasks:

1. Review and Clarification of Financial Information. 2. Selection, Appointment and Supervision of Independent Auditors’ Work. 3. Evaluation of Effectiveness of Implementation of the Internal Audit Function. 4. Effectiveness of Internal Control. 5. Compliance with Laws and Regulations. 6. Risk Management. 7. Implementation of Special Tasks.

WEWENANG KOMITE AUDIT AUTHORITY OF THE AUDIT COMMITTEE Adapun wewenang Komite Audit adalah sebagai berikut. The Audit Committee has the authority as follows. 1. Komite berwenang untuk menguji atas perencanaan danpelaksanaan audit serta memantau tindak lanjut hasil audit dalam rangka menilai kecukupan pengendalian internal termasuk kecukupan proses laporan keuangan Bank. 2. Komite Audit berwenang menerima laporan hasil pemeriksaan yang telah dilakukan oleh Satuan Kereja Audit Internal (SKAI) pada setiap kegiatan operasional dan fungsional Bank. 3. Komite Audit berwenang memantau dan menganalisis pelaksanaan tugas Satuan Kereja Audit Internal (SKAI) dengan meminta kertas kerja serta memberikan saran dan perbaikan proses Audit yang dilakukan. 4. Komite Audit berwenang melakukan penelitian atas syarat dan keabsahan kantor Akuntan publik, sebelum ditunjuk menjadi Auditor Eksternal Bank. 5. Komite Audit berwenang untuk meminta kertas kerja

1. The Committee is authorized to examine the audit planning and execution as well as monitor the follow-up of the audit results in order to assess the adequacy of internal controls, including the adequacy of the Bank’s financial statements; 2. The Committee is authorized to receive reports the examination results conducted by the IAWU/Integrated and Anti Fraud at every Bank’s operational and functional activities; 3. The Committee is authorized to monitor and analyze the implementation of the IAWU/Integrated and Anti Fraud tasks, by asking the paper work as well as providing advice and improvement to the audit process ; 4. The Committee is authorized to conduct research on the terms and validity of Public Accounting Firm before appointed as the Bank’s External Auditor;

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Auditor Ekternal untuk memastikan bahwa pemeriksaan telah dilakukan sesuai dengan prinsip pemeriksaan yang berlaku. 6. Komite Audit berwenang meminta dokumen yang membuktikan bahwa tindak lanjut hasil audit telah dilaksanakan dengan baik dan benar serta tepat waktu. 7. Komite Audit berwenang untuk membuat rekomendasi kepada Dewan Komisaris mengenai tindakan yang diperlukan atas kajian yang dilakukan. STRUKTUR, KEANGGOTAAN DAN KEAHLIAN KOMITE AUDIT Anggota Komite Audit Bank terdiri dari seorang Komisaris Independen, seorang dari Pihak Independen yang memiliki keahlian di bidang keuangan atau akuntansi dan seorang dari Pihak Independen yang memiliki keahlian di bidang hukum atau perbankan. Keanggotaan Komite Audit Bank Victoria telah memenuhi ketentuan Bapepam-LK No.Kep-29/PM/2004 dan Peraturan otoritas Jasa Keuangan No.55/POJK.03//2016 Tentang Penerapan Tata Kelola Bagi Bank Umum serta telah diangkat berdasarkan Surat Keputusan Direksi No.004/SKDIR/07/15 tentang Perubahan Susunan Anggota Komite Audit PT Bank Victoria International Tbk. tertanggal 8 Juli 2015.


5. The Committee is authorized to request the External Auditor’s paper work to ensure that the examination was conducted in accordance with the principles applicable examination; 6. The Committee authorized to request documents proving that the follow-up of the audit results has been carried out properly and on time; 7. The Committee is authorized to make recommendations to the Board of Commissioners regarding the necessary action on studies condu. STRUCTURE, MEMBERSHIP AND SKILLS OF THE AUDIT COMMITTEE The Bank’s Audit Committee consists of an Independent Commissioner, an Independen Person with the expertise in finance or accounting and an Independent Commissioner withg the expertise in law or banking. embership of the Bank Victoria Audit Committee has complied with Bapepam-LK No.Kep-29/ PM/2004 and PBI Regulation no. 8/4/PBI/2006 and and Regulation of the Financial Services Authority Number 55/ POJK.03/2016 on Good Corporate Governance Implementation by Commercial Banks and they were appointed pursuant to Decree Letter No. 004/SK-DIR/07/15 on the Change of the Audit Committee Members of PT Bank Victoria International Ltd. Dated July 8, 2015.

Tabel Struktur, Keanggotaan dan Keahlian Komite Audit Table of Structure, Membership and Skills of the Audit Committee Nama Name

Jabatan Position

Periode Period

Keterangan Description

Keahlian Expertise

Gunawan Tenggaraharja

Ketua / Chairman

2015– saat ini / present


Oliver Simorangkir

Anggota / Member

2015 – saat ini / present


Tonny Setiadi

Anggota / Member


Pihak Independen / Independent Party

Manajemen Risiko, Perbankan / Risk Management, Banking

Retno Dwijanti Widaningsih

Anggota / Member


Pihak Independen / Independent Party

Perbankan, Audit / Banking, Audit

Perbankan / Banking Perbankan, Audit / Banking, Audit

PROFIL KOMITE AUDIT PROFILE OF THE AUDIT COMMITTEE Berikut profil Komite Audit per 31 Desember 2016. This is the profile of the Audit Committte as of 31 December 2016. Gunawan Tenggarahardja Ketua Komite Audit Chairman of the Audit Committee

Oliver Simorangkir Anggota Komite Audit Member of the Audit Committee

Tonny Setiadi Anggota Komite Audit Member of the Audit Committee

Profil dapat dilihat di profil Dewan Komisaris His profile is available in the Board of Commissioners profile.

Profil dapat dilihat di profil Dewan Komisaris His profile is available in the Board of Commissioners profile. Warga Negara Indonesia. Usia 59 tahun, lahir pada tahun 1957. Memiliki pengalaman spesifik Penguji Sertifikasi Profesi Perbankan pada LSPP Bidang Manajemen Risiko tingkat 4 dan 5 untuk pejabat eksekutif, serta tingkat 1 dan 2 untuk Komisaris. Beliau memiliki puncak karir di perbankan sebagai Direktur Kepatuhan PT Bank Yudha Bhakti tahun 2007-2012. Menjabat sebagai Anggota Komite Audit dan Anggota Komite Pemantau Risiko Perusahaan, Beliau bertugas untuk mendukung ketua dalam segala hal yangberkaitan dengan tugas Komite. Indonesian citizens. 59 years old, born in 1957, a banking practitioner who has educational in Banking II Indonesia Professional Development Program and have work experience in the field of auditing. The highlight of his career was as Vice President, Head of Group Audit at Deutsche Bank AG, Jakarta Branch. Join as a Member of the Audit Committee since February 2013, she also served to support the chairman in all matters relating to the Committee’s work.

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Warga Negara Indonesia. Usia 57 tahun, lahir pada tahun 1959, seorang praktisi perbankan yang memiliki latar belakang pendidikan Program Pengembangan Professional Indonesia Perbankan II dan memiliki pengalaman kerja dalam bidang audit. Puncak karirnya sebagai Deputy President Director, Head of Group Audit Deutsche Bank AG, Jakarta Branch. Bergabung sebagai Anggota Komite Audit sejak Februari 2013, Beliau juga bertugas untuk mendukung ketua dalam segala hal yang berkaitan dengan tugas Komite.

Retno Dwijanti Widaningsih Anggota Komite Audit

Indonesian citizens. 57 years old, was born in 1959. It has specific experience in the Banking Profession Certification Testers LSPP Risk Management Division level 4 and 5 to executive officers, as well as the level 1 and 2 to the Commissioner. He has the peak of his career in banking as Compliance Director of PT Bank Yudha Bhakti years 2007-2012. He has served as a Member of the Audit Committee and Member of Risk Monitoring Committee of the Company, where he served for the support of the chairman in all matters relating to the work of the Committee..

KUALIFIKASI PENDIDIKAN DAN PENGALAMAN KERJA KOMITE AUDIT

EDUCATION QUALIFICATIONS AND WORK EXPERIENCE OF THE AUDIT COMMITTEE

Per 31 Desember 2016, kualifikasi pendidikan dan pengalaman kerja Ketua dan Anggota Komite Audit adalah sebagai berikut.

On 31 December 2016, the education qualifications and work experience of the Chairman and Members of the Audit Committee as follows.

Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Audit Table of Education Qualifications and Work Experience of The Audit Committee Nama


Pendidikan

Sarjana Teknik Sipil dari Institut Teknologi Bandung pada tahun 1981. Earned Bachelor of Civil Engineering degree from the Bandung Institute of Technology in 1981.

Pengalaman Kerja

• • • • • • • • • • • • • • • •

International Field Engineer di Schlumberger OSA Assistant Manager di PT Bank Bali; General Manager PT Sampoerna Transport Nusantara; Direktur Eksekutif pada PT Duta Pertiwi Tbk; Direktur di PT Bhuwanatala Indah Permai Tbk; Komisaris utama PT Sigma Karya Sempurna (Bali Camp); Komisaris Independen PT Jakarta Setiabudi International Tbk; Komisaris Independen PT Bank Victoria International Tbk. International Field Engineer at Schlumberger OSA Assistant Manager at PT Bank Bali; General Manager of PT Sampoerna Transport Nusantara; Executive Director of PT Duta Pertiwi Tbk; Director of PT Bhuwanatala Indah Permai Tbk; Commissioner of PT Sigma Work Perfect (Bali Camp); Independent Commissioner of PT Jakarta Setiabudi International Tbk; Independent Commissioner of PT Bank Victoria International Tbk.

• • • • • • • • • • • •

Group Head Corporate Planning and Accounting Control di PT Bank Niaga Tbk; Senior Deputy President Director Internal Audit Group di PT Bank Niaga Tbk; Senior Deputy President Director Internal Audit Group Head PT Bank Prima Express; Senior Deputy President Director – General Manager Internal Audit PT Bank Permata Tbk; Direktur Kepatuhan dan Risk Management PT Bank Victoria International Tbk; Direktur Operasi dan Sistem PT Bank Victoria International Tbk. Group Head of Corporate Planning and Accounting Control in PT Bank Niaga Tbk; Senior Vice President Internal Audit Group in PT Bank Niaga Tbk; Senior Vice President Internal Audit Group Head at PT Bank Prima Express; Senior Vice President - General Manager of Internal Audit at PT Bank Permata Tbk; Director of Compliance and Risk Management at PT Bank Victoria International Tbk; Director of Operations and Systems at PT Bank Victoria International Tbk

Oliver Simorangkir

Memperoleh gelar Sarjana Ekonomi Akuntansi dari Universitas Indonesia pada tahun 1980 Earned Bachelor of Economics degree in Accounting from University of Indonesia in 1980

Tonny Setiadi

Memperoleh gelar sarjana Ekonomi jurusan keuangan dari STIESIA Surabaya, S2 STEKPI Jurusan Keuangan dan Perbankan Earned a Economics bachelor’s degree majoring in finance from STIESIA Surabaya, S2 STEKPI Department of Finance and Banking

Direktur Kepatuhan PTB ank Yudha Bhakti tahun 2007-2012.


S1 Jurusan Keuangan dan Perbankan dari Institut Bankir Indonesia Earned a bachelor degree majoring in Finance and Banking from the Institute Indonesian Bankers

Deputy President Director, Head of Group Audit Deutsche Bank AG, Jakarta Branch.

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INDEPENDENSI KOMITE AUDIT

AUDIT COMMITTEE INDEPENDENCE

Komite Audit menjalankan peran secara profesional dan independen, serta tidak menerima/melakukan intervensi dari/ kepada pihak lainnya. Anggota Komite Audit tidak terkait dengan Pemegang Saham, Dewan Komisaris, maupun Direksi. Komite Audit yang berasal dari luar Bank tidak memiliki kepentingan/ keterkaitan pribadi yang dapat menimbulkan dampak negatif dan benturan kepentingan (conflict of interest) dengan Bank.

The Audit Committee professionally and independently conducts its role and does not accept/perform any intervention from/to other parties. The Audit Committee members are independent from the Shareholders, the Board of Commissioners, and the Board of Directors. Audit Committee member which comes from outside of the Bank does not have any interest/private relationship that may cause negative impacts and conflicts of interest with the Bank.

Aspek Independensi Komite Audit dijelaskan dalam tabel di bawah ini:

The Audit Committee Independence aspects are described in the table below:

Tabel Independensi Komite Audit

Aspek Independensi


Oliver Simorangkir

Tonny Setiadi


Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi Does not have financial relationship with the Board of Commissioners and Board of Directors

√

√

√

√

Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan, maupun perusahaan afiliasi Does not have any relationship in the company, its subsidiaries, or affiliate companies

√

√

√

√

Tidak memiliki hubungan kepemilikan saham di perusahaan Does not have any share ownership in the company

√

√

√

√

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau sesama anggota Komite Audit Does not have any family relationship with the Board of Commissioners, Directors, and/or other members of the Audit Committee

√

√

√

√

Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah Does not served as a political party officials and government officials

√

√

√

√

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PENGEMBANGAN KOMPETENSI KOMITE AUDIT

Nama Name


AUDIT COMMITTEE COMPETENCE DEVELOPMENT

Materi Pengembangan Kompetensi /Pelatihan Development Competence/Training Material

Jabatan Position

Waktu dan Tempat Pelaksanaan Time and Place Implementation

Jenis Pelatihan dan Penyelenggara Type of Training and Operator


Ketua / Chairman

Pengembangan Kompetensi Beliau dapat di lihat pada Bagian Pengembangan Kompetensi Dewan Komisaris / The Competence Development can be seen in Competence Development of the Board of Commissioners

Oliver Simorangkir

Anggota / Member

Pengembangan Kompetensi Beliau dapat di lihat pada Bagian Pengembangan Kompetensi Dewan Komisaris / The Competence Development can be seen in Competence Development of the Board of Commissioners

Tonny Setiadi

Anggota / Member


Anggota / Member

Transformation Towards Excellence in Good Governance dan Raker 2016 Transformation Towards Excellence in Good Governance and Working Meeting 2016

Mason Pine, Padalarang, 30 – 31 Januari 2016 Mason Pine, Padalarang, 30 – 31 January 2016

Training, PT Alam Cipta Training, PT Alam Cipta

Transformation Towards Excellence in Good Governance dan Raker 2016 Transformation Towards Excellence in Good Governance and Working Meeting 2016

Mason Pine, Padalarang, 30 – 31 Januari 2016 Mason Pine, Padalarang, 30 – 31 January 2016

Training, PT Alam Cipta Training, PT Alam Cipta

Ujian Kompetensi Manajemen Risiko Level 1 Risk Management Level 1 Competence Test

Kampus STIA LAN, Jakarta, 5 Maret 2016 STIA LAN Campus, Jakarta, 5 March 2016

Sertifikasi, Kampus STIA LAN Jakarta Certification, STIA LAN Campus Jakarta

RAPAT KOMITE AUDIT

AUDIT COMMITTEE MEETINGS

Sesuai dengan Piagam Komite Audit, Komite Audit menyelenggarakan rapat sesuai dengan kebutuhan sekurangkurangnya 1 (satu) kali dalam 3 (tiga) bulan, yang dipimpin oleh Ketua Komite Audit. Keputusan Rapat Komite Audit diambil berdasarkan musyawarah mufakat.

In accordance with the Committee Audit Charter, the Committee Audit holds meeting as necessary of at least once in 3 (three) months, led by the Chairman of the Audit Committee. The Resoluton of the Meeting of Audit Committee is taken based on common agreement.

FREKUENSI DAN TINGKAT KEHADIRAN RAPAT KOMITE AUDIT

FREQUENCY AND ATTENDANCE RATE OF AUDIT COMMITTEE MEETINGS

Selama tahun 2016, Komite Audit telah menyelenggarakan 8 kali rapat dengan tingkat kehadiran sebagai berikut:

During the period of 2016, the Audit Committee had held 8 meetings with the following attendance rate.

Tabel Tingkat Kehadiran Rapat Komite Audit Table of Audit Committee Attendance Frequency

Nama Name

Jabatan Position

Rapat Internal Komite Audit Audit Committee Internal Meeting Total Jumlah Rapat Total Meeting

Tingkat Kehadiran (%) Attendance Rate (%)


Ketua / Chairman

8

100%

Oliver simorangkir

Anggota / Member

6

75%

Tonny Setiadi

Anggota / Member

8

100%


Anggota / Member

8

100%

Selain mengadakan rapat internal, sepanjang 2016 Komite Audit juga melaksanakan rapat pembahasan bersama dengan Satuan Kerja Audit Internal (SKAI) sebanyak 6 (enam) kali rapat dengan agenda pembahasan terkait peningkatan kualitas audit team SKAI. Rapat dengan Akuntan Publik terkait pembahasan laporan perkembangan observasi dan pengujian pengendalian internal. Tingkat kehadiran rapat tiap-tiap anggota Komite Audit dalam rapat-rapat dengan SKAI selama 2016 adalah 100%.

In addition to holding internal meetings, throughout 2016, the Audit Committee also conducted joint discussion meetings with the Internal Audit Working Unit (IAWU) 6 (six) times with the agenda on the improvement of qualifications of the IAWU audit team. Meeting with Public Accountant related on the discussion on observation development report and the internal controls testing. The attendance rate of each member of the Audit Committee in meetings with the Internal Audit Committee in 2016 is 100%.


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AGENDA RAPAT KOMITE AUDIT

AUDIT COMMITTEE MEETING AGENDA

Sepanjang tahun 2016, tanggal pelaksanaan, Agenda rapat dan Peserta rapat Komite Audit, sebagai berikut.

Throughout 2016, the date, agenda dan participants of the Audit Committee are as follows.

Tabel Agenda Rapat Komite Audit Table of Audit Committee Meeting Agenda No.

Tanggal Rapat Meeting Date


1

16 Maret 2016 16 March 2016

Meeting dengan team SKAI membahas Penerapan RBIA; Kecukupan jumlah team SKAI dan Training team SKAI di tahun 2015 & 2016 Meeting with the IAWU team to discuss the Implementation of RBIA; Adequacy of number of members of the IAWU team dan IAWU Training team in 2015 & 2016

2

17 Maret 2016 17 March 2016

Meeting dengan PWC membahas Rangkuman progress audit; Timeline – Maret 2016; Hasil dan temuan audit; Rasio Keuangan dan Summary of Uncorrected Misstatement – SUM Meeting with PWC to discuss the summary of audit progress; Timeline – March 2016; Audit results and findings; Financial Ratios and Summary of Uncorrected Misstatement – SUM

3

17 Mei 2016 17 May 2016

Refreshment team SKAI / Refreshment of the IAWU team Refreshment of the IAWU team

4

22 Juni 2016 22 June 2016

Meeting dengan Divisi SKMR, Kepatuhan dan SKAI Mendengarkan penjelasan Divisi SKMR, Kepatuhan dan SKAI posisi Mei 2016 Meeting with Divisions of Risk Management, Compliance dan IAWU, listening to the explanation of Divisions of Risk Management, Compliance dan IAWU for May 2016

5

10 Juni 2016 10 June 2016

Meeting dengan team SKAI Membahas LHP Cluster Lindeteves (format baru) dan Refreshment Kredit. Meeting with the IAWU team to discuss Lindeteves Cluster Inspection Report (LHP) (new format) and Credit Refreshment.

6


7


Meeting dengan team SKAI Membahas temuan umum dan spesifik mengenai Perkreditan, Operasional, APU PPT dan rencana kerja vs realisai SKAI Semester I di tahun 2016. Meeting with the IAWU team to discuss general and specific findings on Credit, Operations, AML and CFT and work plans against the realization of IAWU in Semester I in 2016

8


Meeting dengan team SKAI Membahas Visi, Misi dan rencana kerja SKAI 2017. Meeting with the IAWU team to discuss Vision, Mission and work plan of IAWU for 2017.

Meeting dengan team SKAI Membahas proses audit terutama audit kredit. Meeting with the IAWU team to discuss the audit process especially the audit of credits.

LAPORAN SINGKAT PELAKSANAAN KEGIATAN KOMITE AUDIT TAHUN 2016

A BRIEF REPORT ON EXECUTION OF ACTIVITIES OF THE AUDIT COMMITTEE IN 2016

Sepanjang tahun 2016 Komite Audit telah melakukan penelaahan melalui rapat, dan berdasarkan kesimpulan penelaahan rapat, disampaikan rekomendasi-rekomendasi kepada Dewan Komisaris, antara lain sebagai berikut. 1. Telah melakukan penelaahan rencana audit tahun 2016 dan realisasi pencapaiannya. 2. Telah melakukan penelaahan atas pelaksanaan pemeriksaan oleh Satuan Kerja Audit Internal (SKAI), memantau cakupan obyek pemeriksaan, tindak lanjut temuan auditor internal maupun eksternal, memantau pemeriksaan SKAI terhadap kecukupan pengendalian internal Bank. 3. Melakukan penelaahan atas kepatuhan terhadap ketentuan/ peraturan yang berlaku dan peraturan perundang-undangan dalam kegiatan usaha bank. 4. Penelaahan Laporan Keuangan serta Pengendalian Internal periode Desember 2015, Maret, Juni dan September 2016. Memberikan pendapat tentang kewajaran Laporan Keuangan kepada Dewan Komisaris terutama untuk pos-pos Pengakuan Pendapatan, Pengakuan Biaya yang diamortisasi, Kredit baru yang diberikan, serta memberikan rekomendasi untuk Perbaikan Pengendalian Internal berkelanjutan.

Throughout 2016, the Audit Committee conducted reviews through meetings, and based on the conclusions from the meetings, provided the recommendations to the Board of Commissioners as follows: 1. Reviewed the audit plan for 2016 and its realization. 2. Reviewed the implementation of audit by the Internal Audit Working Unit (IAWU), monitored the scope of the examination object, the follow-up of internal and external auditors’ findings, monitored the IAWU examination of the adequacy of the Bank’s internal control.

5. Penelaahan Pemeriksaan Umum Oleh OJK untuk BVIC posisi Januari 2016. Melakukan review atas temuan OJK tentang Pencatatan kredit pada Kantor Kas dan Stuktur Organisasi Cabang/

3. Reviewed compliance with prevailing previsions of laws and regulations on the bank’s business activities 4. Reviewed the Financial Statements and Internal Control Reports for December 2015, March, June and September 2016. Provided opinions on the fairness of the Financial Statements to the Board of Commissioners, especially on items of Revenue Recognition, Recognition of Amortized Costs, new credits granted, and provided recommendations on the Internal Control sustainable improvement. 5. Reviewed the General Inspection by the Financial Services Authority (FSA) of BVIC for January 2016. Reviewed the FSA’s findings on Credit Records at Cash Office and Organizational Structure of the Branch/Area;

2016 Annual Report

Area; Perhitungan Lembur dan Alokasi Biaya Pendidikan dan Pelatihan; Akuntansi atas Amortisasi Biaya atas biaya iklan dan Aktivitas Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme, dan melakukan monitoring atas perbaikan yang dilakukan 6. Penelaahan Pemeriksaan IT Oleh OJK untuk BVIC posisi Januari 2016. Melakukan review atas rekomendasi hasil pemeriksaan tentang IT Strategic Plan; Perhitungan CKPN dan Business Continuity Plan and Disaster Recovery Plan. 7. Melakukan penelaahan atas hasil Laporan Hasil Pemeriksaan (LHP) SKAI Semester I 2016 untuk 9 Cluster dan Semester II 2016 untuk 10 Cluster dan 2 Divisi. a. Memberi catatan pendalaman atas obyek dan substansi pemeriksaan b. Memberikan rekomendasi untuk memberikan peningkatan aktivitas pengendalian internal di masing masing unit kerja seperti Divisi di Kantor Pusat, Kantor Cabang/Capem/KK. c. Memberikan rekomendasi kepada Dewan Komisaris untuk meningkatkan kualitas audit yang lebih mendalam atas pemeriksaan divisi di Kantor Pusat seperti misi, strategi dan tujuan. d. Memberikan saran untuk pemenuhan rencana kerja Divisi SKAI. 8. Memberikan rekomendasi penunjukkan Kantor Akuntan Publik (KAP) untuk general audit atas Laporan Keuangan PT Bank Victoria International Tbk., dan anak perusahaan tahun buku yang berakhir pada tanggal 31 Desember 2016. a. Sebagaimana peraturan BI No.3/22/PBI/2001 tanggal 13 Desember 2001 yang diubah dengan PBI No.7/50/ PBI/2005 dan PBI No.14/14/PBI/2012 tentang Transparansi dan Publikasi Laporan Bank serta BAPEPAM No. Kep-431/BL/0212 tentang Penyampaian Laporan Tahunan emiten atau Perusahaan Publik, maka bank wajib menunjuk Akuntan Publik dan Kantor Akuntan Publik yang telah terdaftar di Bank Indonesia dan Penunjukan Akuntan Publik dan atau Kantor Akuntan Publik yang sama oleh Bank paling lama dilakukan untuk periode audit 5 tahun buku berturut turut. b. Merekomendasikan Kantor Akuntan Publik yang akuntabel dan memiliki reputasi baik, serta terdaftar dalam daftar KAP di website Bank Indonesia dan Otoritas Jasa Keuangan dan tidak termasuk dalam daftar hitam IIa. 9. Memberikan rekomendasi kepada peserta rapat Komite Audit yang tertuang dalam Notulen Rapat. 10. Coaching dan pengarahan kepada Divisi SKAI dalam pelaksanaan dan penulisan LHP Risk Based Audit.

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Calculation of Overtime and Cost Allocation for Education and Training; Accounting for Cost Amortization for advertising expenses and the implemnation of Anti-Money Laundering & Counter-Terrorism Prevention Programs, and the monitoring of improvements made 6. Reviewed the IT Inspection by the FSA of BVIC for January 2016. Reviewed the recommendation from the examination results of IT Strategic Plan; Calculation of CKPN and Business Continuity Plan & Disaster Recovery Plan. 7. Reviewed the results of Inspection Report (LHP) of IAWU for Semester I in 2016 for 9 clusters and Semester II in 2016 for 10 clusters and 2 divisions. a. Gave notes on the further inspection of object and content of the inspection b. Provided recommendations to improve internal control activities in each work unit such as Divisions in Head Office/Branch Office/Cash Office. c. Provided recommendations to the Board of Commissioners to improve the quality of the inspection of division at Head Office such as mission, strategies dan objectives. d. Gave advice on the fulfillment of the work plan of the Division of IAWU. 8. Provided recommendations on the appointment of Public Accounting Firm (KAP) to conduct general audit of the Financial Statements of PT Bank Victoria International Tbk., and its subsidiaries for the fiscal year ended on December 31, 2016. a. As stated in Bank Indonesia Regulation No. 3/22/ PBI/2001 dated December 13, 2001 amended by Bank Indonesia Regulation No. 7/50/PBI/2005 and Bank Indonesia Regulation No. 14/14/PBI/2012 on the Transparency and Publication of Bank Reports and Decision of BAPEPAM No. Kep-431/BL/0212 on the Submission of the Annual Report of Issuers or Public Companies, the bank must appoint a Public Accountant and a Public Accounting Firm registered with Bank Indonesia and the appointment of the same Public Accountant and/or Public Accounting Firm by the Bank has to be done for consecutive 5-year audit period. b. Recommended an accountable and reputable Public Accounting Firm registered with in the list of Public Accounting Firms in the websites of Bank Indonesia and the Financial Services Authority and not in the blacklist. 9. Provided recommendations to the participants of the Audit Committee meetings as stated in the Minutes of Meetings. 10. Gave the coaching and direction to the IAWU Division in the implementation and the preparation of Inspection Report on the Risk Based Audit.

KOMITE NOMINASI DAN REMUNERASI

NOMINATION AND REMUNERATION COMMITTEE

Komite Nominasi dan Remunerasi merupakan salah satu alat kelengkapan Dewan Komisaris yang berfungsi untuk membantu Dewan Komisaris dalam melaksanakan fungsi dan tugasnya di bidang yang berkaitan dengan nominasi dan remunerasi terhadap anggota Direksi dan Dewan Komisaris. Peraturan Bank Indonesia/Peraturan Otoritas Jasa Keuangan mewajibkan bank untuk membentuk Komite Nominasi dan Remunerasi sebagai penerapan good corporate governance sehingga bank dapat

The Nomination and Remuneration Committee is a function in the Board of Komisaris in charge of assisting the Board of Commissioners in the performance of its function and tasks related to nomination and remuneration of the Board of Commissioners and the Board of Directors. Regulations of Bank Indonesia/Regulations of the Financial Services Authority require banks to establish the Nomination and Remuneration Committee as part of good corporate governance in order that

358



dikelola berlandaskan prinsip-prinsip keterbukaan, akuntabilitas, pertanggungjawaban, independensi dan kewajaran sehingga pengelolaan bank dapat dipertanggungjawabkan.

they are managed based on the principles of transparency, accountability, answerability, independence, and fairness.

DASAR PEMBENTUKAN REMUNERASI

DAN

BASIS OF THE NOMINATION AND REMUNERATION’s FORMATION

Pembentukan Komite Nominasi dan Remunerasi berpedoman pada Peraturan Otoritas Jasa Keuangan No.55/POJK.03/2016 tanggal 7 Desember 2016 tentang Penerapan Tata Kelola Bagi Bank Umum serta Peraturan Otoritas Jasa Keuangan No.34/POJK.04/2014 tentang Komite Nominasi dan Remunerasi Emiten atau Perubahan Publik.

The Nomination and Remuneration Committee is established based on the Regulation of the Financial Services Authority Number 55/POJK.03/2016 dated 7 December 2016 on the Implementation of Good Corporate Governance for Commercial Banks and Regulation of Financial Services Authority Number 34/POJK.04/2014 on the Nomination and Remuneration Committee of Issuers or Public Companies.

PIAGAM KOMITE NOMINASI DAN REMUNERASI

CHARTER OF THE NOMINATION AND REMUNERATION

Dalam melaksanakan tugas dan tanggung jawabnya, Komite Nominasi dan Remunerasi Bank Victoria telah dilengkapi pedoman kerja yang ditetapkan dalam Piagam Komite Nominasi dan Remunerasi. Piagam Komite Nominasi dan Remunerasi tersebut disusun berdasarkan peraturan dan perundangundangan yang berlaku dan senantiasa ditinjau ulang secara berkala dan telah disahkan berdasarkan Keputusan Dewan Komisaris No.001/SK-KOM/02/16 Tentang Pedoman Komite Nominasi dan Remunerasi PT Bank Victoria International Tbk pada tanggal 22 Februari 2016.

In carrying out its duties and responsibilities, the Nomination and Remuneration of Bank Victoria has been furnished with guidelines set out in the Nomination and Remuneration Committee Charter. The Nomination and Remuneration Committee Charter is prepared based on the applicable rules and regulations and continue to be reviewed at regular intervals and is approved by the Board of Commissioners Decision No.001/ SK-KOM/12/16 on the Guidelines for the Nomination and Remuneration Committee of PT Bank Victoria International Tbk dated 22 February 2016.

Adapun isi dari Pedoman Pelaksanaan Kerja, Sistem dan Prosedur Komite Nominasi dan Remunerasi adalah sebagai berikut. I. Latar Belakang II. Daftar Istilah III. Tujuan IV. Fungsi V. Keanggotaan, Persyaratan dan Masa Tugas VI. Tugas dan Tanggung Jawab Komite Nominasi dan Remunerasi VII. Wewenang Komite Nominasi dan Remunerasi

The contents of the Implementation Guidance, Systems and Procedures Nomination and Remuneration Committee are as follows. I. Background II. Glossary III. Objectives IV Function V. Membership, Requirements and Tenure; VI Duties and Responsibilities of the Nomination and Remuneration Committee; VII. Authority of the Nomination and Remuneration Committee; VIII. Meeting and Reporting; IX. Code of Conduct for the Remuneration and Nomination Committee; X. Evaluation for the Nomination and Remuneration Committee; (in accordance with the Evaluation of the Audit Committee and the Risk Monitoring Committee) XI. Nomination and Remuneration System.

KOMITE

NOMINASI

VIII. Rapat, Pelaporan IX. Kode Etik Nominasi dan Remunerasi X.

Evaluasi Bagi Komite Nominasi dan Remunerasi (Mengikuti Evaluasi Komite Audit dan Komite Pemantau Risiko)

XI.

Sistem Nominasi dan Remunerasi

TUGAS DAN TANGGUNG JAWAB KOMITE NOMINASI DAN REMUNERASI

THE NOMINATION AND REMUNERATION TASKS AND RESPONSIBILITIES

Terkait dengan kebijakan remunerasi 1. Menyusun dan mengevaluasi remunerasi kepada anggota Dewan Komisaris, Direksi dan Pejabagt Eksekutif sampai dengan satu tingkat di bawah Direksi. 2. Memberikan rekomendasi kepada Dewan Komisaris mengenai: a. Kebijakan remunerasi bagi Dewan Komisaris dan Direksi untuk disampaikan kepada Rapat Umum Pemegang Saham. b. Kebijakan remunerasi bagi Pejabat Eksekutif sampai dengan satu tingkat di bawah Direksi untuk disampaikan kepada Direksi.

With regard to the remuneration policy: 1. To prepare and evaluate remuneration for members of the Board of Commissioners, Board of Directors and Executive Officers until one level below the Board of Directors. 2. Give recommendations to the Board of Commissioners : a.

remuneration policy for the Board of Commissioners and Board of Directors to be presented in the General Meeting, and remuneration policy for Executive Officers b. the remuneration policy for the Executive Officers until one level below the Board of Directors to be delivered to the Board of Directors.

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3. Dalam melaksanakan tugas dan tanggung jawab terkait dengan kebijakan remunerasi wajib memperhatikan: a. Kinerja keuangan dan pemenuhan cadangan sebagaimana diatur dalam peraturan perundangundangan yang berlaku. b. Prestasi kerja individu. c. Kewajaran dengan peer group d. Pertimbangan sasaran dan strategi jangka panjang Bank

3. In performing its tasks and responsibilities related to the remuneration policy, the Committee must take into account: a. The financial performance and fulfillment of reserves as set forth in the applicable laws and regulations

Terkait dengan kebijakan nominasi

With regard to the nomination policy

1. Menyusun dan memberikan rekomendasi mengenai sistem serta prosedur pemilihan dan/atau penggantian anggota Dewan Komisaris dan Direksi kepada Dewan Komisaris untuk disampaikan kepada Rapat Umum Pemegang Saham.

1. Prepare and give recommendations on selection and replacement procedure of the Board of Commissioners and Board of Directors, as well as members of the Board of Commissioners and Board of Directors to the Board of Commissioners to be presented in the General Meeting 2. To give recommendations on candidate members of the Board of Commissioners and/or the Board of Directors to the Board of Commissioners to be presented to the General Meeting of Shareholders.

2. Memberikan rekomendasi mengenai calon anggota Dewan Komisaris dan/atau Direksi kepada Dewan Komisaris untuk disampaikan kepada Rapat Umum Pemegang Saham.

b. Individual work achievement, c. Fairness with peer groups, d. Provide consideration of the Bank’s long-term targets and strategies

Lainnya 1. Membantu Dewan Komisaris untuk memberikan rekomendasi tentang jumlah anggota Dewan Komisaris dan Direksi. 2. Membantu Direksi dalam melakukan review terhadap sistem Human Capital Management dan kebijakan pengembangan sumber daya manusia mulai dari rekruitmen, assessment, peningkatan kompetensi, evaluasi, promosi, demosi, terminasi, suksesi, seleksi dan lain-lain.

Others 1. Assist the Board of Commissioners to give recommendations on the number of members of the Board of Commissioners and Board of Directors 2. To assist the Board of Directors in conducting a review of the Human Capital Management system and the policy on human capital management from the recruitment, assessment, improvement of competency, evaluation, promotion, demotion, termination, succession, selection and others.

WEWENANG KOMITE NOMINASI DAN REMUNERASI

THE AUTHORITY OF THE REMUNERATION COMMITTEE

Komite Nominasi dan Remunerasi mempunyai wewenang untuk: 1. Mereview, memeriksa dan melakukan analisa dan pemberian pendapat serta rekomendasi dalam batas ruang lingkup tugasnya. 2. Mencari dan mendapatkan informasi (akses yang tidak terbatas) yang relevan dari sistem informasi manajemen, laporan-laporan dari setiap anggota Direksi dan individu atau narasumber terkait baik yang berasal dari dalam maupun dari luar Bank. 3. Mengundang Manajemen untuk hadir dalam rapat Komite.

The Nomination and Remuneration Committee has the authority:

STRUKTUR, KEANGGOTAAN DAN KEAHLIAN KOMITE NOMINASI DAN REMUNERASI

NOMINATION AND REMUNERATION STRUCTURE AND MEMBERSHIP

Bank Victoria memiliki Komite Nominasi dan Remunerasi yang dimaksudkan untuk membantu Dewan Komisaris terkait dengan nominasi dan remunerasi yang diangkat berdasarkan Surat Keputusan Direksi No. 001/SK-DIR/12/16 tentang Pengangkatan Komite Nominasi dan Remunerasi PT Bank Victoria International Tbk. tertanggal 16 Desember 2016.

Bank Victoria has a Nomination and Remuneration Committee to assist the Board of Commissioners in matters related to on the nomination and remuneration appointed pursuant to Decree Board of Board of Directors No. 001/SK-DIR/12/16 on the Appointment of the Nomination and Remuneration of PT Bank Victoria International Tbk. Dated 16 December 2016.

Adapun struktur, keanggotaan dan keahlian Komite Nominasi dan Remunerasi dapat dilihat pada tabel di bawah ini.

As for the structure, membership and expertise of the Nomination and Remuneration Committee can be seen in the table below.

NOMINATION

AND

1. To review, inspect, and conduct an analysis and provide opinions and recommendations within its scope of tasks 2. To seek and obtain relevant information (unlimited access) from management information system, reports from each member of the Board of Directors and relevant individuals or resource persons internally from the Bank and externally. 3. To invite the management to attend the Committee’s meetings. COMMITTEE

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Tabel Struktur, Keanggotaan dan Keahlian Komite Nominasi dan Remunerasi Table of Structure, Membership, and Expertise of Nomination and Remunation Committee Nama Name

Jabatan Position

Periode Period


Keahlian Expertise


Ketua / Chairman

2012 – saat ini 2012 - until now


Perbankan / Banking

Suzanna Tanojo

Anggota / Member

2012 – November 2016 2012 - November 2016


Perbankan / Banking


Anggota / Member

Desember 2016 – saat ini December 2016 - until now


Bisnis / Business

Anggota / Member


Division Head of Human Capital Management / Division Head of Human Capital Management

Human Capital / Human Capital

Syahda Candra

PROFIL KOMITE NOMINASI DAN REMUNERASI

NOMINATION AND REMUNERATION COMMITTEE PROFILES

Gunawan Tenggarahardja Ketua Komite Nominasi dan Remunerasi Chairman of Nomination and Remunation Committee

Profil dapat dilihat di profil Dewan Komisaris Profile is available in the Board of Commissioners profile.

Suzanna Tanojo Anggota Komite Nominasi dan Remunerasi Member of Nomination and Remunation Committee


Debora Wahjutirto Tanoyo Anggota Komite Nominasi dan Remunerasi Member of Nomination and Remunation Committee

Syahda Candra Anggota Komite Nominasi dan Remunerasi Member of Nomination and Remunation Committee


Warga Negara Indonesia. Usia 41 tahun, lahir di Jakarta pada tahun 1974. Memperoleh gelar Sarjana Psikologi Industri dari Universitas Persada Indonesia Y.A.I Jakarta pada tahun 1998. Memulai karirnya di PT Bank Ekonomi sebagai Senior Staff Human Resource Department (Recruitment and Man Power) sejak tahun 1997 hingga tahun 2000. Kemudian pada tahun 2001 hingga Juni 2002, beliau menjabat sebagai Assistant Manager Human Resource Department pada PT Hawaii Confectionery Factory. Selanjutnya, beliau menjabat sebagai Supervisor Human Resource Department pada PT JS Multi Collection, sejak tahun 2002 hingga 2003. Bergabung dengan Perusahaan di tahun 2003 dengan menduduki posisi sebagai Division Head of Human Resource & General Affairs. Dan terakhir, sejak tahun 2012 hingga saat ini, Beliau menjabat sebagai Division Head of Human Capital Management sekaligus dipercaya untuk menduduki posisi sebagai anggota Komite Nominasi dan Remunerasi PT Bank Victoria International Tbk. Indonesian Citizen, 41 years old, born in 1974. Syahda earned her Bachelor of Industrial Psychology Degree from Universitas Persada Indonesia Y.A.I Jakarta in 1998. She started her career in PT Bank Ekonomi as a Senior Staff of Human Resource Department (Recruitment and Manpower) from 1997 to 2000. Then, from 2001 to June 2002, she held a position as an Assistant Manager of Human Resource Department in PT Hawaii Confectionery Factory. Thereafter, she sat as a Supervisor of Human Resource Department in PT JS Multi Collection from 2002 to 2003. She then joined the Company in 2003 and held the position as the Division Head of Human Resource & General Administration. Lastly, since 2012, she has been holding a position as the Division Head of Human Capital Management and is simultaneously entrusted to become a member of the Nomination and Remuneration Committee of PT Bank Victoria International Tbk.

KUALIFIKASI PENDIDIKAN DAN PENGALAMAN KERJA KOMITE NOMINASI DAN REMUNERASI

EDUCATION QUALIFICATIONS AND WORK EXPERIENCE OF THE NOMINATION AND REMUNERATION COMMITTEE

Per 31 Desember 2016, kualifikasi pendidikan dan pengalaman kerja Ketua dan Anggota Komite Nominasi dan Remunerasi adalah sebagai berikut.

As of 31 December 2016, the education qualifications and work experience of the head and members of the Nomination and Remuneration Committee are as follows.

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Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Nominasi dan Remunerasi Table of Education Classification and Work Experience of the Nomination and Remunation Committee Nama Name

Pendidikan Education

Pengalaman Kerja Work Experience •


• • • • Sarjana Teknik Sipil dari • Institut Teknologi Bandung • pada tahun 1981. Bachelor Degree in Civil • Engieneering from Institut • Teknologi Bandung in • 1981. • • • • • • • •

Suzanna Tanojo


Memperoleh gelar Sarjana Ekonomi dari Universitas Airlangga, Surabaya pada tahun 1982.

• • • •

Bachelor of Economics from Airlangga University, Surabaya in 1982.

• •

Memperoleh gelar Bachelor of Science dari University of San Fransisco, California dan meraih gelar Master of Business Administration dari University of San Fransisco, California

Bachelor of Science from University of San Fransisco, California and Master of Business Administration from University of San Fransisco, California

Syahda Candra

Bachelor of Industrial Psychology from University of Persada Indonesia Y.A.I

Assistant Manager di PT Bank Bali; General Manager PT Sampoerna Transport Nusantara; Direktur Eksekutif pada PT Duta Pertiwi Tbk; Direktur di PT Bhuwanatala Indah Permai Tbk; Komisaris utama PT Sigma Karya Sempurna (Bali Camp); Komisaris Independen PT Jakarta Setiabudi International Tbk; Komisaris Independen PT Bank Victoria International Tbk. International Field Engineer in Schlumberger OSA Assistant Manager in PT Bank Bali; General Manager in PT Sampoerna Transport Nusantara; Executive Director in PT Duta Pertiwi Tbk; Director in PT Bhuwanatala Indah Permai Tbk; President Commissioner in PT Sigma Karya Sempurna (Bali Camp); Independent Commissioner in PT Jakarta Setiabudi International Tbk; Independent Commissioner in PT Bank Victoria International Tbk. Chief Financial Officer di PT Unggul Indah Corporation Tbk; Chief Financial Officer di PT Apac Inti Corpora dan PT Apac Citra Centertex Corporation Tbk; Chief Financial Officer pada PT Bhuwanatala Indah Permai Tbk; Komisaris Utama PT Victoria Sekuritas; Komisaris Utama PT Victoria Investama; Komisaris PT Bank Victoria International Tbk.

• • • •

Chief Financial Officer in PT Unggul Indah Corporation Tbk; Chief Financial Officer in PT Apac Inti Corpora and PT Apac Citra Centertex Corporation Tbk; Chief Financial Officer in PT Bhuwanatala Indah Permai Tbk; President Commisioner in PT Victoria Sekuritas; President Commisioner in PT Victoria Investama; Commisioner in PT Bank Victoria International Tbk.

• • • • •

Assurance Staff di Burr Pilger & Mayer LLP, San Fransisco. Senior Associate 2 di Ernst & Youn LLP, Singapore. Finance Manager PT Victoria Investama, Tbk Senior Staff Manajemen Risiko Bank Victoria. Direktur PT Victoria Investama

• • • • •

Assurance Staff in Burr Pilger & Mayer LLP, San Fransisco. Senior Associate 2 in Ernst & Young LLP, Singapore. Finance Manager in PT Victoria Investama, Tbk Risk Management Senior Staff in Bank Victoria. Director of PT Victoria Investama

•

Memulai karirnya di PT Bank Ekonomi sebagai Senior Staff Human Resource Department (Recruitment and Man Power) sejak tahun 1997 hingga tahun 2000. Kemudian pada tahun 2001 hingga Juni 2002, Assistant Manager Human Resource Department pada PT Hawaii Confectionery Factory. Supervisor Human Resource Department pada PT JS Multi Collection, sejak tahun 2002 hingga 2003. Bergabung dengan Bank Victoria di tahun 2003 dengan menduduki posisi sebagai Division Head of Human Resource & General Affairs Sejak tahun 2012 hingga saat ini, Beliau menjabat sebagai Division Head of Human Capital Management

• • • Sarjana Psikologi Industri dari Universitas Persada Indonesia Y.A.I

International Field Engineer di Schlumberger OSA

• •

• • • • •

Started his career in PT Bank Ekonomi as Human Resource Department Senior Staff (Recruitment and Manpower) from 1997 to 2000. Assistant Manager in Human Resource Department in PT Hawaii Confectionery Factory from 2001 to June 2002 Supervisor in Human Resource Department in PT JS Multi Collection, from 2002 to 2003. Division Head of Human Resource & General Affairs in Bank Victoria in 2003 Division Head of Human Capital Management in Bank Victoria, 2012 – present

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INDEPENDENSI KOMITE NOMINASI DAN REMUNERASI

INDEPENDENCE REMUNERATION

OF

THE

NOMINATION

AND

Komite Nominasi dan Remunerasi menjalankan peran secara profesional dan independen, serta tidak menerima/ melakukan intervensi dari/ kepada pihak lainnya. Anggota Komite Nominasi dan Remunerasi tidak terkait dengan Pemegang Saham, Dewan Komisaris, maupun Direksi.

The Nomination and Remuneration Committee professionally and independently performs its roles, and does not accept/ make intervention from/to other parties. The Nomination and Remuneration Committee members are not related to the Shareholders, the Board of Commissioners, and the Board of Directors.

Tabel Independensi Komite Nominasi dan Remunerasi Table of the independence of the Nomination and Remuneration Committee Aspek Independensi Independence Aspects


Suzanna Tanojo


Syahda Candra

Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi Does not have financial relationship with the Board of Commissioners and Board of Directors

√

√

√

√

Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan, maupun perusahaan afiliasi Does not have any relationship in the company, its subsidiaries, or affiliate companies

√

Memiliki hubungan Has a relationship

-

√

Tidak memiliki hubungan kepemilikan saham di perusahaan Does not have any share ownership in the company

√

Memiliki hubungan Has a relationship

-

√

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau sesama anggota Komite Audit Does not have any family relationship with the Board of Commissioners, Directors, and/or other members of the Audit Committee

√

√

√

√

Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah Does not served as a political party officials and government officials

√

√

√

√

PENGEMBANGAN KOMPETENSI KOMITE NOMINASI DAN REMUNERASI

THE NOMINATION AND REMUNERATION COMMITTEE COMPETENCE DEVELOPMENT Materi Pengembangan Kompetensi / Pelatihan Development Competence/ Training Material



Nama Name

Jabatan Position

Periode Period


Ketua / Chairman


Pengembangan Kompetensi Beliau dapat di lihat pada Bagian Pengembangan Kompetensi Dewan Komisaris Description of his Competence Development can be found in the Development of Competence of the Board of Commissioners

Suzanna Tanojo

Anggota / Member

2012 – November 2016 2012 - November 2016

Pengembangan Kompetensi Beliau dapat di lihat pada Bagian Pengembangan Kompetensi Dewan Komisaris Description of his Competence Development can be found in the Development of Competence of the Board of Commissioners

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Materi Pengembangan Kompetensi / Pelatihan Development Competence/ Training Material

Nama Name

Jabatan Position

Periode Period


Anggota / Member

Desember 2016 – saat ini December 2016 - until now

Anggota / Member

Syahda Candra





Pengembangan Kompetensi Beliau dapat di lihat pada Bagian Pengembangan Kompetensi Dewan Komisaris Description of his Competence Development can be found in the Development of Competence of the Board of Commissioners Penyelerasan Fungsi Kepatuhan, Pengendalian Internal dan Manajemen Risiko Dalam Rangka Peningkatan Efektifitas Penerapan GCG

Jakarta, 19 Maret 2016 Jakarta, 19 March 2016

Leadership Leadership

Bank VictoriaJakarta, 14 Mei 2016 Indonesia Banking Jakarta, 14 May 2016 School (IBS)

Indonesia Banking Human Capital Conference Indonesia Banking Human Capital Conference

Jakarta, 13 Oktober 2016 Jakarta, 13 October 2016

Risk Management International

Infobank

RAPAT KOMITE NOMINASI DAN REMUNERASI

THE NOMINATION AND REMUNERATION COMMITTEE’S MEETING

Sesuai dengan Piagam Komite Nominasi dan Remunerasi, Komite Nominasi dan Remunerasi menyelenggarakan rapat sesuai dengan kebutuhan yang dipimpin oleh ketua Komite Nominasi dan Remunerasi. Keputusan Rapat Komite Nominasi dan Remunerasi diambil berdasarkan musyawarah mufakat. Keputusan Rapat Komite Nominasi dan Remunerasi diambil berdasarkan musyawarah mufakat. Selama tahun 2016, Komite Nominasi dan Remunerasi telah menyelenggarakan 12 kali rapat dengan tingkat kehadiran sebagai berikut:

According to the Nomination and Remuneration Committee Charter, the Committee has convened meetings as necessary chaired by the chair of the Committee. Resolutions of the Nomination and Remuneration Committee Meetings are made under common agreements. The Decision Meeting of the Nomination and Remuneration Committee are taken under common agreement. During 2016, the Audit Committee held twelve meetings with the level of attendance as follows.

FREKUENSI DAN TINGKAT KEHADIRAN RAPAT KOMITE NOMINASI

FREQUENCY AND ATTENDANCE RATE OF THE NOMINATION AND

DAN REMUNERASI

REMUNERATION COMMITTEE

Tabel Tingkat Kehadiran Rapat Komite Nominasi dan Remunerasi Table of Frequency and Attendance Rate of The Nomination and Remuneration Committee

Nama Name

Jabatan Position

Periode Period

Rapat Internal Komite Nominasi & Remunerasi Internal Meeting of the Nomination and Remuneration Committee

Total Meeting

Kehadiran Rapat

Tingkat Kehadiran (%)

Attendance in Meeting

Attendance Rate (%)

Jumlah Rapat

Ketua / Chairman

2012 – saat ini 2012 – present

12

12

100%

Suzanna Tanojo

Anggota / Member

2012 – November 2016 2012 – November 2016

11

2

18,18%


Anggota / Member

Desember 2016 – saat ini December 2016 – present

1

1

100%

Syahda Candra

Anggota / Member

2012 – saat ini 2012 – present

12

12

100%



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AGENDA RAPAT KOMITE NOMINASI DAN REMUNERASI

MEETING AGENDA OF THE NOMINATION AND REMUNERATION

Sepanjang tahun 2016, tanggal pelaksanaan, Agenda rapat dan Peserta rapat Komite Nominasi dan Remunerasi, sebagai berikut.

Throughout 2016, the dates, agenda dan participants of the Audit Committee are as follows.

Tabel Agenda Rapat Komite Nominasi dan Remunerasi Table of Nomination and Remuneration Committee Meeting Agenda No.



1


Rekomendasi Pencalonan Direktur Operasi dan Sistem An. Sdr. Rusli Recommendation for the Nomination of Mr. Rusli as Director of Operations and System

2

1 April 2016 1 April 2016

Rekomendasi Pencalonan Direktur Bisnis An. Sdri. Rita Gosal Recommendation for the Nomination of Ms. Rita Gosal as Director of Business

3

11 Mei 2016 11 May 2016

Kebijakan Pedoman Gratifikasi bagi Pengurus dan Pegawai Bank Policy on the Gratuity Guidelines for the Management and Employees of the Bank

4

27 Mei 2016 27 May 2016

Rekomendasi Pengangkatan Pengurus Bank Victoria Recommendation for the Appointment of the Management of Bank Victoria

5

24 Juni 2016 24 June 2016

Rekomendasi Pencalonan Wakil Direktur Utama An. Sdr. Rusli Recommendation for the Nomination of Mr. Rusli as Vice President Director

6

20 Juli 2016 20 July 2016

Perubahan Struktur Organisasi Changes to the Organisational Structure

7


8


9


Rekomendasi Pencalonan Komisaris Utama An. Sdr. Oliver Simorangkir Recommendation for the Nomination of Mr. Oliver Simorangkir as President Commissioner

10


Kebijakan Pedoman Kenaikan Remunerasi bagi Pengurus dan Karyawan Bank untuk Rekomendasi kepada Dewan Komisaris / Policy for Guidelines for Increase in Remuneration for the Bank’s Management dan Employees to be recommended to the Board of Commissioners

11

16 Nopember 2016 16 November 2016

Rekomendasi Pencalonan Komisaris An. Sdri. Debora Wahjutirto Tanoyo Recommendation for the Nomination of Ms. Debora Wahjutirto Tanoyo as Commissioner

12


Evaluasi Dewan Direksi dan Jajaran Pejabat Eksekutif Evaluation of the Board of Directors and Executive Officers

Penambahan Pejabat Eksekutif An. Sdr. DM Parluhutan Napitupulu Addition of Mr. DM Parluhutan Napitupulu as Executive Officer Penambahan Pejabat Eksekutif An. Sdr. Surjadi Hardiman Addition of Mr. Surjadi Hardiman as Executive Officer

LAPORAN SINGKAT PELAKSANAAN KEGIATAN KOMITE NOMINASI DAN REMUNERASI TAHUN 2016

A BRIEF REPORT ON EXECUTION OF ACTIVITIES OF THE NOMINATION AND REMUNERATION COMMITTEE IN 2016

Sepanjang tahun 2016, Komite Nominasi dan Remunerasi telah melaksanakan tugas sebagai berikut antara lain: 1. Mengevaluasi Pedoman Penilaian Konduite dan Kinerja sebagai Dasar Remunerasi; 2. Merumuskan kebijakan Pedoman Gratifikasi bagi Pengurus dan Pegawai Bank untuk direkomendasikan kepada Dewan Komisaris; 3. Melakukan evaluasi atas struktur organisasi Bank Victoria;

Throughout 2016, the Nomination and Remuneration Committee has carried out its tasks as follows: 1. Evaluated the Guidelines for Assessment of Conduct and Performance as the Basis for Remuneration; 2. Formulated a policy on the Gratuity Guidelines for the Management and Employees of the Bank to be recommended to the Board of Commissioners; 3. Conducted the evaluation of the organizational structure of Bank Victoria; 4. Conducted the evaluation of the performance of the Board of Commissioners dan the Board of Directors; 5. Conducted the evaluation of the sufficiency in the composition of the Bank’s Management and Executive Officers.

4. Melakukan evaluasi kinerja Dewan Komisaris dan Direksi; 5. Mengevaluasi kecukupan susunan Pengurus Bank dan Pejabat Eksekutif.

KEBIJAKAN SUKSESI DIREKSI

SUCCESSION POLICY OF THE BOARD OF DIRECTORS

Salah satu tugas dari Komite Nominasi dan Remunerasi adalah menyusun suatu sistem nominasi bagi anggota Komisaris dan Direksi Bank yang akan menjadi bagian dari Kebijakan Good Corporate Governance dari Bank, serta akan menjadi pedoman bagi Komisaris dan Rapat Umum Pemegang Saham (RUPS) dalam

One of the tasks of the Nomination and Remuneration Committee is to develop a system of nominations for members of the Bank’s Board of Commissioners and Board of Directors that will become a part of the Bank’s Good Corporate Governance Policy, and will be the guidance for the Board of Commissioner

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menetapkan nominasi dan remunerasi anggota dan/atau calon anggota Direksi dan Komisaris.

and the General Meeting of Shareholders (GMS) in determining the members’ nomination and remuneration and/or candidates of Board of Directors and Commissioners.

Adapun Kebijakan terkait Sistem Nominasi dan Remunerasi berdasarkan SK Dewan Komisaris No.001/SK-KOM/12/14, mengatur mengenai:

The policies related to Nomination and Remuneration System are based on Decision Letter of the Board of Commissioners No. 001/SK-KOM/12/14, which set about:

1. Prinsip Dasar 1.1 Persyaratan Komisaris dan Direksi Calon anggota Komisaris dan Direksi harus memenuhi persyaratan yang ditentukan dalam Anggaran Dasar Bank Victoria dan Peraturan Perundang-undangan yang berlaku termasuk tetapi tidak terbatas pada Undangundang Bank Victoria Terbatas, Undang-undang Perbankan dan Undang-undang Pasar Modal; 1.2 Pencalonan dan Pengajuan Calon Komisaris dan Direksi Calon anggota Komisaris dan Direksi diajukan melalui seleksi dengan memperhatikan persyaratan tersebut di atas; 1.3 Program orientasi bagi Komisaris baru dilakukan minimal 1 (satu) bulan sebelum pengajuan di RUPS.

1. Basic Principles 1.1 Requirement of the Board of Commissioners and Board of Directors Candidates for Commissioners and Directors shall meet the requirements specified in the Articles of Association and applicable legislation, including but not limited to Limited Liability Company Law, Banking Law and the Capital Market Law; 1.2 Candidacy and Commissioners and Directors Candidate Proposals Candidates of Commissioners and Directors are proposed through selection process with regard on the aforementioned criteria; 1.3 Orientation program for new Commissioner is conducted by a minimum of 1 (one) month prior to the candidacy proposal in the GMS.

2. Persyaratan dan Kriteria 2.1 Yang dapat diangkat menjadi anggota Komisaris atau Direksi adalah perserorangan yang mampu melaksanakan perbuatan hukum dan tidak pernah dinyatakan pailit atau tidak pernah menjadi anggota Direksi atau Komisaris yang dinyatakan bersalah menyebabkan suatu pidana yang merugikan keuangan negara dalam waktu 5 (lima) tahun sebelum pengangkatannya, satu dan lain dengan memperhatikan peraturan perundang-undangan yang berlaku; 2.2 Tidak mempunyai hubungan keluarga sedarah sampai derajat ketiga, baik menurut garis lurus maupun garis kesamping atau hubungan semenda (menantu dan ipar) dengan anggota Direksi atau Komisaris lain; 2.3 Tidak termasuk dalam daftar orang tercela di bidang perbankan sesuai dengan yang ditetapkan oleh otoritas pengawasa bank; 2.4 Memiliki integritas yang baik dalam arti: a. Memiliki akhlak dan moral yang baik; b. Mematuhi peraturan perundang-undangan yang berlaku; c. Memiliki komitmen yang tinggi terhadap pengembangan operasional Bank yang sehat; d. Dinilai layak dan wajar untuk menjadi anggota Direksi dan Komisaris Bank. 2.5 Penilaian integritas pada bukti 2.4 dilakukan dengan mengevaluasi calon dalam arti tidak pernah melakukan hal-hal tersebut di bawah ini: a. Rekayasa dan praktek-praktek perbankan yang menyimpang dari ketentuan perbankan; b. Perbuatan yang dikategorikan tidak memenuhi komitmen yang telah disepakati dengan Bank Indonesia dan/atau Pemerintah; c. Perbuatan yang dikategorikan memberikan keuntungan kepada Pemilik, Pengurus, Pegawai, dan/atau pihak lainnya yang dapat merugikan atau mengurangi keuntungan Bank;

2. Requirements and Criteria 2.1 Those to be appointed as Commissioner or Directors members are individuals that are able to perform legal acts and have neither been declared bankrupted nor a member of the Board of Directors or Commissioners who are found guilty of causing a criminal act adversing the country’s finance within 5 (five) years prior to his appointment, with regard to the applicable legislation;

2.2 Do not have any family relationship up until third generations, either vertically or horizontally laterally or relationship by marriage (in-laws) with any member of the Board of Directors or Commissioners; 2.3 Are not included in the blacklist in the banking sector as determined by the authority of the bank monitoring agency; 2.4 Possess high integrity in terms of: a. Have a good character and morals; b. Comply with prevailing laws and regulations; c. Have a high commitment to the development of a healthy Bank operations; d. Considered feasible and reasonable to be a member of the Board of Directors and Commissioners. 2.5 Integrity evalution on point 2.4 is made by evaluating the candidates in terms that they have never conducted actions mentioned below: a. Manipulation and deviated banking practices from banking regulations; b. Actions categorized not fulfilling commitments made by Bank Indonesia and/or the Government; c. Actions categorized to give advantage to the Owner, Management, Employees, and/or other parties that may harm or reduce the profits of the Bank;


d. Perbuatan yang dapat dikategorikan sebagai pelanggaran terhadap ketentuan yang berkaitan dengan prinsip kehati-hatian di bidang perbankan; e. Perbuatan dari Pengurus dan Pejabat Eksekutif yang dapat dikategorikan tidak independen; f. Memenuhi kriteria kompetensi dalam arti memiliki: a. Pengetahuan di bidang Perbankan yang memadai; b. Pengalaman dan keahlian di bidang Perbankan dan/atau Lembaga Keuangan, dan c. Kemampuan untuk melakukan pengelolaan strategis dalam rangka pengembangan Bank yang sehat. 3. Sistem dan Prosedur Seleksi 3.1 Komite Nominasi mengidentifikasi calon yang memenuhi persyaratan dan kriteria seperti poin no.2; 3.2 Dewan Komisaris atas saran Komite Nominasi dan Remunerasi menyampaikan kepada Pemegang Saham PT Bank Victoria International Tbk.; 3.3 Pelaksanaan seleksi dilaksanakan sebelum berakhirnya masa jabatan atau adanya penambahan atau bila ada kekosongan di jajaran Dewan Komisaris atau Direksi.

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d. Actions that can be categorized as violation to the precautionary principle in the field of banking;

e. Actions of the Managers and Executive Officers which can be categorized as not independent; f. To meet the criteria of competence here means having: a. Adequate knowledge in Banking; b. Experience and expertise in the Banking and/or Financial Institutions: and c. The ability to perform strategic management in order to develop a healthy Bank.

3. Selection System and Procedure 3.1 The Nomination Committee identifies candidates who meet the requirements and criteria stated at point no.2; 3.2 The Board of Commissioners, on the advice of the Nomination and Remuneration Committee, submits the candidates name to the Shareholders of PT Bank Victoria International Ltd.; 3.3 The selection is carried out prior to the expiration of the term of office period or any addition or when there is a vacancy in the Board of Commissioners or Board of Directors formation.

KOMITE PEMANTAU RISIKO

RISK MONITORING COMMITTEE

Komite Pemantau Risiko merupakan alat kelengkapan Komisaris yang berfungsi memonitor risiko dan menilai toleransi risiko yang dapat diambil oleh bank, mengevaluasi perbaikan yang dilakukan atas kebijakan, prosedur dan praktek manajemen risiko bank guna memastikan telah dilakukannya pengelolaan risiko dengan baik, terutama pada pengelolaan risiko kredit, risiko pasar, risiko likuiditas, risiko operasional, dan risiko bank lainnya.

The Risk Monitoring Committee is a function in the Board of Commissioners with the task to monitor risks dan assess the risk tolerance which can be taken by the bank, to evaluate improvements made to the bank’s risk management policies, procedures and practices and to guarantee good risk management, especially in the bank’s credit risk management, market risk, liquidity risk, operational risk and other risks.

DASAR PEMBENTUKAN KOMITE PEMANTAU RISIKO

BASIS OF FORMATION OF THE RISK MONITORING COMMITTEE

Komite Pemantau Risiko Bank Victoria dibentuk berdasarkan Peraturan Otoritas Jasa Keuangan No. 55/POJK.03/2016 Tentang Penerapan Tata Kelola bagi Bank Umum.

The Risk Monitoring Committee of Bank Victoria is formed pursuant to the Financial Services Authority Regulation Number 55/POJK.03/2016 on the Implementation of Good Corporate Governance for Commercial Banks.

PIAGAM KOMITE KOMITE PEMANTAU RISIKO

THE RISK MONITORING COMMITTEE CHARTER

Dalam melaksanakan tugas dan tanggung jawab pengawasan pengendalian internal, Komite Pemantau Risiko Bank Victoria telah dilengkapi dengan pedoman kerja yang ditetapkan dalam Piagam Komite Pemantau Risiko. Piagam Komite Pemantau Risiko tersebut disusun berdasarkan peraturan dan perundangundangan yang berlaku dan senantiasa ditinjau ulang secara berkala dan telah disahkan berdasarkan Keputusan Dewan Komisaris No.002/SK-KOM/03/16 tentang Penetapan Piagam Komite Pemantau Risiko dan Keanggotaan Komite Pemantau Risiko PT Bank Victoria International Tbk. pada tanggal 3 Maret 2016.

In carrying out its tasks and responsibilities on internal control monitoring, Bank Victoria Risk Monitoring Committee has been equipped with guidelines set out in the the Risk Monitoring Committee Charter. The Risk Monitoring Committee Charter is based on prevailing rules and regulations and continue to be reviewed at regular intervals and is approved by the Board of Commissioners Decision No.002/SK-KOM/04/13 on the Establishment of the Risk Monitoring Committee Charter and the Risk Monitoring Committee Membership of PT Bank Victoria International Ltd. on April 1, 2013.

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Adapun isi dari Piagam Komite Pemantau Risiko adalah sebagai berikut. 1. Dasar penyusunan Piagam; 2. Definisi; 3. Tujuan; 4. Tugas dan tanggung Jawab; 5. Keanggotaan; 6. Aktivitas; 7. Kewenangan; 8. Tugas dan Tanggung Jawab Lain; 9. Kaji Ulang.

The contents of the Risk Monitoring Committee Charter are as follows. 1. Basis of the Charter’s preparation; 2. Definitions; 3. Purposes; 4. Tasks and responsibilities; 5. Membership; 6. Activities; 7. Authorities; 8. Other Tasks and Responsibilities; 9. Review.

TUGAS DAN TANGGUNG JAWAB KOMITE PEMANTAU RISIKO

THE RISK MONITORING RESPONSIBILITIES

Komite Pemantau Risiko memiliki tugas dan tangung jawab, meliputi: 1. Melakukan review dan memberikan rekomendasi atas efektivitas pelaksanaan manajemen risiko Bank melalui pertemuan secara berkala maupun cara lainnya untuk membahas progress dari tahapan-tahapan tugas dan tanggung jawab yang dilakukan oleh Satuan Kerja Manajemen Risiko. 2. Melakukan review atas penilaian risiko oleh Satuan Kerja Manajemen Risiko. Melakukan pengawasan atas kegiatan Satuan Kerja Manajemen Risiko dalam memantau pelaksanaan mitigasi resiko oleh unit-unit kerja terkait. 3. Melakukan pengawasan atas pelaksanaan rekomendasi Komite oleh Satuan Kerja Manajemen Risiko. 4. Melakukan analisis dan evaluasi atas usulan Rencana Kegiatan dan Anggaran Bank dan review tahunan atas Rencana Jangka Panjang Bank yang diajukan oleh Direksi, termasuk usulan setoran modal dan rencana investasi di Anak Perusahaan Bank. 5. Melakukan Penelaahan atas informasi risiko dan manajemen risiko Bank dalam laporan-laporan yang akan dipublikasikan, melalui proses: a. Diskusi bersama dengan Manajemen. b. Review atas draft dari laporan yang akan dipublikasikan. c. Melakukan pembahasan atas risiko-risiko penting pada unit-unit di lingkungan Bank, sesuai kebutuhan, termasuk risiko pada perjanjian dengan pihak ketiga yang dalam lingkup kewenangan pengawasan Dewan Komisaris. d. Melakukan self evaluation dan self improvement terhadap efektivitas pelaksanaan tugas Komite dan memutakhirkan secara periodik Pedoman Kerja Komite Pemantau Manajemen Risiko (Risk Management Committe Charter).

The Risk Monitoring Committee has the tasks and responsibilities, including: 1. To conduct review and provide recommendations on the level of effectiveness of the risk management implementation by holding regular meeting or otherwise to dicuss progress of stages of tasks and responsibilities by the Risk Management Working Unit. 2. To conduct review of risk evaluation by Risk Managemen Work Unit. To conduct supervision of the committees of Risk Management Work Unit to monitor the implementation of risk mitigation by the relevant work units 3. To supervise the implementation of recommendations through the Risk Management Work Unit. 4. To conduct analysis and evaluation of recommendations from Activity Planning and Bank’s budget and annual review of the Bank’s long term plan submitted by the Board of Directors, including proposal on the capital participation and investment plan in the Bank’s Subsidiaries. 5. To conduct review of information about risks and risk management of the Bank in the reports to be published, through the process of: a. Discussion with the Management. b. Review of draft reports to be published.

STRUKTUR, KEANGGOTAAN DAN KEAHLIAN KOMITE PEMANTAU RISIKO

STRUCTURE, MEMBERSHIP AND EXPERTISE OF RISK MONITORING COMMITTEE

Bank Victoria memiliki Komite Pemantau Risiko yang dimaksudkan untuk membantu Dewan Komisaris terkait dengan manajemen risiko yang terdiri dari seorang Komisaris Independen, seorang dari Pihak Independen yang memiliki keahlian di bidang keuangan atau akuntansi dan seorang dari Pihak Independen yang memiliki keahlian di bidang hukum atau perbankan. Keanggotaan Komite Pemantau Risiko Bank Victoria telah memenuhi ketentuan Bapepam-LK No.Kep-29/PM/2004 dan Peraturan Otoritas Jasa Keuangan No.55/POJK.03/2016 Tentang Penerapan Tata Kelola Bagi Bank Umum serta telah

Bank Victoria has a Risk Monitoring Committee which is intended to assist the Board of Commissioners in relation to the risk management, consisting of one Independent Commissioner who has expertise in finance or accounting and one Independent Commissioner who has expertise in legal and banking. Bank Victoria Risk Monitoring Committee has complied with the provision of Bapepam-LK No. Kep-29/PM/2004 and the Financial Services Authority Regulation Number 55/POJK.03/2016 on the Implementation Good Corporate Governance for Commercial Banks and its members have been appointed pursuant to Decree

COMMITTEE

TASKS

AND

c. Discussion of significant risks in units in the Bank, in accordance with the needs, including risks in agreements with third parties under the supervision of the Board of Commissioners. d. To conduct self evaluation and self improvement of the effectiveness of the implementation of tasks of the Committee and to periodically update the Risk Management Committee Charter).

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diangkat berdasarkan Surat Keputusan Direksi No.005/SKKOM/07/15 tentang Perubahan Susunan Komite Pemantau Risiko PT Bank Victoria International Tbk. tertangal 8 Juli 2015.


of the Board of Directors No. 005/SK-KOM/07/15 on the Change in the Composition of the Risk Monitoring Committee of PT Bank Victoria International Tbk., dated July 8, 2015.

Tabel Struktur, Keanggotaan dan Keahlian Komite Pemantau Risiko Table of Structure, Membership, and Expertise of Risk Monitoring Comitte Nama Name

Jabatan Position

Periode Period


Keahlian Expertise

Zaenal Abidin Ph.D

Ketua / Chairman

2013 – saat ini 2013 - today


Good Corporate Governance

Oliver Simorangkir

Anggota / Member

Juli 2015 – saat ini July 2015 - today

Komisaris Utama

Perbankan, Audit Audit, Banking

Tonny Setiadi

Anggota / Member


Pihak Independen Independent Party

Manajemen Risiko, Perbankan Risk Management, Banking


Anggota / Member



Perbankan, Audit Audit, Banking

PROFIL KOMITE PEMANTAU RISIKO

RISK MONITORING COMMITTEE PROFILES

Zaenal Abidin Ph.D Ketua Komite Pemantau Risiko Chairman of Risk Management Committee

Profil dapat dilihat pada profil Dewan Komisaris. Profile is available in the Board of Commissioners profile.

Oliver Simorangkir Anggota Komite Pemantau Risiko Member of Risk Management Committee

Profil dapat dilihat pada profil Dewan Komisaris Profile is available in the Board of Commissioners profile.

Tonny Setiadi Anggota Komite Pemantau Risiko Member of Risk Management Committee

Retno Dwijanti Widaningsih Anggota Komite Pemantau Risiko Member of Risk Management Committee

Profil dapat dilihat pada profil Komite Audit. Profile is available in the Audit Committee profile.

Profil dapat dilihat pada profil Komite Audit. Profile is available in the Audit Committee profile.

KUALIFIKASI PENDIDIKAN DAN PENGALAMAN KERJA KOMITE PEMANTAU RISIKO

EDUCATION QUALIFICATIONS AND WORK EXPERIENCE OF THE RISK MONITORING COMMITTEE

Per 31 Desember 2016, kualifikasi pendidikan dan pengalaman kerja Ketua dan Anggota Komite Pemantau Risiko adalah sebagai berikut.

As for 31 December 2016, education qualifications and work experience of Chairman and Members of the Risk Monitoring Committee are as follows.

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Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Pemantau Risiko Table Education Qualifications and Work Experience of The Risk Monitoring Committee Nama Name

Pendidikan Education •

•

•

Zaenal Abidin Ph.D

•

•

•

Sarjana Ekonomi Dari Universitas Islam Indonesia, Yogyakarta, tahun 1987; Memperoleh gelar Master Manajemen dari ASIAN Institute of Management (AIM), Filipina pada tahun 1997; dan Doctor of Philosophy dari Santo Tomas University, Filipina pada tahun 2006 Bachelor of Economy from Universitas Islam Indonesia, Yogyakara, in 1987 Earned Master of Management degree from ASIAN Institute of Management (AIM), the Philippines in 1997 and Doctor of Philosophy from the University of Santo Tomas, Philippines in 2006

Pengalaman Kerja Work Experience

• • • • • • • • • • • • • •

Pro Manager Treasury dan Analisa di Bidang Dana Perbankan; Dosen Tetap pada Perbanas Institute; Kepala Riset dan Pengabdian pada Masyarakat di Perbanas Institute; Dosen STIE IBS; Koordinator Staf Khusus Bidang Riset Asosiasi Perbanas; peneliti senior GCG pada Indonesia Institute Corporate Governance; Komisaris Independen di PT Bank Victoria International Tbk. Pro Manager Treasury and Analysis in the Field of Banking Fund; Permanent Lecturer at the Perbanas Institute Head of Research and Community Services at the Perbanas Institute; Lecturer at STIE IBS; Coordinator of Special Staff for Research Association of Perbanas; GCG senior researcher at the Indonesian Institute Corporate Governance; Independent Commissioner of PT Bank Victoria International Tbk.

• • •

Group Head Corporate Planning and Accounting Control di PT Bank Niaga Tbk; Senior Deputy President Director Internal Audit Group di PT Bank Niaga Tbk; Senior Deputy President Director Internal Audit Group Head PT Bank Prima Express; Senior Deputy President Director – General Manager Internal Audit PT Bank Permata Tbk; Direktur Kepatuhan dan Risk Management PT Bank Victoria International Tbk; Direktur Operasi dan Sistem PT Bank Victoria International Tbk. Group Head Corporate Planning & Accounting Control in PT Bank Niaga Tbk; Senior Vice President in the Internal Audit Group in PT Bank Niaga Tbk; Senior Vice President in the Internal Audit Group in PT Bank Prima Express; Senior Vice President – General Manager in the Internal Audit in PT Bank Permata Tbk; Director of Compliance and Risk Management in PT Bank Victoria International Tbk; Director of Operations and System in PT Bank Victoria International Tbk.

•

Oliver Simorangkir

Memperoleh gelar Sarjana Ekonomi Akuntansi dari Universitas Indonesia pada tahun 1980 Bachelor Degree in Accounting from Universitas Indonesia in 1980

• • • • • • • •

Tonny Setiadi

Memperoleh gelar sarjana Ekonomi jurusan keuangan dari STIESIA Surabaya, S2 STEKPI Jurusan Keuangan dan Perbankan Specific experience as the Examiner in the Banking Profession Certification in LSPP on Risk Management levels 4 and 5 for executive officers, as well as levels 1 and 2 for Commissioners

Direktur Kepatuhan PT Bank Yudha Bhakti tahun 2007-2012. Director of Compliance in PT Bank Yudha Bhakti, 2007-2012.


S1 Jurusan Keuangan dan Perbankan dari Institut Bankir Indonesia Indonesian Professional Development Program in Banking II

Deputy President Director, Head of Group Audit Deutsche Bank AG, Jakarta Branch. Deputy President Director, Head of Group Audit, in Deutsche Bank AG, Jakarta Branch.

INDEPENDENSI KOMITE PEMANTAU RISIKO

INDEPENDENCE OF RISK MONITORING COMMITTEE

Seperti halnya Komite Audit dan Komite Nominasi dan Remunerasi, Komite Pemantau Risiko menjalankan peran secara profesional dan independen, serta tidak menerima/melakukan intervensi dari/kepada pihak lainnya. Anggota Komite Pemantau Risiko tidak terkait dengan Pemegang Saham, Dewan Komisaris, maupun Direksi. Komite Pemantau Risiko yang berasal dari luar perusahaan tidak memiliki kepentingan/keterkaitan pribadi yang dapat menimbulkan dampak negatif dan benturan kepentingan (conflict of interest) dengan Bank .

Just as well as the Audit Committee and the Nomination and Remuneration Committee, the Risk Monitoring Committee professionally and independently perform its roles, and do not accept/make intervention from/to other parties. The Risk Monitoring Committee members are not related to the Shareholders, the Board of Commissioners, and the Board of Directors. Risk Monitoring Committee which come from outside the company has no interest/private relationship that can cause negative impacts and conflicts of interest with the company.

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The Independence of the Audit Committee and Risk Monitoring Committee is as follows.

Independensi Komite Pemantau Risiko sebagai berikut.

Tabel Independensi Komite Pemantau Risiko Table of Independence of Risk Mangement Committee Aspek Independensi

Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi

Zaenal Abidin Ph.D

√

Oliver Simorangkir

√

Tonny Setiadi

√


Independence Aspects

√

Does not have financial relationship with the Board of Commissioners and Board of Directors

Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan, maupun perusahaan afiliasi

√

√

√

√

Does not have any relationship in the company, its subsidiaries, or affiliate companies

Tidak memiliki hubungan kepemilikan saham di perusahaan

√

√

√

√

Does not have any share ownership in the company

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau sesama anggota Komite Audit Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah

PENGEMBANGAN RISIKO

√

√

√

√

Does not have any family relationship with the Board of Commissioners, Directors, and/or other members of the Audit Committee

√

√

√

√

Does not served as a political party officials and government officials

KOMPETENSI

Nama Name

KOMITE

PEMANTAU

Jabatan Position

THE RISK MONITORING DEVELOPMENT

COMMITTEE

COMPETENCE

Keahlian Expertise

Zaenal Abidin Ph.D

Ketua / Chairman

Pengembangan Kompetensi Beliau dapat dilihat pada bagian Pengembangan Kompetensi Dewan Komisaris The Competence Development can be seen in Competence Development of the Board of Commissioners

Oliver Simorangkir

Anggota / Member


Tonny Setiadi

Anggota / Member


Anggota / Member



RAPAT KOMITE PEMANTAU RISIKO

RISK MONITORING COMMITTEE MEETINGS

Sesuai dengan Piagam Komite pemantau Risiko, Komite Pemantau Risiko menyelenggarakan rapat sesuai dengan kebutuhan yang dipimpin oleh ketua Komite Pemantau Risiko. Keputusan Rapat Komite Pemantau Risiko diambil berdasarkan musyawarah mufakat.

In accordance with the Risk Monitoring Committee Charter, Risk Monitoring Committee meetings are held in accordance with the requirements and led by the Chairman of the Risk Monitoring Committee. The Risk Monitoring Committee Meeting’s decisions are taken by common agreement.

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FREKUENSI DAN TINGKAT KEHADIRAN RAPAT KOMITE PEMANTAU

FREQUENCY AND ATTENDANCE RATE OF THE RISK MONITORING

RISIKO

COMMITTEE

Selama tahun 2016, Komite Pemantau Risiko telah menyelenggarakan 7 (tujuh) kali rapat dengan tingkat kehadiran sebagai berikut.

During 2016 the Risk Monitoring Committee had held 7 (seven) meetings with the level of attendance as follows.

Tabel Tingkat Kehadiran Rapat Komite Pemantau Risiko Table of Frequency and Attendance Rate of the Risk Monitoring Committee Nama Name Zaenal Abidin Ph.D

Jabatan Position

Jumlah Rapat

Jumlah Kehadiran

Persentase

Total Meeting

Total Attendance

Precentage

Ketua / Chairman

7

7

100%

Oliver Simorangkir

Anggota / Member

7

5

71%

Tonny Setiadi

Anggota / Member

7

7

100%


Anggota / Member

7

7

100%

AGENDA RAPAT KOMITE PEMANTAU RISIKO

THE RISK MONITORING COMMITTEE MEETING AGENDA

Tabel Agenda Rapat Komite Pemantau Risiko Table of the Risk Monitoring Committee Meeting Agenda No.



1


Membahas Laporan Pengawasan Rencana Bisnis Bank periode Desember 2015; Penyempurnaan Laporan Semesteran Kepatuhan dengan menggunakan Compliance Risk Management dan Diskusi tentang keanggotaan Komite Audit. Discussion of Report on Supervision of the Bank’s Business Plan for December 2015; Refinement of Semester Report of Compliance using Compliance Risk Management and Discussion on Members of Audit Committee.

2

22 Juni 2016 22 June 2016

Membahas Profil Risiko posisi Mei 2016; Pencapaian kerja Divisi Kepatuhan dan Posisi Pemeriksaan Divisi SKAI Discussion of Risk Profile in May 2016; Achievement of the Compliance Division and Position of Inspection of the IAWU Division

3


Membahas Tingkat Kesahatan Bank Semester I 2016 Discussion of Bank’s Soundness Level of Semester I in 2016

4


Membahas Internal Control Risk Assessment Discussion of Internal Control Risk Assessment

5


Membahas Pedoman Risk Registered di Divisi Operasional Discussion of Guidelines for Risk Registered in the Operational Division

6


Membahas Pedoman Risk Registered di Divisi Operasional Discussion of Guidelines for Risk Registered in the Operational Division

7


Membahas Profil Risiko bulan November 2016 Discussion of Risk Profile in November 2016

LAPORAN SINGKAT PELAKSANAAN KEGIATAN KOMITE PEMANTAU RISIKO TAHUN 2016

A BRIEF REPORT ON EXECUTION OF ACTIVITIES OF THE RISK MONITORING COMMITTEE IN 2016

Sepanjang tahun 2016, Komite Pemantau Risiko telah menyusun program kerja dengan realisasi sebagai berikut. 1. Memberikan rekomendasi atas Laporan Pengawasan Rencana Bisnis Bank untuk periode Desember 2015; Penyempurnaan Laporan Semesteran Kepatuhan dengan menggunakan Compliance Risk management, serta Diskusi mengenai POJK tentang Keanggotaan Komite Audit. 2. Melakukan penelaahan dan memberikan rekomendasi atas Profil Risiko posisi Mei 2016, serta menyarankan untuk dilakukan penerapan ORM (Operation Risk Management) yang lebih mendalam di setiap unit kerja, selain itu agar pemberian opini yang lebih tegas atas permohonan kredit nasabah , dari Divisi Kepatuhan, juga tentang peningkatkan kualitas dan kuantitas pemeriksaan SKAI sesuai prinsip audit berbasis risiko

Throughout 2016, the Risk Monitoring Committee has prepeared the work program with the realization as follows. 1. Provided the recommendation on the Report on Supervision of Bank’s Business Plan for December 2015; Completion of Semi Annual Report on Compliance using Compliance Risk Management, and Discussion on the Financial Services Agency Regulation on Membership of the Committee Audit. 2. Reviewed and provided recommendations on the Risk Profile for May 2016, and suggested a more in-depth application of ORM (Operation Risk Management) in every work unit, as well as giving a more assertive opinion on customer credit applications, from the Compliance Division, and on improvement of quality and quantity of IAWU audit based on the principle of risk-based audit.

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3. Melakukan penelaahan atas kertas kerja penilaian tingkat kesehatan Bank semester II/2016 dengan memberikan rekomendasi agar kebijakan regulator dan hasil penilaian TKB disosialisasikan kepada masing-masing unit kerja. 4. Melakukan penelaahan atas proses Internal Control Risk Assessment seperti penyusunan Risk Registered/ORM; Cakupan; Tujuan dan Proses. Memberikan rekomendasi agar masing-masing unit kerja (Divisi) berkoordinasi dengan Divisi SKMR , untuk menyusun RCSA (Risk Control and Self Assessment) yang diawali dengan menyusun Risk Registered unit kerja, dengan cara menunjuk PIC di masing masing unit kerja. 5. Memberikan rekomendasi atas pedoman Risk Registered di Divisi Operasional, agar penyusunannya dikerjakan bersama antara pengelola risiko yang dilakukan oleh masing masing Divisi sebagai Risk Taker dan SKMR sebagai penanggung jawab Risk Enterprise. 6. Melakukan penelaahan dan memberikan rekomendasi atas Profil Risiko Bank posisi November 2016, agar setiap perubahan parameter penilaian risiko inheren maupun risk control (KPMR) sebelum diimplementasikan dibahas dan atau meminta persetujuan terlebih dahulu pada Dewan Komisaris, serta diupayakan agar perubahan sebaiknya dilakukan 1 kali dalam setahun, dan tidak dilakukan pada pertengahan tahun.


3. Reviewed the working paper of Bank’s Soundness for semester II in 2016 by providing recommendations for the regulatory policy and TKB assessment result to be disseminated to every work unit. 4. Reviewed the Internal Control Risk Assessment process, such as the preparation of Risk Registered/ORM; Scope; Objectives and Processes. Provided recommendations in order that every work unit (Division) to coordinates with SKMR Division, to prepare RCSA (Risk Control & Self Assessment) starting with the prapration of Risk Registered of the work unit, by appointing PIC in every work unit. 5. Provided recommendations on the guidelines for Risk Registered in the Operational Division, so that the it is jointly prepared by the risk management in every Division as Risk Taker and SKMR which is in charge of Risk Enterprise. 6. Reviewed and provided recommendations on the Bank’s Risk Profile for November 2016, so that any changes in the inherent risk and risk control (KPMR) parameters prior to the implementation are discussed and/or the request for the changes is submitted for approval from the Board of Commissioners, and the changes are made once a year and not in the middle of the year.

KOMITE TATA KELOLA TERINTEGRASI

INTEGRATED GOVERNANCE COMMITTEE

Peraturan Otoritas Jasa Keuangan No.18/POJK.03/2014 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan guna mengatur pelaksanaan tata kelola terintegrasi bagi Lembaga Jasa Keuangan yang memiliki hubungan kepemilikan dan/atau pengendalian. Oleh karena itu setiap Lembaga Jasa Keuangan yang tergabung dalam konglomerasi keuangan wajib menerapkan tata kelola secara terintegrasi. Dalam pelaksanaan tata kelola terintegrasi Bank Victoria telah membentuk Komite Tata Kelola Terintegrasi sebagai pengawasan untuk memberikan rekomendasi atau nasihat dalam pelaksanaan kebijakan termaksud.

The Financial Services Authority Regulation No. 18/ POJK.03/2014 concerning the Implementation of Integrated Governance for Financial Conglomerations to regulate the implementation of integrated governance for Financial Services Institutions with ownership and/or control relationships. Therefore, any Financial Services Institution incorporated in a financial conglomerate must implement the governance in an integrated manner. In the implementation of integrated governance, Bank Victoria has established an Integrated Governance Committee to supervise and provide recommendations or advice in the implementation of such policies.

DASAR PEMBENTUKAN TERINTEGRASI

BASIC FORMATION INTEGRATED

KOMITE

TATA

KELOLA

Komite Tata Kelola Terintegrasi Bank dibentuk oleh Dewan Komisaris dan menjalankan tugasnya sesuai peraturan, diantaranya adalah sebagai berikut. 1. Peraturan Otoritas Jasa Keuangan No.17/POJK.03/2014 tanggal 18 November 2014 tentang Penerapan Manajemen Risiko Terintegrasi Bagi Konglomerasi Keuangan. 2. Peraturan Otoritas Jasa Keuangan No.18/POJK.03/2014 tanggal 18 November 2014 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan. 3. Surat Edaran Otoritas Jasa Keuangan No.14/SEOJK.03/2014 tanggal 25 Mei 2015 tentangPenerapan Manajemen Risiko Terintegrasi Bagi Konglomerasi Keuangan. 4. Surat Edaran Otoritas Jasa Keuangan No.15/SEOJK.03/2014 tanggal 25 Mei 2015 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan.

OF

GOVERNANCE

COMMITTEE

The Bank’s Integrated Corporate Governance Committee formed by the Board of Commissioners and carry out theirduties according to the following regulations. 1. Financial Services Authority Regulation No. 17/ POJK.03/2014 dated 18 November 2014 on Integrated Risk Management Implementation for Financial Conglomerate. 2. Financial Services Authority Regulation No. 18/ POJK.03/2014 dated 18 November 2014 on Integrated Governance Implementation for Financial Conglomerate. 3. Financial Services Authority Circular Letter No. 14/ SEOJK.03/2014 dated May 25, 2015 on the Integrated Risk Management Implementation for Financial Conglomerate. 4. Financial Services Authority Circular Letter No. 15/ SEOJK.03/2014 dated May 25, 2015 on the Integrated Governance Implementation for Financial Conglomeration

2016 Annual Report

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PIAGAM KOMITE TATA KELOLA TERINTEGRASI

INTEGRATED GOVERNANCE COMMITTEE CHARTER

Dalam melaksanakan tugas dan tanggung jawab pengawasan pelaksanaan tata kelola perusahaan, Komite Tata Kelola Terintegrasi Bank telah dilengkapi pedoman kerja yang ditetapkan dalam Piagam Komite Tata Kelola Terintegrasi. Piagam Komite Tata Kelola Terintegrasi berisi antara lain mengenai tugas dan tanggung jawab komite, mekanisme pelaksanaan tugas, rapat komite serta kode etik dari Komite Tata Kelola Terintegrasi. Piagam Komite Tata Kelola Terintegrasi tersebut disusun berdasarkan peraturan dan perundang-undangan yang berlaku dan telah disahkan berdasarkan Keputusan Direksi No.003/ SK-DIR/10/15 tentang Pedoman dan Tata Tertib Kerja Komite Tata Kelola Terintegrasi Grup Victoria pada tanggal 27 Oktober 2015. Piagam Komite Tata Kelola Terintegrasi berisi: 1. Ketentuan Umum; 2. Tugas dan Tanggung Jawab Utama; 3. Mekanisme Pelaksanaan Tugas dan Tanggung Jawab; 4. Rapat Komite Tata Kelola Terintegrasi; 5. Kode Etik; 6. Penutup.

In carrying out its duties and responsibilities in onitoring the implementation of corporate governance, Bank’s Integrated Governance Committee is equipped work guidelines set out in the Integrated Governance Committee Charter. The Integrated Governance Committee Charter contains the tasks and responsibilities of the Committee, tasks implementation mechanisms, the committee meeting as well as a code of conduct for Integrated Governance Committee. The Integrated Governance Committee Charter is established based on prevailing regulations and legislation and has been endorsed by the Board of Directors Decision No. 003/SK-DIR/10/15 on Work Guidelines and Rules of Integrated Governance Committee for Victoria Groups on October 27, 2015. The Integrated Governance Committee Charter contains: 1. General Provisions; 2. Duties and Responsibilities; 3. The Mechanism of Duties and Responsibilities Implementation; 4. Integrated Governance Committee Meeting; 5. Code of Conduct; 6. Closing.

TUGAS DAN TANGGUNG JAWAB KOMITE TATA KELOLA TERINTEGRASI Komite Tata Kelola Terintegrasimemiliki tugas dan tanggung jawab antara lain meliputi : 1. Mengevaluasi pelaksanaan Tata Kelola Terintegrasi paling sedikit melalui penilaian kecukupan pengendalian intern dan pelaksanaan fungsi kepatuhan secara terintegrasi; 2. Memberikan rekomendasi kepada Dewan Komisaris Entitas Utama untuk penyempurnaan Pedoman Tata Kelola Terintegrasi; 3. Melaksanakan rapat paling sedikit 1 (satu) kali setiap semester.

THE DUTIES AND RESPONSIBILITIES OF THE INTEGRATED GOVERNANCE COMMITTEE

STRUKTUR, KEANGGOTAAN DAN KEAHLIAN KOMITE TATA KELOLA TERINTEGRASI

STRUCTURE, MEMBERSHIP, AND EXPRETISE OF THE INTEGRATED GOVERNANCE COMMITTEE

Susunan Keanggotaan Komite Tata Kelola Terintegrasi Grup Victoria telah memenuhi ketentuan POJK No.18/POJK.03/2014, SEOJK No.15/SEOJK.03/2015 dan PBI No.8/4/PBI/2006 serta telah ditetapkan berdasarkan Surat Keputusan Direksi No.017/SK-DIR/12/15 tentang Susunan Keanggotaan Komite Tata Kelola Terintegrasi Grup Victoria tertanggal 29 Desember 2015. Menggantikan SK Direksi No.002/SK-DIR/10/15 tentang Susunan Keanggotaan Komite Tata Kelola Terintegrasi Grup Victoria tertanggal 27 Oktober 2015.

The Membership of Integrated Governance Committee at Victoria Group has complied with POJK provision No.18/ POJK.03/2014, SEOJK No.15/SEOJK.03/2015 and PBI No.8/4/ PBI/ 2006 as well as had been stipulated by the Decree Letter of the Board of Directors No.017/SK-DIR/12/15 on Membership of Integrated Governance Committee at Victoria Group, dated December 29, 2015. Replacing the Board of Directors Decree Letter No.002/SK-DIR/10/15 on Membership of Integrated Governance Committee of Victoria Group dated October 27, 2015.

The Integrated Governance Committee has duties and responsibilities as follows: 1. Evaluate the implementation of Integrated Governance at least through the assessment of internal controls adequacy and the implementation of the compliance function in an integrated manner; 2. Provide recommendations to the Main Entity’s Board of Commissioners for improvement of the Integrated Governance Guidelines; 3. Conduct meeting at least 1 (one) time each semester.

374



Tabel Susunan Keanggotaan Komite Tata Kelola Terintegrasi Grup Victoria Table of Victoria Group Integrated Governance Committee Membership Jabatan Position

Posisi Dijabat Oleh Position Held by

Nama Pejabat Name

Komisaris Independen yang membidangi Kepatuhan dan Manajemen Risiko pada Entitas Utama Independent Commissioner in charge of Compliance and Risk Management on Main Entities

Zainal Abidin, Ph.D

PT Bank Victoria International Tbk sebagai Entitas Utama PT Bank Victoria International Tbk as Main Entity

Komisaris Independen yang membidangi Kepatuhan, Manajemen Risiko dan Internal Audit Independent Commissioner in charge of Compliance, Risk Management and Internal Audit

Zainal Abidin, Ph.D

PT Bank Victoria Syariah

• Komisaris Independen yang membidangi Kepatuhan dan Manajemen Risiko; dan • Anggota Dewan Pengawas Syariah. • Independent Commissioner in charge of Compliance and Risk Management; and • Members of the Sharia Supervisory Board.

Sugiharto; dan Dr. H. Hasannudin

PT Victoria Securities Indonesia

Komisaris Independen yang membidangi Kepatuhan dan Manajemen Risiko. Independent Commissioner in charge of Compliance and Risk Management

Antonius Tjipto Prastowo

PT Victoria Insurance

Komisaris Independen yang membidangi Tata Kelola dan Manajemen Risiko. Independent Commissioner in charge of Governance and Risk Management

V. Tolani

PT Victoria Manajemen Investasi

Komisaris Independen yang membidangi Tata Kelola dan Manajemen Risiko. Independent Commissioner in charge of Governance and Risk Management

Jejei Kurnia


Anggota Komite Pemantau Risiko pada Entitas Utama. Member of Risk Monitoring Committee at the Main Entity


Ketua / Chairman Anggota Tetap / Fixed Member

INDEPENDENSI KOMITE TATA KELOLA TERINTEGRASI

INDEPENDENCE OF INTEGRATED GOVERNANCE COMMITTEE

Komite Tata Kelola Terintegrasi menjalankan peran secara profesional dan independen, serta tidak menerima/melakukan intervensi dari/kepada pihak lainnya. Anggota Komite Tata Kelola Terintegrasi tidak terkait dengan Pemegang Saham, Dewan Komisaris, maupun Direksi. Komite Tata Kelola Terintegrasi yang berasal dari luar Bank tidak memiliki kepentingan/keterkaitan pribadi yang dapat menimbulkan dampak negatif dan benturan kepentingan (conflict of interest) dengan Bank.

The Integrated Governance Committee run its role in a professional and independent manner, and does not accept/ perform any intervention from/to other party. The Integrated Governance Committee members are not related to the Shareholders, Board of Commissioners and Board of Directors. The Integrated Governance Committee who come from outside the Bank does not have any interest/private relationship that may cause negative impacts and conflicts of interest with the Bank.

Aspek Independensi Komite Tata Kelola Terintegrasi dijelaskan dalam tabel di bawah ini.

Independence Aspects of Integrated Governance Committee described in the table below.

Aspek Independensi Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi

Sugiharto

√

Dr. H Hasannudin

√

Antonius Tjipto Prastowo √

Jejei Kurnia

√

V. Tolani

Independence Aspects

√

Does not have financial relationship with the Board of Commissioners and Board of Directors

Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan, maupun perusahaan afiliasi

√

√

√

√

√

Does not have any relationship in the company, its subsidiaries, or affiliate companies

Tidak memiliki hubungan kepemilikan saham di perusahaan

√

√

√

√

√

Does not have any share ownership in the company

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/ atau sesama anggota Komite Audit Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah

√

√

√

√

√

Does not have any family relationship with the Board of Commissioners, Directors, and/or other members of the Audit Committee

√

√

√

√

√

Does not served as a political party officials and government officials

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2016 Annual Report

PELAKSANAAN TERINTEGRASI

TUGAS

KOMITE

TATA


KELOLA

IMPLEMENTATION OF THE INTEGRATED GOVERNANCE COMMITTEE DUTIES

Pelaksanaan Tugas Komite Tata Kelola Terintegrasi tahun 2016, sebagai berikut: 1. Mengevaluasi pelaksanaan pengendalian intern dan pelaksanaan fungsi kepatuhan secara terintegrasi. 2. Mereview draft Laporan Penilaian Sendiri (self assessment) Pelaksanaan Tata Kelola Terintegrasi Semester I dan Semester II tahun 2016. 3. Mengevaluasi pelaksanaan atau penerapan prinsip Tata Kelola Terintegrasi dengan memperhatikan signifikan dan/ atau meterialitas suatu permasalahan terhadap Tata Kelola Terintegrasi pada Konglomerasi Keuangan. 4. Mengevaluasi paling sedikit 7 (tujuh) faktor penilaian pelaksanaan Tata Kelola Terintegrasi yaitu: - Pelaksanaan tugas dan tanggung jawab Direksi Entitas Utama. - Pelaksanaan tugas dan tanggung jawab Dewan Komisaris Entitas Utama. - Tugas dan tanggung jawab Komite Tata Kelola Terintegrasi. - Tugas dan tanggung jawab Satuan Kerja Kepatuhan Terintegrasi. Tugas dan tanggung jawab Satuan Kerja Audit Intern Terintegrasi. - Penerapan Manajemen Risiko. - Penyusunan dan pelaksanaan Pedoman Tata Kelola Terintegrasi

The implementation of the Integrated Governance Committee’s Duties of 2016 wereas follows: 1. Evaluate the implementation of internal controls and integrated compliance function. 2. Review the Self-Assessment Report draft of the Implementation of the Integrated Governance in First and Second Semester of 2016. 3. Evaluate the implementation or application of the Integrated Governance principles by paying attention the significance and/or the morality of an issue towars the Integrated Governance on Financial Conglomeration. 4. Evaluate at least 7 (seven) assessment factors on the implementation of the Integrated Governance, namely: - Implementation of duties and responsibilities of the Main Entity’s Directors. - Implementation of duties and responsibilities of the Main Entity’s Board of Commissioners. - The duties and responsibilities of the Integrated Governance Committee. - The duties and responsibilities of the Integrated Compliance Working Unit. - The duties and responsibilities of the Integrated Internal Audit Working Unit. - The implementation of Risk Management. - Preparation and implementation of the Integrated Governance Manual

RAPAT KOMITE TATA KELOLA TERINTEGRASI

INTEGRATED GOVERNANCE COMMITTEE MEETING

Dalam melaksanakan tugasnya, Komite Tata Kelola Terintegrasi melakukan pertemuan berkala atau sewaktu-waktu sesuai dengan kebutuhan. Hasil Rapat telah di tuangkan dalam Risalah Rapat dan didokumentasikan dengan baik.

In performing its duties, the Integrated Governance Committee meets regularly or at any time accordingly to the needs. Meeting results have been specified in the Minutes of Meeting and well documented.

FREKUENSI DAN TINGKAT KEHADIRAN RAPAT KOMITE TATA

FREQUENCY AND ATTENDANCE LEVEL OF THE INTEGRATED FOVERNANCE COMMITTEE MEETINGS

KELOLA TERINTEGRASI

Selama tahun 2016 Komite telah melakukan meeting berkala sebanyak 4 (empat) kali untuk membicarakan/membahas terkait GCG Terintegrasi Lembaga Jasa Keuangan (LJK) Grup Victoria, sebagai berikut:

During 2016, the Committee has held 4 (four) regular meetings to discuss issues related to GCG Integrated Financial Services Institution (LJK) Victoria Group, as follows:

Tabel Tingkat Kehadiran Rapat Komite Tata Kelola Terintegrasi Table of Integrated Governance Committee Meeting Attendance Level Rapat Internal Komite Tata Kelola Terintegrasi

Nama Name

Jabatan Position

Integrated Governance Committee Internal Meeting Jumlah Rapat Number of Meeting

Jumlah Kehadiran

Number of Attendance

Tingkat Kehadiran (%) Attendance Level (%)

Zaenal Abidin PhD

Ketua/ Chairman

4

4

100%

Sugiharto

Anggota Tetap / Fixed Member

4

4

100%

Dr. H Hasannudin


4

4

100%

Antonius Tjipto Prastowo*


4

0

0%

Jejei Kurnia


4

4

100%

376



Rapat Internal Komite Tata Kelola Terintegrasi

Nama Name

Jabatan Position

Integrated Governance Committee Internal Meeting Jumlah Rapat Number of Meeting

Jumlah Kehadiran

Number of Attendance

Tingkat Kehadiran (%) Attendance Level (%)

V. Tolani


4

4

100%

RD. Widaningsih


4

4

100%

Tonny Setiadi


4

3

75%

*sakit *sick

AGENDA RAPAT KOMITE TATA KELOLA TERINTEGRASI

Adapun agenda rapat Komite Tata Kelola Terintegrasi, yaitu: Tanggal Date

THE INTEGRATED GOVERNANCE MEETING COMMITTEES AGENDA As for the Integrated Governance Committee meeting agenda are as follows: Agenda Pembahasan Discussion Agenda


Evaluasi Pedoman Tata Keloa Terintegrasi / The Evaluation of the Integrated Governance Guidelines


Mendengarkan penjelasan SKAIT, SKMRT dan SKKT / Listening to explanations on SKAIT, SKMRT and SKKT

27 April 2016 27 April 2016 12 Agustrus 2016 12 August 2016

Membahas proses mapping Group Victoria posisi akhir tahun 2015 / Discusses Victoria Group’s mapping process as of December 2015 Membahas proses mapping Group Victoria posisi Juni 2016 / Discussing Victoria Group’s mapping process as of June 2016

PENGEMBANGAN KOMPETENSI KOMITE TATA KELOLA TERINTEGRASI

COMPETENCE DEVELOPMENT GOVERNANCE COMMITTEE

OF

INTEGRATED

Untuk menunjang pelaksanaan tugas, Komite Tata Kelola Terintegrasi memiliki kesempatan untuk mengikuti dan berpartisipasi dalam berbagai pelatihan dan seminar untuk mengembangkan kompetensi. Pada tahun 2016, pengembangan kompetensi anggota Komite Risiko Usaha dan GCG dilakukan melalui diskusi internal.

To support the implementation of their task, the Integrated Governance Committee has the chance to follow and participate in various trainings and seminars to develop their competence. In 2016, the comperence development of Business Risk Committee and GCG members has been done through internal discussions.


CORPORATE SECRETARY

Sebagai perusahaan publik, Bank harus membangun dan memelihara komunikasi dengan regulator, kalangan pasar modal, investor maupun masyarakat umum. Hal ini dilakukan dalam rangka keterbukaan informasi sesuai dengan prinsip GCG dan dalam rangka citra publik terhadap Bank.

As a public company, the Bank must establish and maintain communication with the regulatory bodies, capital market circle, investors, and the general public. It is conducted for information openness in line with GCG principles and for the Bank’s public image.

Sejalan dengan persyaratan ketentuan tentang keterbukaan informasi perusahaan, Bank telah menunjuk Sekretaris Perusahaan. Sekretaris Perusahaan bertugas dan bertanggung jawab atas kegiatan publikasi mengenai aktifitas Bank dan memelihara kewajaran, konsistensi dan transparansi mengenai hal-hal terkait tata kelola perusahaan dan tindakan korporasi. Sekretaris Perusahaan juga bertanggung jawab memonitor kepatuhan Bank terhadap peraturan dan ketentuan pasar modal serta sebagai penghubung antara Bank Victoria dengan stakeholders.

In compliance with the requirements for corporate information openness, the Bank appoints a Corporate Secretary. The Corporate Secretary is responsible for publication of the Bank’s activities and maintenance of fairness, consistency, and transparency of matters connected with corporate governance and actions. The Corporate Secretary is also responsible for monitoring of the Bank’s compliance with the regulations on capital markets and the Corporate Secretary also functions to liaise between Bank Victoria and the stakeholders.

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2016 Annual Report

DASAR PENGANGKATAN PERUSAHAAN


SEKRETARIS

BASIS OF APPOINTMENT OF CORPORATE SECRETARY

Dasar pengangkatan Sekretaris Perusahaan mengacu pada Peraturan Otoritas Jasa Keuangan No.35/POJK.04/2014 tentang Sekretaris Perusahaan Emiten atau Perusahaan Publik.

The basis for the appointment of Corporate Secretary is the Financial Services Authority Regulation Number 35/ POJK.04/2014 on the Secretary of Issuing Company or Issuing Company.

STRUKTUR SEKRETARIS PERUSAHAAN

STRUCTURE OF CORPORATE SECRETARY

Sekretaris Perusahaan Bank Victoria bertanggung jawab langsung kepada Direktur Utama atas pelaksanaan tugasnya. Dalam menjalankan tugasnya Kepala Divisi Sekretaris Perusahaan (Corporate Secretary) dibantu oleh seorang Kepala Bagian dan 3 (tiga) orang staf. Adapun struktur Sekretaris Perusahaan Bank Victoria adalah sebagai berikut.

Bank Victoria’s Corporate Secretary of is directly responsible to the President Director for the execution of its tasks. In performing its tasks, Division Head of Corporate Secretary (Corsec) is assisted by a Departement Head of and three (3) staff members. The structure of the Bank’s Corporate Secretary Victoria is as follows.

Direktur Utama (Daniel Budirahayu )

Kepala Divisi Corporate Secretary (Ruly Dwi Rahayu)

Kepala Bagian Corporate Secretary (Ahmad Suheri)

Staff

FUNGSI DAN TUGAS SEKRETARIS PERUSAHAAN Sekretaris Perusahaan memiliki peranan penting untuk memastikan aspek keterbukaan dari Perusahaan. Sekretaris Perusahaan bertanggung jawab secara langsung kepada Direktur Utama. Tugas dan tanggung jawab pokok Sekretaris Perusahaan meliputi komunikasi internal dan eksternal serta hubungan kesekretariatan pimpinan perusahaan. Tugas Sekretaris Perusahaan adalah: 1. Mengikuti perkembangan Pasar Modal khususnya peraturanperaturan yang berlaku di bidang Pasar Modal. 2. Memberikan pelayanan kepada masyarakat atas setiap Informasi yang dibutuhkan pemodal berkaitan dengan kondisi Emiten atau Perusahaan Publik. 3. Memberikan masukan kepada Direksi Emiten atau Perusahaan Publik untuk mematuhi ketentuan Undangundang nomor 8 tahun 1995 tentang Pasar Modal dan peraturan pelaksanaannya. 4. Sebagai penghubung atau contact person antara Emiten atau Perusahaan Publik dengan Bapepam dan LK serta masyarakat.

Staff

Staff

FUNCTION AND TASKS OF CORPORATE SECRETARY The Corporate Secretary has an important role to ensure the Company’s aspect of transparency. The Corporate Secretary is directly responsible to the President Director. The main tasks and responsibilities of the Corporate Secretary include internal and external communications as well as secretarial relationship of the company’s leadership. The tasks of the Corporate Secretary are: 1. To follow the development in the capital market, especially applicable regulations on capital market 2. To provide for the public any information required by investors about the condition of th eIssuer or Public Company 3. To give input to the Board of Directors of the Issuer or Public Company to comply with the provisions of Law No. 8 of 1995 on Capital Market and its implementing regulations 4. To be a contact person between the Issuer or Public Company and Bapepam and Financial Institutions and the public.

PROFIL SEKRETARIS PERUSAHAAN

CORPORATE SECRETARY PROFILE

Sekretaris Perusahaan dijabat oleh Ruly Dwi Rahayu sesuai dengan Surat Keputusan Direksi No.021/SK-DIR/01/13 tanggal 31 Januari 2013 efektif sejak tanggal 01 Februari 2013 dan dikinikan berdasarkan surat Keputusan Direksi No.012/SK-DIR/ HCM/06/2015 tanggal 22 Juni 2016.

The Corporate Secretary is held by Ruly Dwi Rahayu in accordance with the Decree Letter of the Board of Directors No. 021/SK-DIR/01/13 dated January 31, 2013 effective from February 1, 2013 and updated by the Decree Letter of the Board of Directors No.012/SK-DIR/HCM /06/2015 dated June 22, 2016.

378



Warga Negara Indonesia, umur 51tahun, lahir di Jakarta pada tahun 1965. Berdomisili di Bekasi. Menjabat sebagai Sekretaris Perusahaan sejak 2013. Sebelumnya menjabat sebagai Kepala Divisi Manajemen Risiko (2011-2013), Kepala Divisi Manajemen Risiko dan Kepatuhan Bank Victoria (20062011), Kepala Satuan Kerja Audit Internal Bank Victoria (1995-2006) dan sebagai Staf Auditor PT Panin Bank (1991-1995). Memperoleh gelar Sarjana Kimia dari Universitas Indonesia pada tahun 1990. Ruly Dwi Rahayu Indonesian citizen, 51 years old, born in Jakarta in 1965. Residing in Bekasi, Indonesia. Residing in Jakarta. Served as the Corporate Secretary since 2013. Previously served as Head of Risk Management (2011-2013), Head of Risk Management and Compliance Division of PT Bank Victoria International Tbk. (2006-2011), Head of Internal Audit Working Unit of PT Bank Victoria International Tbk. (1995-2006), and as an Audit Staff of PT Bank Panin (1991-1995). She obtained her Bachelor of Chemical Science degree from University of Indonesia in 1990.

PROGRAM PENINGKATAN KOMPETENSI SEKRETARIS PERUSAHAAN

COMPETENCE DEVELOPMENT PROGRAM FOR THE CORPORATE SECRETARY

Untuk mendukung pelaksanaan tugasnya, Sekretaris Perusahaan mengikuti serangkaian program pengembangan kompetensi. Program pengembangan kompetensi yang diikuti Sekretaris Perusahaan pada 2016 sebagai berikut.

To support the execution of its duties, the Corporate Secretary attended a series of competency development programs. Competency development programs attended by the Corporate Secretary in 2015 were as follows.

Jenis Kegiatan Pengembangan Kompetensi

Tanggal 19 Maret 2016 19 March 2016

14 Mei 2016 14 May 2016

Penyelenggara

Leadership Batch 3 Leadership Batch 3

IBS

Penyelarasan Fungsi Kepatuhan, Pengendalian Internal dan Management Risiko Dalam Rangka Peningkatan Efektifitas Penerapan GCG (Refreshment Management Risiko)

RMI

The alignment of Functions of Compliance, Internal Control and Risk Management to Improve Effectiveness of Application of GCG (Refreshment Management Risk)

PELAKSANAAN TUGAS SEKRETARIS PERUSAHAAN TAHUN 2016

EXECUTION OF TASKS SECRETARY IN 2016

OF

THE

CORPORATE

Kegiatan yang dilakukan oleh Sekretaris Perusahaan sepanjang tahun 2016 berdasarkan laporan Tahunan No.001/ CORSEC-DIR/01/17 tanggal 27 Januari 2017 adalah sebagai berikut. 1. Rapat-rapat : a. Rapat Direksi sebanyak 41 (empat puluh satu) kali. b. Rapat Dewan Komisaris sebanyak 10 (sepuluh) kali. c. Rapat Direksi - Dewan Komisaris 13 (tiga belas) kali. d. Rapat Dewan Komisaris – Direktorat 9 (Sembilan). 2. Membuat dan menyampaikan surat-surat eksternal sebagai berikut. a. Januari 2016 sebanyak 64 (enam puluh empat) surat. b. Pebruari 2016 sebanyak 66 (enam puluh enam) surat. c. Maret 2016 sebanyak 76 (tujuh puluh enam) surat. d. April 2016 sebanyak 110 (seratus sepuluh) surat. e. Mei 2016 sebanyak 103 (seratus tiga) surat. f. Juni 2016 sebanyak 132 (seratus tiga puluh dua) surat. g. Juli 2016 sebanyak 83 (delapan puluh tiga) surat. h. Agustus 2016 sebanyak 74 (tujuh puluh empat) surat. i. September 2016 sebanyak 56 (lima puluh enam) surat. j. Oktober 2016 sebanyak 70 (tujuh puluh) surat. k. November 2016 sebanyak 85 (delapan puluh lima) surat. l. Desember 2016 sebanyak 61 (enam puluh satu) surat .

The activities carried out by the Corporate Secretary throughout 2016 based on Annual Report No. 001/CORSEC-DIR/01/17 dated January 27, 2017 are as follows. 1. Meetings : a. Board of Directors’ Meetings, 41 (forty one) times. b. Board of Commissioners’ Meetings, 10 (ten) times. c. Board of Directors and Commissioners’ Meetings, 13(thirteen) times. d. Board of Directors and Commissioners’ Meetings, 9 (nine) times. 2. Wrote and delivered letters to external parties as follows. a. b. c. d. e. f. g. h. i. j. k. l.

January 2016, 64 (sixty four) letters. February 2016, 66 (sixty six) letters. March 2016, 76 (seventy six) letters. April 2016, 110 (one hundred ten) letters. May 2016, 103 (one hundred three) letters. June 2016, 132 (one hundred thirty two) letters. July 2016, 83 (eighty three) letters. August 2016, 74 (seventy four) letters. September 2016, 56 (fifty six) letters. October 2016, 70 (seventy) letters. November 2016, 85 (eighty five) letters. December 2016, 61 (sixty one) letters.

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3. Membuat dan menyampaikan laporan : a. Laporan Internal - Bulanan, berupa Memo Internal Perubahan Kepemilikan Saham. - Tahunan, berupa Laporan Tahunan Divisi Corporate Secretary. b. Laporan Eksternal - Laporan Registrasi Pemegang Saham sebanyak 12 kali ke website BEI.


3. Prepared and submitted reports: a. Internal reports - Monthly, such as Internal Memo on Change in Share Ownership. - Annually, such as Annual Report of Corporate Secretary Division. b. External report - Report on Registration of Shareholders, 12 times to BEI website.

BULAN MONTH

-

TANGGAL DATE

Desember 2015 / December 2015

08 Januari 2016 / 8 January 2016

Januari 2016 / January 2016

10 Februari 2016 / 10 February 2016

Februari 2016 / February 2016

08 Maret 2016 / 8 March 2016

Maret 2016 / March 2016

07 April 2016 / 7 April 2016

April 2016 / April 2016

04 Mei 2016 / 4 May 2016

Mei 2016 / May 2016

08 Juni 2016 / 8 June 2016

Juni 2016 / June 2016

12 Juli 2016 / 12 July 2016

Juli 2016 / July 2016

09 Agustus 2016 / 9 August 2016

Agustus 2016 / August 2016

07 September 2016 / 7 September 2016

September 2016 / September 2016

06 Oktober 2016 / 6 October 2016

Oktober 2016 / October 2016

08 November 2016 / 8 November 2016

Nopember 2016 / November 2016

06 Desember 2016 / 6 Desember 2016

Desember 2016 / December 2016

09 Januari 2017 / 09 January 2017

Laporan Realisasi Penggunaan Dana sebanyak 3 (tiga) kali

-

The Fund Realization Report, 3 (three) times

SURAT LETTER

-

TANGGAL DATE

023/DIR-EKS/04/16

07 April 2016 / 07 April 2016

019/DIR-EKS/07/16

13 Juli 2016 / 13 July 2016

029/DIR-EKS/08/16

09 Agustus 2016 (waran jatuh tempo) / 09 August 2016

Laporan Pihak (semesteran)

Terkait

sebanyak

2

kali

-

Report of Related Parties, 2 times (per semester)

SURAT LETTER

TANGGAL DATE

065/DIR-EKS/07/16

26 Juli 2016 / 26 July 2016

- Laporan Exercise Waran sebanyak 12 kali JUMLAH EXERCISE WARAN WARRANTS EXERCISED

-

Report on Exercise of Warrants, 12 times

SURAT LETTER

TANGGAL DATE

20.700

076/DIR-EKS/03/16

31 Maret 2016 / 31 March 2016

30.800

056/DIR-EKS/04/16

14 April 2016 / 14 April 2016

72

095/DIR-EKS/05/16

30 Mei 2016 / 30 May 2016

513

024/DIR-EKS/06/16

06 Juni 2016 / 6 June 2016

282

096/DIR-EKS/06/16

17 Juni 2016 / 17 June 2016

300.000.000

108/DIR-EKS/06/16

28 Juni 2016 / 28 June 2016

50.000.000

109/DIR-EKS/06/16

28 Juni 2016 / 28 June 2016

380


- -


JUMLAH EXERCISE WARAN WARRANTS EXERCISED

SURAT LETTER

TANGGAL DATE

69.860.268

123/DIR-EKS/06/16

30 Juni 2016 / 30 June 2016

7.863.680

004/DIR-EKS/07/16

01 Juli 2016 / 1 July 2016

236.542.999

006/DIR-EKS/07/16

01 Juli 2016 / 1 July 2016

43.811.441

015/DIR-EKS/07/16

12 Juli 2016 / 12 July 2016

43.355.792

016/DIR-EKS/07/16

12 Juli 2016 / 12 July 2016

Laporan Keterbukaan Informasi pada website BEI sebanyak 14 (empat belas) kali. Laporan Hasil RUPS sebanyak 4 kali

- Report on Transparency of Information in BEI website, 14 (fourteen) times. - Report on Resolution of GMS, 4 times

SURAT LETTER

- -

TANGGAL DATE

010/DIR-EKS/03/16

02 Maret 2016 / 2 March 2016

104/DIR-EKS/06/16

28 Juni 2016 / 28 June 2016

026/DIR-EKS/09/16

09 September 2016 / 9 September 2016

055/DIR-EKS/11/16


Laporan Keuangan Tahunan kepada Departemen Perindustrian dan Perdagangan. Laporan Penjelasan Atas Volatilitas Saham sebanyak 3 (tiga ) kali

- -

Report on Annual Report to the Department of Industry and Trade. Report on Explanation of Stock Volatility, 3 (three) times

SURAT LETTER

TANGGAL DATE

047/DIR-EKS/03/16

18 Maret 2016 / 18 March 2016

009/DIR-EKS/07/16

04 Juli 2016 / 04 July 2016

082/DIR-EKS/11/16


4. Mengadakan Rapat Umum Pemegang Saham : Rapat Umum Pemegang Saham General Meeting of Shareholders

4. Held General Meetings of Shareholders: Agenda Agenda

RUPSLB tanggal 29 Februari 2016 EGMS dated 29 February 2016

- Perubahan susunan pengurus Bank / Changes in the structure of the Bank

RUPST tanggal 24 Juni 2016 EGMS dated 24 June 2016

- Laporan Tahunan Bank / Bank Annual Report - Penetapan penggunaan laba bersih Bank / Determination of the use of Bank net income - Pertanggungjawaban realisasi penggunaan dana hasil pelaksanaan waran / Responsibility for the realization of the use of funds resulting from the exercise of warrants - Perubahan susunan pengurus dan pengangkatan kembali pengurus Bank / Changes in the organizational structure and reappointment of the Bank’s management - Pemberian kuasa dan wewenang kepada wakil pemegang saham untuk menetapkan honorarium Dewan Komisaris dan pemberian kuasa dan wewenang kepada Dewan Komisaris untuk menetapkan pembagian tugas dan tanggung jawab anggota Direksi dan besarnya gaji. / Providing authorization and authority to shareholders’ representatives to determine the honorarium of the Board of Commissioners and authorization and authority to the Board of Commissioners to determine the distribution of duties and responsibilities of the members of the Board of Directors and the amount of the salary. - Penunjukan Kantor Akuntan Publik / Appointment of Public Accounting Firm

RUPSLB tanggal 7 September 2016 EGMS dated 7 Spetember 2016

- Perubahan susunan pengurus Bank / Changes in the structure of the Bank

RUPSLB tanggal 18 November 2016 EGMS dated 18 November 2016

- Penambahan Modal Tanpa Hak Memesan Efek Terlebih Dahulu / Additional Capital without Preemptive Rights - Perubahan susunan pengurus Bank / Changes in the structure of the Bank

5. Public Expose a. Publik Expose Tahunan tanggal 24 Juni 2016 b. Publik Expose Insidentil pada Investor Summit di Surabaya tanggal 18 Agustus 2016 6. Annual Report Tahun 2016 memenangkan ARA kategori Private Listed Non Devisa juara ke-4

5. Public Expose a. Annual Public Expose on 24 June 2016 b. Incidental Public Expose in Investor Summit in Surabaya on 18 August 2016 6. Annual Report In 2016 it won ARA for category of Private Listed Non Foreign Exchange in the 4th place

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KOMITE DI BAWAH DIREKSI

COMMITTEES DIRECTORS

Dalam menjalankan tugasnya, Direksi dibantu oleh Komitekomite yang bertugas untuk memberikansaran dan rekomendasi yang berhubungan dengan kebijakan-kebijakan dan arahanarahan Direksi. Saat ini Bank Victoria memiliki 10 (sepuluh) komite di bawah Direksi.

In performing its tasks, the Board of Directors is assisted by the Committees with the tasks of providing advice and recommendations related to the policies and directives of the Board of Directors. Currently, Bank Victoria has 10 (ten) committees under the Board of Directors.

Dalam pembentukan komite-komite tersebut, Direksi berwenang untuk mengatur komposisi dan kompetensi anggota komite sesuai dengan ukuran dan kompleksitas usaha Bank. Rekomendasi darimasing-masing komite akan menjadi acuan Direksi dalam pengambilan keputusan.

In the formation of these committees, the Board of Directors is authorized to regulate the composition and competence of the Committee members in accordance with the size and complexity of the Bank’s business. Recommendations from each Committee will become the reference of the Directors in making decisions.

Uraian mengenai komite-komite di bawah Direksi adalah sebagai berikut.

The Descriptions of the Committees under the Board of Directors are as follows:

KOMITE MANAJEMEN RISIKO

RISK MANAGEMENT COMMITTEE

Komite Manajemen Risiko adalah komite eksekutif yang dibentuk oleh Direksi Bank sebagai wadah pengambilan keputusan dan pengevaluasian pelaksanaan, menyusun strategi dan pedoman penerapan manajemen risiko, menetapkan hal-hal yang terkait dengan keputusan bisnis dan menyempurnakan pelaksanaan manajemen risiko berdasarkan hasil evaluasi pelaksanaan proses dan sistem manajemen risiko yang efektif. Komite Manajemen Risiko dibutuhkan agar pengelolaan seluruh risiko bisnis dapat dilakukan secara sistematis dan berkesinambungan.

The Risk Management Committee is an executive committee formed by the Board of Directors of the Bank as a forum for decision-making and evaluation of the implementation, develops a strategy and guidelines for risk management, establish matters related to the business decisions and Improve the implementation of risk management based on the evaluation of an effective risk management process and system. The Risk Management Committee is required so that the entire management of business risks can be done systematically and continuously.

STRUKTUR DAN KEANGGOTAAN KOMITE MANAJEMEN RISIKO

STRUCTURE AND MEMBERSHIP OF THE RISK MANAGEMENT COMMITTEE

Susunan keanggotaan Komite Manajemen Risiko Bank Victoria sebagai berikut. Ketua (Anggota Tetap) : Director of Compliance and Risk Management Anggota Tetap : Board of Directors Associate Directors Head of Division Risk Management/ Integrated (Secretary) Head of Division SKAI/Integrated and Anti Fraud Anggota Tidak tetap : Head of Divisions

The membership composition of the Risk Management Committee at Bank Victoria is as follows. Chairman (Permanent Member) : Director of Compliance and Risk Management Permanent Member : Board of Directors Associate Directors Head of Division Risk Management/ Integrated (Secretary) Head of Division SKAI/ Integrated and Anti Fraud Non permanent Member : Head of Divisions

URAIAN TUGAS DAN MANAJEMEN RISIKO

DESCRIPTION OF THE DUTIES AND RESPONSIBILITIES OF THE RISK MANAGEMENT COMMITTEE

TANGGUNG

JAWAB

KOMITE

UNDER

THE

BOARD

OF

Uraian Tugas Komite Manajemen Risiko sebagai berikut.

Description of Risk Management Committee’s Duties are as follows.

1. Melakukan pengembangan atas penerapan budaya risiko untuk setiap jenjang organisasi; 2. Mengevaluasi dan melakukan penyesuaian atas Kebijakan dan Pedoman Umum Penerapan Manajemen Risiko yang dimiliki Bank, dengan kebijakan regulator yang disesuaikan dengan ukuran dan kompleksitas usaha Bank serta risiko yang melekat pada Bank; 3. Mengevaluasi arah, strategi dan program Manajemen Risiko;

1. Development the application of the risk culture for every level of the organization. 2. Evaluation and Adjustment of Risk Management Implementation Policies and General Guidelines with regulator policy that adapted to the Bank’s size and complexity as well as its inherent risks. 3. Evaluation the Risk Management’s direction, strategy and program.


382


4. Mengevaluasi penerapan Manajemen Risiko, yang meliputi: a. Pemantauan terhadap implementasi Kebijakan dan Pedoman Umum Penerapan Manajemen Risiko; b. Pemantauan posisi/eksposur risiko secara keseluruhan, atau per jenis risiko; c. Penerapan stress testing guna mengetahui dampak dari implementasi kebijakan dan strategi Manajemen Risiko; d. Pemantauan kajian terhadap usulan aktivitas/produk baru, termasuk mengevaluasi sistem dan prosedur yang digunakan serta dampaknya terhadap eksposur risiko Bank secara keseluruhan.

4. Evaluation of the implementation of Risk Management, which include: a. Monitoring of the implementation of Risk Management Implementation Policies and General Guidelines. b. Monitor overall risk position/exposure or per type of risk. c. The application of stress testing to determine the impact from the implementation of Risk Management policies and strategies. d. Monitor study of the proposed new activities/products, including evaluating system and the procedures used and its impact to the Bank’s overall risk exposure.

RAPAT KOMITE MANAJEMEN RISIKO

RISK MANAGEMENT COMMITTEE’S MEETING

Dalam melaksanakan tugasnya, Komite Manajemen Risiko melakukan pertemuan secara berkala (bulanan) atau sewaktuwaktu sesuai dengan kebutuhan. Selama tahun 2016, Komite Manajemen Risiko Bank telah menyelenggarakan pertemuan sebanyak 12 (dua belas) kali pertemuan yang dihadiri oleh anggota Komite.

In performing its duties, the Risk Management Committee meet regularly (monthly) or at any time in accordance with the needs. During 2015, the Banks’ Risk Management Committee held a total of 12 (twelve) meetings, attended by all members of the Committee.

Adapun agenda rapat Komite Manajemen Risiko selama tahun 2016, yaitu:

The agenda of the Risk Management Committee meeting during 2016 are as follows:

1. Arahan dan saran Komite Manajemen Risiko pada rapat sebelumnya; 2. Pemaparan akan indikator makro ekonomi, antara lain indikator-indikator makro dan mikro serta indikator perekonomian lainnya baik nasional maupun global; 3. Early Warning terkait penerapan Manajamen Risiko atas 8 jenis risiko Bank; 4. Tingkat Kesehatan Bank dengan metode (Risk Based Banking Rating – RBBR) sesuai ketentuan regulator khususnya terkait dengan penilaian terhadap Profil Risiko; 5. Rekomendasi Komite Manajemen Risiko.

1 Direction and advice from the Risk Management Committee in the previous meeting; 2 Explanation on macro-economic indicators, including macro and micro indicators as well as other economic indicators both nationally and globally; 3 Early Warning related to the implementation of Risk Management on 8 types of risk faced by the Bank; 4 Bank’s Healthy Level with Risk Based Banking Rating RBBR method in accordance with the Authority’s provision particularly related to the assessment of the Risk Profile; 5 Recommendations from the Risk Management Committee.

PELAKSANAAN TUGAS KOMITE MANAJEMEN RISIKO TAHUN 2016

THE EXECUTION OF THE RISK MANAGEMENT COMMITTEE IN 2016

Pelaksanaan Tugas Komite Manajemen Risiko tahun 2016 sebagai berikut: 1. Pembahasan Laporan Profil Risiko secara berkala atau triwulanan baik individual maupun konsolidasi dan Tingkat Kesehatan secara berkala atau semesteran individual maupun konsolidasi; 2. Penyampaian kajian kecukupan modal sesuai dengan profil risiko Bank (ICAAP) yang disampaikan kepada Regulator secara berkala atau semesteran individual maupun konsolidasi; 3. Melaksanakan evaluasi secara berkala (periodik) terhadap parameter risiko inheren dan kualitas penerapan manajemen risiko Bank sesuai dengan kompleksitas dan karakteristik Bank; 4. Melakukan pengkinian terhadap Prosedur Penilaian Profil Risiko yang disesuaikan dengan kompleksitas dan karakteristik Bank; 5. Meningkatkan budaya risiko pada seluruh jenjang organisasi Bank; 6. Memantau perkembangan dan kondisi portofolio kredit Bank. 7. Pelaksanaan Business Impact Analysis (BIA) dan Risk Assessment yang merupakan dasar dalam penerapan Business Contuinity Plan (BCP) untuk menjamin operasional Bank tetap berfungsi walaupun terdapat gangguan/bencana;

The execution of the Risk Management Committee’s Tasks in 2016 were as follows: 1. Discussion of Risk Profile Report regularly or quarterly, by individual and consolidated manner as well as the Bank’s Health Level periodically or semiannually, in individual and consolidated manner; 2. Submission of capital adequacy assessment in accordance with the Bank’s risk profile (ICAAP) submitted to the Authority periodically or semiannually, in individual and consolidated manner; 3. Carried out periodic evaluation on the inherent risk parameters and the quality of the Risk Management implementation in accordance with the bank’s complexity and characteristics; 4. Updated the Risk Profiles Evaluation Procedure that tailored to the Bank’s complexity and characteristics. 5. Improved the risk culture at all levels of Bank’s organizations. 6. Monitored the development and conditions of the Bank’s loan portfolio. 7. The Implementation of Business Continuity Management (BCM) which covers Business Contuinity Plan (BCP) to ensure the Bank’s operations continue to function despite a disruption/disaster;

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8. Stress-test terhadap kecukupan modal dan pendanaan.


9. Melakukan pemantauan risiko baik per jenis risiko maupun secara konsolidasi;

8. Performed Stress-test on the adequacy of capital and funding. 9. Monitored risk either by type of risk or in a consolidated manner.

KOMITE KEBIJAKAN PERKREDITAN

CREDIT POLICY COMMITTEE

Komite Kebijakan Prekreditan merupakan komite yang membantu Direksi dalam merumuskan kebijakan, mengawasi pelaksanaan kebijakan, memantau perkembangan dan kondisi portofolio perkreditan serta memberikan saran-saran langkah perbaikan.

The Credit Policy Committee is a committee that assisting the Board of Directors in formulating policies, monitoring the implementation of policies, monitoring the credit portfolio developments and conditions as well as provide improvement measures.

STRUKTUR DAN KEANGGOTAAN KOMITE KEBIJAKAN PERKREDITAN

THE STRUCTURE AND MEMBERSHIP OF THE CREDIT POLICY COMMITTEE

Susunan dari:

The membership composition of the Risk Policy Commitee

anggota

Komite

Kebijakan

Perkreditan

terdiri

Ketua : President Director Wakil Ketua merangkap Anggota : Director of Business Director of Credit

Sekretaris merangkap Anggota : Kepala Divisi dan Wakil Kepala Divisi Credit Analyst Anggota : Deputy President Director Director of Compliance and Risk Management Kepala Divisi Corporate Banking Kepala Divisi Commercial banking – 1 Kepala Divisi Commercial Banking – 2 Unit Head Business Support Unit Head Consumer Lending Kepala Divisi Financial Institution and Capital Market Kepala Divisi Credit Administration Kepala Divisi dan/atau Wakil Kepala Divisi Law Bureau and Legal Kepala Divisi Risk Management/ Integrated Kepala Divisi Compliance, KYC /Integrated and System Procedure Kepala Divisi SKAI/Integrated and Anti Fraud

URAIAN TUGAS DAN TANGGUNG KEBIJAKAN PERKREDITAN

JAWAB

KOMITE

Uraian Tugas Komite Kebijakan Perkreditan sebagai berikut. 1. Memberikan masukan kepada Direksi dalam rangka penyusunan Kebijakan Perkreditan Bank (KPB), terutama yang berkaitan dengan perumusan prinsip kehati-hatian dalam perkreditan Bank. 2. Mengawasi agar kebijakan perkreditan Bank dapat diterapkan dan dilaksanakan secara konsekuen dan konsisten serta merumuskan pemecahan apabila terdapat hambatan/kendala dalam penerapan KPB. 3. Melakukan kajian terhadap kebijakan perkreditan Bank dan memberikan saran kepada Direksi apabila diperlukan perubahan kebijakan perkreditan Bank.

Chairman : President Director Vice Chairmant concurrently as Member : Director of Business Director of Credit Secretary conccurently as Member : Divison Head and Deputy Division Head of Credit Analyst Member : Deputy President Director Director of Compliance and Risk Management Division Head of Corporate Banking Division Head of Commercial Banking - 1 Division Head of Commercial Banking - 2 Unit Head Business Support Unit Head Consumer Lending Division Head of Financial Institution and Capital Market Division Head of Credit Administration Division Head and/or Deputy Division Head of Law Bureau and Legal Divison Head of Risk Management/ Integrated Division Head of Compliance, KYC/ Integrated and System Procedure Division Head of SKAI/Integrated and Anti Fraud / Division Head of IAWU/ Integrated and Anti Fraud THE CREDIT POLICY RESPONSIBILITIES

COMMITTEE

TASKS

AND

The Credit Policy Committee has the following tasks. 1. Provide feedback for the Board of Directors in formulation of Bank Credit Policy (BCP), primarily pertaining to the formulation of principles of prudence in the Bank’s credit extension . 2. Supervise the Bank’s credit policy to allow consequent and consistent application and implementation and formulate solutions to obstacles/constraints in BCP implementation 3. Review the Bank’s credit policy and provide suggestions to the Board of Directors when changes of such credit policy are required.


384


4. Memantau dan mengevaluasi: a. Perkembangan dan kualitas portofolio perkreditan secara keseluruhan; b. Kebenaran pelaksanaan kewenangan memutus kredit; c. Kebenaran proses pemberian kredit, perkembangan dan kualitas yang diberikan kepada pihak yang terkait dengan Bank dan Debitur-Debitur Besar; d. Kebenaran pelaksanaan ketentuan batas maksimum pemberian kredit; e. Ketaatan terhadap ketentuan perundang-undangan dan peraturan lainnya dalam pelaksanaan pemberian kredit; f. Penyelesaian kredit bermasalah sesuai dengan yang diterapkan dalam kebijakan perkreditan Bank; g. Upaya Bank dalam memenuhi kecukupan jumlah penyisihan penghapusan kredit.

4. Monitor and evaluate: a. Progress and quality of overall credit portfolio;

RAPAT KOMITE KEBIJAKAN PERKREDITAN

CREDIT POLICY COMMITTEE MEETINGS

Dalam melaksanakan tugasnya, Komite Kebijakan Perkreditan melakukan pertemuan berkala atau sewaktu-waktu sesuai dengan kebutuhan dan situasi ekonomi yang berkembang di pasar. Komite Kebijakan Perkreditan telah melaksanakan 3 kali rapat selama tahun 2016 sebagai berikut:

In performing its tasks, the Credit Policy Committee holds periodical meetings or at any time when needed and In accordance with economic situation developing in the market. The Credit Policy Committee has conducted 3 meetings during 2016 as follows.

Tanggal Rapat Meeting Date 28 April 2016 28 April 2016

18 Mei 2016 18 May 2016

b. The correctness of implementation of the authority to terminate credit; c. The correctness of credit extension process, progress and quality provided to parties relevant to the Bank and Major Debtors; d. The correctness of implementation of legal lending limit provisions; e. The compliance with the laws and regulations on credit extension implementation; f. The settlement of non-performing loans according to the applied Bank’s credit policy; g. The Bank’s efforts to meet adequacy of allowance for bad debts..

Agenda Rapat Meeting Agenda -

Revisi keanggotaan tetap Komite Kebijakan Perkreditan. / Revise the permanent membership of the Credit Policy Committee.

-

Format baru Memo Analisa Kredit untuk kredit diatas Rp1 miliar, diluar Multifinance dan Konsumer. / New format Memo Credit Analysis for loans above Rp 1 billion, excluding Multifinance and Consumer.

-

Pengaturan Unit/Divisi yang bertanggungjawab dalam pembuatan Memo Analisa Kredit untuk segmen kredit komersial, kredit korporasi dan restrukturisasi kredit serta Unit/Divisi yang melakukan proses review atas Memo Analisa Kredit. / Unit / Division Arrangement which is responsible for making Credit Memo Memo for commercial credit segment, corporate credit and credit restructuring and Unit / Division which conducts review process on Memo Credit Analysis.

-

Penetapan nama jabatan untuk credit officer baik untuk segmen consumer, komersial, korporasi maupun pembiayaan multifinance, serta untuk tenaga pemasaran di kantor Area, Cabang, Capem. / Establishment of position for credit officer for consumer, commercial, corporate and multifinance segment, and for marketing officer in Area, Branch Office, Capem office.

-

Perubahan titel jabatan dari Account Officer menjadi Credit Analyst Officer (CAO) dan penegasan pembuatan MAK oleh Divisi bisnis sesuai segmen dan plafond fasilitas. / Change of title position from Account Officer to Credit Analyst Officer (CAO) and confirmation of MAK by Business Division according to segment and facility ceiling.

- Penegasan Job Description untuk Divisi Credit Analyst and Restructure . / Assignment Job Description for Credit Analyst and Restructure Division.

31 Mei 2016 31 May 2016

-

Sosialisasi dan pembuatan format MAK baru untuk plafond diatas Rp1 miliar diluar Multifinance dan Konsumer. / Socialization and creation of new MAK format for ceiling above Rp 1 billion beyond Multifinance and Consumer.

-

Pembuatan format MAK baru untuk fasilitas Back to Back dan plafond diatas Rp1 miliar diluar Multifinance dan Konsumer / Creation of new MAK format for Back to Back and ceiling facilities above Rp 1 billion beyond Multifinance and Consumer

-

Limit Penyediaan Dana Group Debitur dan Single Debitur terhadap BMPK / Limit on Provision of Funds for Debtor and Single Debtor Group to LLL

-

Watchlist/Selective monitoring untuk Usaha Debitur tertentu, antara lain: Pertambangan, Perikanan, Airline, Perkapalan. / Watchlist / Selective monitoring for certain Debtor Enterprises, among others: Mining, Fisheries, Airline, Shipping.

-

Monitoring Laporan Kelompok Peminjam / Monitoring of Borrower Group Reports

PELAKSANAAN TUGAS KOMITE KEBIJAKAN PERKREDITAN TAHUN 2016

THE IMPLEMENTATION OF TASK OF CREDIT POLICY COMMITTEE IN 2016

Pelaksanaan Tugas Komite Kebijakan Perkreditan di tahun 2016 sebagai berikut. 1. Memberikan masukan dalam penyempurnaan kebijakan perkreditan Bank Victoria; 2. Melaksanakan pengawasan terhadap implementasi kebijakan perkreditan Bank Victoria; 3. Melakukan evaluasi kebijakan perkreditan Bank Victoria secara berkala sesuai dengan perkembangan ekonomi dan pasar;

The implementation of Credit Policy Committee’s Tasks in 2015 was as follows. 1. Provided feedback on improvement of credit policy of Bank Victoria; 2. Supervised credit implementation by Bank Victoria; 3. Made a periodic evaluation of credit policy;

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2016 Annual Report


4. Memberikan saran dan pertimbangan kepada Direksi terkait pelaksanaan kebijakan perkreditan Bank Victoria.

4. Provided feedback and considerations to the Board of Directors related to credit policy implementation.

KOMITE KREDIT

CREDIT COMMITTEE

Komite Kredit merupakan Komite yang terdiri dari Anggota Direksi Bank dan Kepala Divisi terkait yang bertanggung jawab dan diberi wewenang untuk memutuskan jumlah Credit Exposure Bank dalam bentuk Aktiva Produktif sesuai dengan jumlah atau limit tertentu yang telah ditetapkan.

The Credit Committee is a committee consisting of members of the Board of Directors and the relevant Division Heads responsible for and authorized to decide the amount of the Bank’s Credit Exposure in the form of Productive Assets according to a certain determined amount or limit.

STRUKTUR DAN KEANGGOTAAN KOMITE KREDIT

THE STRUCTURE AND MEMBERSHIP OF CREDIT COMMITTEE

Anggota Komite Kredit terdiri dari anggota Direksi dan Division/ Unit Head terkait sesuai dengan batas kewenangan yang ada, sebagai berikut:

The Comite Credit consist of member of the Board of Directors and relevant Division/Unit Head in accordance with existed responsibility as follows:

Ketua merangkap Anggota : President Director Anggota : Deputy President Director Director of Business Director of Credit Division/Unit Head - Corporate Banking Division Head - Commercial Banking Divison Head - Multi Finance Division Head - Consumer Landing Unit Head - Financial Institution and Capital Market Division Head

Chairman concurrent as Member Member

URAIAN KREDIT

KOMITE

THE DESCRIPTION OF THE CREDIT COMMITTEE’S TASKS AND RESPONSIBILITY

Uraian Tugas Komite Kredit adalah sebagai berikut. 1. Menyelenggarakan Rapat/Pertemuan KKP untuk mengevaluasi usulan kredit dan meminta data/informasi apabila diperlukan; 2. Memberikan persetujuan/penolakan terhadap usulan kredit, baik kredit Treasury, Financial Institution, Capital Market, Kredit Korporasi, Kredit Komersil, Kredit SME/UKM, Kredit Konsumer serta Kredit PerusahaanPembiayaan; 3. Memastikan bahwa proses pemberian kredit sesuai dengan ketentuan yang berlaku; 4. Memastikan bahwa proses pemberian kredit telah menerapkan manajemen risiko.

Uraian Tugas Komite Kredit adalah sebagai berikut. 1. Menyelenggarakan Rapat/Pertemuan KKP untuk mengevaluasi usulan kredit dan meminta data/informasi apabila diperlukan; 2. Memberikan persetujuan/penolakan terhadap usulankredit, baik kredit Treasury, Financial Institution, Capital Market, Kredit Korporasi, Kredit Komersil, KreditSME/UKM, Kredit Konsumer serta Kredit PerusahaanPembiayaan; 3. Memastikan bahwa proses pemberian kredit sesuai dengan ketentuan yang berlaku; 4. Memastikan bahwa proses pemberian kredit telah menerapkan manajemen risiko.

RAPAT KOMITE KREDIT

CREDIT COMMITTEE MEETINGS

Rapat Komite Kredit dijadwalkan setiap hari Rabu atau hari lain setiap minggunya sesuai dengan kebutuhan untuk membahas calon debitur yang akan mengajukan kredit (pre approval) maupun usulan kredit atau permohonan lainnya yang diajukan oleh Unit Bisnis. Sepanjang tahun 2016 Komite Kredit telah melakukan 34 kali rapat.

This Credit Committee’s meeting is scheduled every Wednesday or other day of each week according to the need to discuss prospective borrowers who apply for credit (pre approval) or the contents of credit or other applications submitted by the Business Unit. Throughout the year 2016, the Credit Committee has conducted 34 meetings.

TUGAS

DAN

TANGGUNG

JAWAB

: :

President Director Deputy President Director Director of Business Director of Credit Division/Unit Head - Corporate Banking Division Head - Commercial Banking Divison Head - Multi Finance Division Head - Consumer Landing Unit Head - Financial Institution and Capital Market Division Head


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Pembahasan 1 klien Perusahaan Pembiayaan Discussion on 1 Company Credit clients

03 Febuari 2016 03 February 2016

Pembahasan 7 klien Korporasi dan 1 klien Komersial Discussion on 7 Corporate and 1 Commercial clients


Pembahasan 1 klien Korporasi Discussion on 1 Corporate clients


Pembahasan 4 klien Korporasi, 2 klien Komersial dan 1 klien Perusahaan Pembiayaan Discussion on 4 Corporate, 2 Commercial, 1 Company Credit clients

08 Maret 2016 08 March 2016


17 Maret 2016 17 March 2016


23 Maret 2016 23 March 2016


06 April 2016 06 April 2016

Pembahasan 1 klien Korporasi dan 1 klien Perusahaan Pembiayaan Discussion on 1 Corporate and 1 Company Credit clients

13 April 2016 13 April 2016


11 Mei 2016 11 May 2016

Pembahasan 2 klien Komersial Discussion on 2 Corporate clients

18 Mei 2016 18 May 2016


25 Mei 2016 25 May2016


01 Juni 2016 01 June 2016


08 Juni 2016 08 June2016


15 Juni 2016 15 June 2016


22 Juni 2016 22 June 2016


29 Juni 2016 29 June 2016


13 Juli 2016 13 July 2016


27 Juli 2016 27 July 2016





























Pembahasan 1 klien Komersial dan 1 klien Perusahaan Pembiayaan Discussion on 1 Corporate and 1 Company Credit clients

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PELAKSANAAN TUGAS KOMITE KREDIT TAHUN 2016

IMPLEMENTATION OF TASKS OF CREDIT COMMITTEE

Pelaksanaan Tugas Komite Kredit di tahun 2016 sebagai berikut. 1. Memberikan persetujuan terhadap usulan kredit yang diajukan oleh Unit Bisnis; 2. Mengawasi implementasi proses pemberian kredit; 3. Memastikan risks appetite atas usulan kredit yang disetujui sesuai dengan kebijakan manajemen risiko Bank Victoria.

The implementation of Credit Committee’s Tasks in 2015 was as follows. 1. Approved credit proposals proposed by the Business Unit; 2. Supervised the implementation of credit extension process; 3. Ensure risk appetite on the approved credit proposal in compliance with the Bank’s risk management policy.

ASSET AND LIABILITY MANAGEMENT COMMITTEE (ALCO)

ASSET AND LIABILITY MANAGEMENT COMMITTEE (ALCO)

ALCO merupakan Executive Committee yang berfungsi sebagai wadah bagi Assets and Liabilities Management (ALMA) dalam memproses perencanaan dan pengendalian sumber penggunaan dana perbankan yang terkoordinasi, serta dijalankan secara konsekuen dengan prinsip kehati-hatian dan memperhatikan perkembangan faktor-faktor yang mempengaruhi operasi perbankan, baik itu berasal dari luar ataupun struktural yang berasal dari dalam.

ALCO is an Executive Committee which serves as a forum for Assets and Liabilities Management (ALMA) in processing coordinated banks source of funds planning and control, and executed consistently with taken into account the prudence principles and observing the development of factors that affect banking operations, whether from external or internally.

Asset Liability Committee Support (ALCO Support) adalah satuan kelompok kerja yang berfungsi membantu kegiatan ALCO, yang tugas utamanya adalah mendapatkan, mengolah, menganalisis dan merumuskan keseluruhan data asset and liabilities untuk kemudian diserahkan kepada ALCO.

Asset Liability Committee Support (ALCO Support) is a unit of working group that works to assisst the activities of ALCO, whose main task is to obtain, process, analyze and formulate as well as provide recommendation from the entire assets and liabilities data to be submitted to ALCO.

STRUKTUR DAN KEANGGOTAAN ALCO

THE STRUCTURE AND MEMBERSHIP OF ALCO

Susunan Keanggotaan ALCO Bank Victoria adalah sebagai berikut. Ketua (Anggota Tetap) : Direktur Utama

The ALCO Membership follows. Chairman (Permanent Member) Secretary (Permanent Member) Management Permanent Member

Sekretaris (Anggota Tetap) : Kepala Divisi Manajemen Risiko/ Terintegrasi Anggota Tetap : 1. Seluruh Direksi 2. Seluruh Kepala Divisi pada Direktorat Business 3. Seluruh Kepala Divsi dan Group Head pada Direktorat Treasury dan Retail Banking (kecuali Divisi Human Capital Management) 4. Kepala Divisi Finance dan Akunting 5. Kepala Divisi Administrasi Perkreditan 6. Kepala Divisi Credit Review 7. Kepala Cabang Area

composition at Bank Victoria area s

: President Director : Division Head of Integrated/Risk : 1. All member of the Board of Directors 2. All Division Head at Business Directorate 3. All Division and Group Head at Treasury and Retail Banking Directorate (except Human Capital Management Division) 4. Division Head of Finance and Accounting 5. Division Head of Credit Administration 6. Division Head of Credit Review 7. Area Branch Head

Anggota Tidak Tetap : Divisi atau Unit Kerja Lainnya diluar anggota Tetap

Non Permanent Member : Other Division or Working Unit outside Permanent Member

URAIAN TUGAS DAN TANGGUNG JAWAB ALCO

THE DESCRIPTION OF ALCO’S TASKS AND RESPONSIBILITY

Uraian Tugas Asset and Liability Management Committee (ALCO) adalah sebagai berikut. 1. Memantau dan memperhatikan struktur Neraca dan memaksimumkan profitabilitas;

The descriptions of Asset and Liability Management Committee (ALCO) are as follows. 1. Monitor and observe Balance structure and maximize profitability;


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2. Merencanakan, menetapkan dan mengendalikan sumber dan penggunaan dana Bank; 3. Menetapkan tingkat suku bunga kredit maupun pendanaan; 4. Melakukan evaluasi anggaran dan realisasi Laporan Keuangan Bank dengan memperhatikan indikator-indikator/ risiko Bank; 5. Merumuskan, menetapkan dan mengevaluasi kebijakan, strategi dan sasaran dalam bidang-bidang ALMA, yaitu: • Manajemen Strategi; • Manajemen Likuiditas; • Manajemen Gap; • Manajemen ‘Pricing’; 6. Memantau dan memperhatikan perkembangan kondisi ekonomi mikro maupun makro, seperti inflasi, nilai tukar dan perkembangan suku bunga yang dapat mempengaruhi kinerja Bank.

5. Formulate, determine, and evaluate policies, strategies, and targets of the following ALMA sectors: • Strategy Management; • Liquidity Management; • Gap Management; • Pricing Management; 6. Monitor and observe development of microeconomic and macroeconomic conditions, such as inflation, exchange rates, development of interest rates affecting the Bank’s performance.

RAPAT ALCO

ALCO MEETING

ALCO melakukan pertemuan sekurang-kurangnya sekali dalam 1 (satu) bulan atau sewaktu-waktu sesuai dengan kebutuhan. Komite ALCO sepanjang tahun 2016 telah mengadakan rapat sebanyak 14 (Empat Belas) kali pertemuan yang dihadiri oleh anggota Komite.

ALCO meets at least once in 1 (one) month or at any time when necessary. Throughout 2016, ALCO Committee has conducted 14 (Fourteen) meetings attended by the members of the Committee.

Agenda Rapat ALCO, diantaranya: 1. ALCO Minutes, dengan pembahasan tindak lanjut dari hasil keputusan Meeting ALCO sebelumnya. 2. Macro Economic Issue, analisa terhadap kondisi perekonomian makro baik secara global maupun nasional seperti; pertumbuhan ekonomi, ekspor-impor, inflasi, cadangan devisa dan kebijakan-kebijakan pemerintah yang memiliki dampak langsung maupun tidak langsung terhadap kinerja Bank. 3. Monetary Economic Issue, analisa terhadap kondisi perekonomian dari sisi moneter baik secara global maupun nasional seperti; tingkat suku bunga, nilai tukar, pasar modal, serta kebijakan-kebijakan moneter dari pihak Regulator yang memiliki dampak langsung maupun tidak langsung terhadap posisi simpanan, kredit dan profitabilitas Bank. 4. Financial Highlight, analisis kinerja keuangan yang mencakup perbandingan antara kinerja keuangan bulan yang bersangkutan dengan bulan sebelumnya. 5. Pencapaian/realisasi target yang telah ditentukan di dalam Rencana Bisnis Bank. 6. Mengevaluasi perkembangan dan prospek indikator – indikator ekonomi dan menganalisis dampaknya terhadap posisi simpanan, kredit dan profitabilitas Bank. 7. Pengelolaan tingkat suku bunga baik untuk lending maupun funding. 8. Pengelolaan tingkat likuiditas bank dalam rangka menjaga tingkat likuiditas yang optimum dan sesuai ketentuan Regulator. 9. Pembahasan mengenai kondisi kualitas kredit dan strategistrategi perbaikan kualitas kredit dalam rangka menjaga kondisi Tingkat Kesehatan Bank. 10. Pembahasan mengenai Gap Maturity. 11. Mengawasi risiko-risiko likuiditas dan struktur neraca Bank.

ALCO Meeting Agenda, among others: 1. ALCO Minutes, a follow-up discussion of the results in the previous ALCO Meeting. 2. Macro Economic Issues, an analysis of the macro economic conditions both globally and nationally such as; economic growth, export-import, inflation, foreign exchange reserves and government policies that have an impact directly or indirectly on the performance of the Bank.

2. Plan, determine, and control the Bank’s fund sources and use; 3. Determine credit interest rate and funding; 4. Evaluate budget and realization of the Bank’s Financial Statements by observing Bank’s indicators/risks;

3. Economic Monetary Issue, an analysis about the economy from the monetary side, both globally and nationally such as; interest rates, exchange rates, capital market, and monetary policies of the Authorities which has an impact directly or indirectly on the position of savings, credit and Bank’s profitability. 4. Financial Highlights, Financial performance analysis is an activity that includes a comparison between the financial performance of the month to the previous month. 5. Achievement / realization of the targets set in the Business Plan. 6. Evaluating the development and the prospect of economy indicator as well as analyze the impact on the Bank’s deposit, credit, and profitability position. 7. Management of lending or funding interest rate 8. Evaluate the level of bank liquidity in order to maintain optimum liquidity level and the terms Authority. 9. Discussion on he credit quality condition and credit quality improvement strategies in order to maintain Bank’ Health condition. 10. Discussion of the Gap Maturity. 11. The management of interest rates both for lending and funding.

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PELAKSANAAN TUGAS ALCO TAHUN 2016

THE IMPLEMENTATION OF ALCO TASKS IN 2016

ALCO merupakan suatu wadah yang memfasilitasi suatu proses yang berkesinambungan dalam pelaksanaan strategi bank untuk menjaga agar risiko-risiko tetap berada di dalam tingkat yang dapat ditolerir dan sesuai dengan kapasitas bank dan Prudential Banking Services. Pelaksanaan Tugas Komite ALCO tahun 2016 sebagai berikut: 1. Menganalisis kinerja keuangan yang mencakup perbandingan antara kinerja keuangan bulan yang bersangkutan dengan bulan sebelumnya; 2. Mengevaluasi perkembangan dan prospek indikatorindikator ekonomi dan menganalisis dampaknya terhadap posisi simpanan, kredit dan profitabilitas Bank; 3. Mengelola tingkat likuiditas Bank dalam rangka menjaga tingkat likuiditas yang sehat dan sesuai ketentuan Regulator;

ALCO is a forum that facilitates a continuous process in the implementation of the Bank’s strategy to maintain risks within tolerable levels and in accordance with the Bank‘s capacity and a Prudential Banking Services. The implementation of ALCO Committee’s Duties in 2016 were as follows:

5. Menjaga tingkat profitabilitas bank pada tingkat yang sehat; 6. Menjaga pertumbuhan assets dan liabilities sesuai dengan Rencana Bisnis Bank; 7. Menjaga tingkat kualitas assets; 8. Melakukan evaluasi terhadap maturity gap; 9. Meningkatkan fee based income melalui diversifikasi produk/ aktivitas baru; 10. Mengevaluasi tingkat suku bunga Bank.

1. Analyzed the financial performance that includes the comparison between month-of-month financial performance; 2. Evaluated the progress and prospects of economicindicators as well as analyzed their impact on the position of deposits, loans and profitability of the Bank; 3. Evaluated the Bank liquidity level in order to maintain a healthy liquidity level and in accordance with authority provisions; 4. Monitores the Bank’s liquidity and balance sheet structure risks; 5. Maintained the level of bank profitability at a healthy level; 6. Maintained the growth of assets and liabilities in accordance with the Bank Business Plan; 7. Maintained assets quality level; 8. Evaluated the maturity gap; 9. Increased fee based income with new product/activity diversification; 10. Evaluated the Bank interest rate.

KOMITE TEKNOLOGI INFORMASI

INFORMATION TECHNOLOGY COMMITTEE

Komite Teknologi Informasi merupakan Executive Committee yang berfungsi sebagai wadah penganalisa/pengevaluasi pelaksanaan pengelolaan di bidang Teknologi informasi.

The Information Technology Committee is an Executive Committee functioning to analyze and evaluate the implemented management in Information Technology sector.

STRUKTUR DAN KEANGGOTAAN KOMITE TEKNOLOGI INFORMASI

THE STRUCTURE AND MEMBERSHIP OF INFORMATION TECHNOLOGY COMMITTEE

Susunan keanggotaan Komite Teknologi Informasi adalah sebagai berikut.

The membership of the Information Technology Committee compositin are as follows:

Ketua

Chairman

4. Mengawasi risiko-risiko likuiditas dan struktur neraca Bank;

: President Director

Koordinator Komite : Deputy President Director Wakil Koordinator Komite : Associate Director of Operations and System Sekretaris : 1. Kepala Divisi Information Technology 2. Wakil Kepala Divisi Information Technology

Anggota : 1. Director of Compliance and Risk Management 2. Kepala Divisi Risk Management/ Integrated 3. Kepala Divisi Operational and Internal Control 4. Kepala Divisi Finance and Accounting

The Committee Coordinator

: President Director

: Deputy President Director

Deputy Committee Coordinator : Associate Director of Operations and System Secretary : 1. Division Head of Information Technology 2. Deputy Division Head of Information Technology Member : 1. Director of Compliance and Risk Management 2. Division Head of Risk Management/Integrated 3. Division Head of Operational and Internal Control 4. Division Head of Finance and Accounting


5. Kepala Divisi Commercial Bank – 1

6. Kepala Divisi Commercial Bank – 2

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5. Division Head of Commercial Bank-1 6. Division Head of Commercial Bank-2 7. Division Head of Credit Administration 8. Division Head of Marketin 9. Division Head of General Affairs

7. Kepala Divisi Credit Administration 8. Kepala Divisi Marketing Communication and Product Development 9. Kepala Divisi General Affairs

Uraian Tugas Komite Teknologi Informasi adalah sebagai berikut.

The Information Technology Committee has the following tasks.

1. Membuat rencana strategis Teknologi Informasi (Information Teknology Strategic Plan) yang sesuai dengan rencana strategis kegiatan usaha Bank. 2. Perumusan kebijakan prosedur Teknologi Informasi sesuai dengan PBI No.9/15/PBI/2007 tanggal 30 November 2007 tentang Penerapan Managemen Risiko dalam Penggunaan Teknologi Informasi oleh Bank Umum. 3. Melakukan pemantauan kesesuaian proyek-proyek Teknologi Informasi yang disetujui dengan rencana strategis Teknologi Informasi. 4. Melakukan pemantauan kesesuaian proyek-proyek Teknologi Informasi dengan rencana proyek (project charter) yang disepakati dalam Service Level Agreement (SLA). 5. Melakukan pemantauan kesesuaian Teknologi Informasi dengan kebutuhan Sistem Informasi Manajemen yang mendukung pengelolaan kegiatan usaha Bank. 6. Melakukan evaluasi terhadap efektivitas langkah-langkah manajemen resiko Teknologi Informasi. 7. Melakukan pemantauan atas kinerja Teknologi Informasi dan upaya peningkatannya. 8. Melakukan penyelesaian berbagai masalah terkait Teknologi Informasi yang tidak dapat diselesaikan oleh Satuan Kerja pengguna dan Satuan Kerja penyelenggara. 9. Melakukan evaluasi kecukupan dan lokasi sumber daya yang dimiliki Bank.

1. Formulate information technology strategic plan in line with the Bank’s business activity strategic plan; 2. Formulate Information Technology policy and procedure in accordance with BI Regulation No.9/15/PBI/2007 dated 30 November 2007 on Risk Management Implementation in Information Technology Use by Commercial Banks; 3. Monitor consistency of approved Information Technology projects with Information Technology strategic plan; 4. Monitor consistency of Information Technology projects with the project charter agreed in the Service Level Agreement (SLA); 5. Monitor the consistency of Information Technology with the Management Information System requirements supporting management of the Bank’s business activities 6. Evaluate the effectiveness of Information Technology risk management measures; 7. Monitor Information Technology performance and improvement efforts; 8. Make efforts to solve problems related to Information Technology unsolvable by the user Working Unit and implementer Working Unit; 9. Evaluate the adequacy and allocation of the Bank’s resources.

RAPAT KOMITE TEKNOLOGI INFORMASI

THE INFORMATION TECHNOLOGY COMMITTEE MEETING

Komite Teknologi Informasi melakukan pertemuan sekurangkurangnya sekali dalam 6 (enam) bulan atau sewaktu-waktu sesuai dengan kebutuhan pengembangan Teknologi Informasi. Sepanjang tahun 2016, Komite Teknologi Informasi mengadakan 1 (satu) kali rapat dengan rincian sebagai berikut.

The Information Technology Committee meets at least once every 6 (six) months or at any time as necessary. Throughout 2016, the Information Technology Committee held 1 (one) meetings with the following details.

Tabel Rapat Komite Teknologi Informasi Tanggal Date 16 November 2016 16 November 2016

Agenda Agenda - -

Update Status Project 2016 Update Status Project 2016

- -

Future Project untuk 2017 dan RBB Future Project for 2017 and BBP

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2016 Annual Report


PELAKSANAAN TUGAS KOMITE TEKNOLOGI INFORMASI TAHUN 2016

THE IMPLEMENTATION OF THE INFORMATION TECHNOLOGY COMMITTEE DUTIES IN 2016

Pelaksanaan Tugas Komite Teknologi Informasi sebagai berikut. 1. Memberikan rumusan dan kebijakan terkait Rencana Strategis Teknologi Informasi (Informaion Technology Strategic Plan) yang sesuai dengan rencana strategi kegiatan usaha Bank. 2. Memberikan kegiatan terkait dengan kesesuaian proyekproyek Teknologi Informasi yang disetujui dengan RBB. 3. Memonitor dan memantau atas kesesuaian proyek-proyek Teknologi Informasi dengan rencana proyek (Project Charter) yang disepakati dalam Service Level Agreement (SLA) agar lebih efektif. 4. Membahas dan memutuskan atas penyelesaian berbagai masalah terkait Teknologi Informasi yang tidak dapat diselesaikan oleh Satuan Kerja pengguna dan Satuan Kerja Penyelenggara.

The Information Technology Committee’s Tasks execution in 2015, was as follows: 1. Provided policy and formulation related to the Information Technology Strategic Plan in accordance with the Bank’s business strategy;

4. Discussed and decided on the settlement of various problems related to the Information technology that can not be resolved by the user Working Unit and implementer Working Unit

KOMITE PRODUCT

PRODUCT COMMITTEE

Komite Product merupakan komite yang membantu Direksi dalam memberikan arahan kebijakan yang berkaitan dengan pengelolaan produk yang akan dan/atau telah diterbitkan agar produk tersebut mampu bersaing dengan Bank lain. Dalam pelaksanaannya Komite wajib memperhatikan kepentingan nasabah dan Bank, sekaligus menerapkan prinsip-prinsip kehatihatian dan manajemen risiko.

The Product Committee is a committee assisting the Board of Directors in providing policy direction pertaining to the management of products which will be or have been issued to make the products competitive with those of other Banks. In performing its tasks, the Committee must take into account the interests of the customers and the Bank and at the same time apply the principle of prudence and risk management.

STRUKTUR DAN KEANGGOTAAN Komite Product

THE STRUCTURE AND MEMBERSHIP OF THE PRODUCT COMMITTEE

Berikut struktur dan keanggotaan Komite Product.

The following is the structure and membership of the Product Committee

Ketua

Chairman : Associate Director of Operation and System

: Associate Director of Operation and System

2. Provided input related to conformity of IT projects as approved by the BBP; 3. Monitored and supervised the consistency of Information Technology projects with the project charter agreed in the Service Level Agreement (SLA) to be more effective;

Sekretaris : Kepala Divisi Marketing Communication and Product Development

Secretary : Division Head of Marketing Communication and Product Development

Anggota :

Member :

Associate Director of Funding and Branch Management Kepala Divisi Funding and Wealth Management Kepala Divisi Brach Banking Network Kepala Divisi Information Technology Kepala Divisi Operation and Internal Control Kepala Divisi Compliance, KYC / Integrated and System Procedure Kepala Divisi Finance and Accounting Product Development Senior Officer

URAIAN TUGAS Product

DAN

TANGGUNG

JAWAB

Komite

Associate Director of Funding and Branch Management Division Head of Funding and Wealth Management Division Head of Branch Banking Network Division Head of Information Technology Division Head of Operation and Internal Control Division Head of Compliance, KYC/Integrated and System Procedure Division Head of Finance and Accounting Product Development Senior Officer

DESCRIPTION OF THE DUTIES AND RESPONSIBILITIES OF PRODUCT COMMITTEE

Uraian Tugas Komite Product adalah sebagai berikut.

The Product Committee has the following tasks.

1. Memberikan masukan pertimbangan dan rekomendasi atas pengelolaan produk asset and liabilities kepada Direksi mulai dari rencana penerbitan, pengembangan dan/atau modifikasi produk, sampai dengan melakukan analisis/kajian terhadap existing product;

1. Provide considerations and recommendations on management of product assets and liabilities to the Board of Directors starting from the product issuance plan, development, and/or modification up to analysis/ review of the existing products;

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2. Mengawasi Kebijakan Produk agar dapat diterapkan dan dilaksanakan secara konsekuen, konsisten, dan bertanggung jawab, serta mencari solusi apabila terjadi hambatan atau kendala dalam penerapannya; 3. Memantau dan mengevaluasi potensial risiko yang akan terjadi terhadap : a. Perkembangan penjualan produk dan portofolio produk; b. Poin-poin pengawasan Kebijakan Produk; c. Strategi Kebijakan Produk; d. Portofolio Produk untuk kemudian dipergunakan sebagai masukan dan saran kepada Direksi untuk menentukan langkah-langkah perbaikan yang diperlukan.

2. Supervise product policies for possible application and implementation in a consequent, consistent, and responsible manner and find solutions to any obstacles or constraints occurring in the implementation; 3. Monitor and evaluate potential risks to:

RAPAT Komite Product

Product Committee MEETING

Komite Product menyelenggarakan rapat secara berkala atau sewaktu-waktu apabila diperlukan (insidentil). Sepanjang 2016 Komite Product telah melaksanakan 1 (satu) kali pertemuan dengan pembahasan seputar pelaporan dan rencana aktifitas produk Giro, Tabungan, Deposito & Bancassurance, serta pembahasan mengenai rencana aktifitas produk layanan eMoney.

The Product Committee conducted meetings periodically or occasionally. Throughout 2016 the Product Committee has conducted 1 (one) meeting with discussions on the reporting and planned activities of Demand Deposit, Savings, Deposits & Bancassurance products, as well as discussion on EMoney service product activity plan.

PELAKSANAAN 2016

THE PRODUCT committee DUTIES IN 2016

TUGAS

Komite

Pelaksanaan Tugas Komite Product berikut.

Product

TAHUN

tahun 2016 sebagai

1. Sharing terkait produk program Giro, Tabungan dan Deposito. 2. Sharing prosedur penerbitan produk tabungan dan deposito;

a. Progress of product sales and portfolio . Supervision points of Product Policies b c. Product Policy Strategies d. Product Portfolio to be then used as inputs and suggestions for the Board of Directors to determine necessary improvement measures.

The Product Committee performed the following tasks in 2016.

1. Sharing on Demand Deposit, Savings, and Deposits program

3. Sharing terkait aktifitas dan produk Bancassurance;

2. Sharing on the savings and deposits producs launching procedure 3. Sharing on the Bancassurance products and acvitities.

KOMITE PERSONALIA

PERSONNEL COMMITTEE

Komite Personalia merupakan komite yang membantu Direksi dalam merumuskan Kebijakan, mengawasi pelaksanaan kebijakan, memantau perkembangan dan kondisi Ketenagakerjaan serta memberikan saran langkah perbaikan yang sesuai dengan peraturan Ketenagakerjaan Bank dan Undang-undang Ketenagakerjaan yang berlaku di lndonesia.

The Personel Committee is a committee assisting the Board of Directors in formulating policies, supervising policy implementation, monitor development and condition of personnel, and providing improvement measures in accordance with the Bank’s personnel rules and the applicable labor law in Indonesia.

STRUKTUR PERSONALIA

THE STRUCTURE AND MEMBERSHIP OF THE PERSONNEL COMMITTEE

DAN

KEANGGOTAAN

KOMITE

Adapun keanggotaan Komite Personalia yaitu:

The membership of the Personnel Committee is as follows

Ketua : Sekretaris : Anggota :

Chairman : Secretary : Member :

President Director Kepala Divisi Human Capital Management Deputy President Director Director of Business Director of Credit

URAIAN TUGAS PERSONALIA

DAN

TANGGUNG

JAWAB

President Director Division Head of Human Capital Management Deputy President Director Director of Business Director of Credit

KOMITE

DESCRIPTION OF THE DUTIES AND RESPONSIBILITIES OF THE PERSONNEL COMMITTEE

Uraian Tugas Komite Personalia adalah sebagai berikut. 1. Memberikan masukan kepada Direksi dalam merumuskan kebijakan ketenagakerjaan;

The Personnel Committee has the following tasks. 1. Provide feedback for the Board of Directors on formulation of personnel policies

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2016 Annual Report


2. Mengawasi kebijakan yang berhubungan dengan karyawan dilaksanakan secara konsekuen dan konsisten; 3. Melakukan kajian terhadap kebijakan ketenagakerjaan Bank dan memberikan saran kepada Direksi apabila diperlukan perubahan kebijakan ketenagakerjaan Bank; 4. Memantau dan mengevaluasi efektifitas setiap pegawai; 5. Memberikan masukan dan solusi untuk hambatan dan masalah yang terjadi terkait dengan ketenagakerjaan Bank.

2. Supervise policies on employees implemented in a consequent and consistent manner 3. Review the Bank’s personnel policy and provide suggestions to the Board of Directors when changes of such personnel policy are required 4. Monitor and evaluate effectiveness of each employee 5. Provide feedback and solutions to the obstacles and problems relevant to the Bank’s employment

RAPAT KOMITE PERSONALIA

RAPAT KOMITE PERSONALIA

Rapat Komite Personalia diselenggarakan minimal sekali dalam 1 (satu) bulan. Selama 2016, Komite Personalia telah melaksanakan 12 kali rapat dengan rincian sebagai berikut:

Personnel Committee’s Meeting held at least once every 1 (one) month. During 2015, the Personnel Committee has convened 12 (twelve) times with the details as follows.




- - - -

Rapat Kerja Bank Victoria 2016. Rencana Jadwal Pendidikan 2016. Meeting of Bank Victoria, 2015. Plan 2016 Education Schedule.


- - - - - - - -

Pinjaman Karyawan Perubahan Struktur Organisasi Training Leadership Asuransi Karyawan Kesehatan Employee Loan Organizational Structure Change Training Leadership Employee Health Insurance

14 Maret 2016 14 March 2016

- Persiapan Rekruitmen dan Offering Letter Karyawan Manado - Pelaksanaan KPI Karyawan 2016 - Employee KPI Implementation 2016 - Recruitment Preparation and Manado Employee Offering Letter

18 April 2016 18 April 2016

- Training Karyawan Manado di Jakarta - Perpanjangan Asuransi Generali - Manado Employee Training in Jakarta - General Insurance extended

16 Mei 2016 16 May 2016

- - - -

Buka Puasa Bersama 1437 H Corporate Social Responsibility ( CSR ) 2016. Breakfasting 1437 H Corporate Social Responsibility ( CSR ) 2016.

28 Juni 2016 28 June 2016

- -

Pengaturan Lembur Non Staff Usulan Penambahan Petugas Sekuriti Jaga 24 Jam

25 Juli 2016 25 July 2016

- - - -

Pengelolaan Loan Karyawan oleh Divisi HCM. Jadwal Training Bulan Agustus. Employee Loan Management by Division of HCM Training Schedule on August


- Training Effective Personal Productivity - Training Effective Personal Productivity


- Proses Rekruitmen Officer Development Program (ODP). - Jadwal & Kurikulum Officer Development Program (ODP). - Jadwal Training Bulan September 2016 - Recruitment Process of Officer Development Program - Schedule and Curiculum Officer Development Program - Training Schedule on September, 2016


- -

Kegiatan CSR Donor Darah. CSR Blood Donor Event


- - - -

Corporate Social Responsibility ( CSR ) Yayasan Tuna Netra Elsafan. Perayaan Natal Bersama Bank Victoria 2016 Corporate Social Responsibility ( CSR ) Tuna Netra Elsafan Foundation Celebration of Christmas with Bank of Victoria, 2016.

- -

Rapat Kerja Bank Victoria 2017 Di Kuala Lumpur. Meeting of Bank Victoria on 2017 in Kuala Lumpur


394



PELAKSANAAN TUGAS KOMITE PERSONALIA TAHUN 2016

THE PERSONNEL COMMITTEE’S TASKS EXECUTION

Pelaksanaan Tugas Komite Personalia tahun 2016 sebagai berikut: 1. Menyusun jadwal kegiatan pelatihan karyawan Kantor Pusat dan Kantor Cabang; 2. Menyusun jadwal kegiatan training bagi Officer Development Program Bisnis; 3. Menyampaikan usulan kegiatan CSR serta rencana anggaran kegiatan CSR; 4. Menyampaikan proses kegiatan rekrutmen pegawai; 5. Memberikan usulan terkait kegiatan silaturahmi dengan karyawan; 6. Memberikan usulan penyempurnaan kebijakan dan prosedur terkait Human Capital Management.

The Personnel Committee’s Task Execution in 2016 are as follows. 1. Develop a schedule of employee training activities for Head Office and Branch Offices; 2. Develop a training schedule for Office Development Program Businss; 3. Submit a proposal and plan budgets for CSR activities;

KOMITE PENGADAAN BARANG DAN JASA

GOOD AND SERVICE PROCUREMENT COMMITTEE

Komite Pengadaan Barang Dan Jasa merupakan Komite yang membantu Direksi dalam hal memberikan masukan untuk halhal penting dan relevan dalam perumusan Kebijakan Pengadaan Barang dan Jasa serta memberikan persetujuan untuk setiap pengadaan barang dan jasa.

The Goods and Services Procurement Committee is a committee assisting the Board of Directors in providing inputs on matters important and relevant to the formulation of Goods and Services Procurement Policy and giving approvals for goods and services procurement.

STRUKTUR DAN KEANGGOTAAN KOMITE PENGADAAN BARANG DAN JASA

THE STRUCTURE AND MEMBERSHIP OF GOOF AND SERVICE PROCUREMENT COMMITTEE

Susunan keanggotaan Komite Pengadaan Barang dan Jasa Bank Victoria adalah sebagai berikut. Ketua : Deputy President Director Sekretaris : Kepala Divisi General Affairs Anggota : President Director Direktur Credit

Susunan keanggotaan Komite Pengadaan Barang dan Jasa Bank Victoria adalah sebagai berikut. Chairman : Deputy President Director Secretary : Division Head of General Affairs Member : President Director Direktur of Credit

URAIAN TUGAS DAN TANGGUNG PENGADAAN BARANG DAN JASA

KOMITE

DESCRIPTION OF THE DUTIES AND RESPONSIBILITIES OF THE GOOD AND SERVICES PROCUREMENT COMMITTEE

Uraian Tugas Komite Pengadaan Barang dan Jasa adalah sebagai berikut. 1. Meminta informasi hal-hal yang diperlukan terkait pengadaan barang dan jasa dari berbagai pihak, baik intemal maupun ekstemal. 2. Memberikan persetujuan terhadap pengajuan pengadaan barang dan jasa. 3. Mengajukan persetujuan kepada Dewan Komisaris terhadap pengadaan barang/dan jasa dengan nilai/harga minimum sesuai yang diatur di Anggaran Dasar Perseroan. 4. Memberikan masukan kepada Direksi hal-hal penting dan relevan dalam perumusan kebijakan pengadaan barang dan jasa, sehingga proses Pengadaan barang dan jasa dilakukan secara transparan, obyektif, efektif dan efisien.

The Goods and Services Procurement Committee has the following tasks. 1. Request information on necessary matters related to goods and services procurement from various internal and external parties; 2. Approve proposals for goods and services procurement;

JAWAB

4. Delivering the process of employee recruitment; 5. Provide proposals related for meeting with employees; 6. Provide suggestions to improve policies and procedures related to Human Capital Management.

3. Apply for approvals to the Board of Commissioners for goods and services procurement at a minimum value/price as set forth in the Company’s Articles of Association; 4. Provide feedback for the Board of Directors on matters important and relevant to the formulation of policies on goods and services procurement to allow transparent, objective, effective, and efficient goods and services procurement process.

RAPAT KOMITE PENGADAAN BARANG DAN JASA

GOODS AND SERVICES PROCUREMENT MEETING

Selama 2016, Komite Pengadaan Barang dan Jasa telah melaksanakan 12 kali rapat dengan rincian sebagai berikut:

In 2016, the Goods and Service Procurement Committee has conducted 12 meetings with details as follows:

2016 Annual Report

Tanggal Rapat Meeting Date 11 Januari 2016 11 January 2016

395


Agenda Rapat Meeting Agenda 1. Pengadaan Paket Imlek 2016 / Procurement of Lunar New Year 2016 2. Perpanjangan Sewa Kantor Kas Habibie Center selama 5 tahun / Extension of Cash Office Habibie Center for 5 years 3. Perpanjangan Sewa Signage di KCP Setiabudi selama 1 tahun / Extension of Rent Signage in KCP Setiabudi for 1 year 4. Pengadaan Jasa CR Modifikasi Module Loan / Procurement of CR Services Module Loan Modification 5. Renovasi Pasar Jatinegara / Jatinegara Market Renovation

1. Jasa Kerjasama dengan GBG / Service Cooperation with GBG 2. Pengadaan Server Backup dan Server Production / Procurement of Server Backup and Server Production 19 Februari 2016 3. Pengadaaan UPS, KVM Switch dan Pengamanan Rack Server Core Banking / Procurement UPS, KVM Switch and Security Rack Server Core 19 February Banking 2016 4. Relayout Gading Serpong / Relayout Gading Serpong 5. Penawaran KNS Group tentang Tanah dibelakangan Gajah Mada / KNS Group’s Supply on Land Behind Gajah Mada 6. Perpanjangan Sewa Ruangan Kantor dan Sewa Penempatan Signage / Extension of Office Lease and Rental of Signage Placement 22 Maret 2016 22 March 2016

1. Pengadaan Ruko Graha Mas Pemuda untuk rencana relokasi KK Utan Panjang / Procurement of Ruko Graha Mas Pemuda for relocation plan of KK Utan Panjang 2. Pengadaan Kendaraan BM dan Operasional Cabang Manado/ Procurement of BM Vehicle and Operational Manado Branch

19 Mei 2016 19 May 2016

1. Pengadaan Software Signage Verification System / Procurement Software Signage Verification System 2. Pengadaan Jasa Manage Service dan Colocation Engine PSAK CR-One / Procurement of Service Manage Service and Colocation Engine PSAK CR-One 3. Perpanjangan maintenance IBM AS400 tahun 2016-2017 / Extended maintenance of IBM AS400 2016-2017 4. Addendum Pekerjaaan Tambah Kurang rencana Cabang Kelapa Gading / Addendum Work Added Less Plans of Kelapa Gading Branch 5. Budget Pengadaan Access Door untuk seluruh Cabang Bank Victoria / Budget Procurement of Access Door for all Branches of Bank Victoria 6. Budget Pergantian Signage 30 Cabang yang sudah jelek / Budget Substitution Signage 30 Branch already bad

17 Juni 2016 17 June 2016

1. Pengadaan Jasa Manage Service dan Colocation Engine PSAK CR-One / Procurement of Service Manage Service and Colocation Engine PSAK CR-One 2. Budget Pengadaan Access Door untuk seluruh Cabang Bank Victoria / Budget Procurement Access Door for all Branches Victoria Bank 3. Budget Pergantian Signage 30 Cabang yang sudah jelek / Budget Substitution Signage 30 Branch already bad

01 Agustus2016 01 August 2016

1. CR Enhancement LBU dari Sigma / CR Enhancement LBU from Sigma

28 Juli 2016 28 July 2016

1. Pengadaan Kalender Bank Victoria 2017 / Procurement of Victoria Bank Calendar 2017 2. Pengadaan Aplikasi dan Infrastruktur Call Center Bank Victoria / Procurement of Call Center Bank Applications and Infrastructure 3. Perpanjangan Maintenance HSM 2016-2017 / HSM Maintenance Extension 2016-2017 4. Pengadaan Video Conference Polycom / Procurement of Polycom Video Conference 5. Pengadaan Jasa CR Enhancement LBU dari Sigma / Procurement of LBU CR Enhancement Services from Sigma 6. Pengadaan Sewa Ruko Rawamangun / Procurement Rental Rent Rawamangun


1. Perngadaan License O/S Window 2016 / License O / S Window 2016 2. Pengadaan Mesin EDC / Procurement of EDC Machines 3. Perpanjangan Jasa Vulneriability Assesment & Penetration Test 2016 / Extension of Service Vulneriability Assessment & Penetration Test 2016 4. Pengadaan Security Information & Event Management and Application Performance Monitoring / Procurement of Security Information & Event Management and Application Performance Monitoring 5. Pengadaan Server Konsolidasi / Procurement of Consolidated Servers

1. Pengadaan CR Pengembangan Modul ITM untuk koneksi IVR / Procurement of ITM Module Development CR for IVR connection 27 Oktober 2016 2. Pengadaan Project Smartnet / Procurement of Project Smartnet 27 October 2016 3. Pengadaan Wealth Management Application / Procurement of Wealth Management Application 28 November 2016 28 November 2016

1. Penunjukkan KJPP Independen untuk melakukan Reappraisal debitur NPL, AYDA dan WO / Appointment of Independent KJPP to conduct Reappraisal of NPL debtors, OREO and WO


1. Perpanjangan Sewa KCP Ariobimo / Extension of KCP Ariobimo Rental 2. Perpanjangan Sewa KK Wisma Indocement / Extension of Rent of KK Wisma Indocement 3. Penunjukkan KJPP Independen untuk melakukan reappraisal Debitur NPL, AYDA dan WO / Appointment of Independent KJPP to reappraisal NPL Debtors, OREO and WO 4. Perpanjangan Sewa KK Cikokol / Extension of Rent of KK Cikokol 5. Sewa Graha Pena untuk Rencana KK Surabaya / Rent Graha Pen for KK Surabaya Plan 6. Renovasi Rencana KK Surabaya – Graha Pena / Renovation Plan KK Surabaya - Graha Pena


1. Renovasi Rencana KC Bali – Imam Bonjol / Renovation of Bali KC Plan - Imam Bonjol 2. Sewa Graha BIP – GF / Rent Graha BIP - GF

PELAKSANAAN TUGAS KOMITE PENGADAAN BARANG DAN JASA TAHUN 2016

GOODS AND SERVICES PROCUREMENT COMMITTEE’S TASKS EXECUTION

Pelaksanaan Tugas Komite Pengadaan Barang dan Jasa tahun 2016 sebagai berikut. 1. Memberikan persetujuan terhadap pengajuan pengadaan barang dan jasa Bank; 2. Mengajukan usulan untuk dimintakan persetujuan kepada Dewan Komisaris terhadap pengadaan barang dan jasa yang memerlukan persetujuan Dewan Komisaris; dan 3. Memberikan masukan kepada Direksi terkait kebijakan pengadaan barang dan jasa.

Goods and Services Procurement Committee Task Execution in 2016 is as follows. 1. Give consent to the proposal of the Bank’s procurement of goods and services; 2. Submit proposal for the Board of Commissioners’ approval on the procurement of goods and services which require the approval of the Board of Commissioners; and 3. Provide feedback to the Board of Directors related to the procurement of goods and services.

396


KOMITE PEMANTAU PELAKSANAAN CORPORATE GOVERNANCE

GOOD


GOOD CORPORATE GOVERNANCE MONITORING COMMITTEE

IMPLEMENTATION

Komite Pemantau Pelaksanaan Good Corporate Governance merupakan komite yang membantu Direksi dalam memberikan arahan kebijakan yang berkaitan dengan pelaksanaan Good Corporate Governance (GCG) di Bank Victoria.

The Good Corporate Governance Implementation Monitoring Committee is a committee that helps the Board of Directors in providing policy direction relating to the implementation of Good Corporate Governance (GCG) at Bank Victoria.

STRUKTUR DAN KEANGGOTAAN KOMITE PEMANTAU PELAKSANAAN GOOD CORPORATE GOVERNANCE

THE STRUCTURE AND MEMBERSHIP OF GOOD CORPORATE GOVERNANCE IMPLEMENTATION MONITORING COMMITTEE

Susunan keanggotaan Komite Pemantau Pelaksanaan Good Corporate Governance adalah sebagai berikut. Ketua : Direktur Compliance and Risk Management Sekretaris : Kepala Divisi Compliance, KYC/Integrated and System Procedure Wakil Kepala Divisi Compliance, KYC/Integrated and System Procedure Anggota : Seluruh Kepala Divisi

The membership composition of Good Corporate Governance Implementation Monitoring Committee Chairman : Director of Compliance and Risk Management Secretary : KIntegrated and System Procedure / Division Head of Compliance, KYC/ Integrated and System Procedure

URAIAN TUGAS DAN TANGGUNG JAWAB KOMITE PEMANTAU PELAKSANAAN GOOD CORPORATE GOVERNANCE

DESCRIPTION OF THE DUTIES AND RESPONSIBILITIES OF THE GOOD CORPORATE GOVERNANCE IMPLEMENTATION MONITORING COMMITTEE

Uraian Tugas Komite Komite Pemantau Pelaksanaan Good Corporate Governance adalah sebagai berikut.

Duties of Good Corporate Governance Implementation Monitoring Committee are as follows.

1. Memantau dan menganalisis setiap kebijakan terbaru maupun best practice terkait penerapan GCG; 2. Melakukan pengkinian kebijakan internal (existing) terhadap setiap perubahan kebijakan GCG, sehingga kebijakan yang digunakan sesuai dengan kebijakan terbaru dan sesuai best practice; 3. Memantau secara berkala terhadap rencana dan realisasi/ pencapaian bisnis Bank melalui rapat-rapat Komite; 4. Memantau action plan dan pelaksanaannya melalui rapatrapat komite; 5. Menentukan aspek dan PIC/petugas dalam penyusunan GCG sesuai dengan bidang yang tercermin dari aspek-aspek GCG; 6. Mengkoordinir pembuatan pelaporan pelaksanaan GCG yang dilengkapi dan didukung dengan underlying-nya; 7. Memantau pelaporan pelaksanaan GCG Bank dan melakukan Self Assessment sesuai ketentuan berlaku;

1. Monitor and analyze any new policies and best practices related to the implementation of GCG; 2. Monitor internal policies (existing) to any GCG policy changes, so that the policy used is in accordance with the latest policy and appropriate best practices;

Member : All Division Head

8. Memantau proses penyampaian dan pendokumentasian pelaporan kepada pihak-pihak yang disebutkan dalam ketentuan (diantaranya kepada Pemegang Saham, Bank Indonesia, Yayasan Lembaga Konsumen Indonesia (YLKI), Lembaga Pemeringkat di Indonesia, Asosiasi-asosiasi Bank di Indonesia, Lembaga Pengembangan Perbankan Indonesia (LPPI), 2 (dua) Lembaga penelitian di bidang ekonomi dan keuangan dan 2 (dua) majalah ekonomi dan keuangan).

3. Regularly monitor Bank’s business plan and realization/ achievement through the Committee meetings; 4. Monitor the action plan and its implementation through the committee meetings; 5. Determine aspects and PIC/officers in the preparation of GCG in accordance with the reflected field of GCG aspects; 6. Coordinate GCG implementation report preparation which equipped and supported by its underlying; 7. Monitor the Bank’s GCG implementation reporting and perform Self-Assessment according to the applicable provisions; 8. Monitor the process of delivering and documenting report to the parties under the terms (including the Shareholders, Bank Indonesia, the Indonesian Consumers Foundation (YLKI), Rating Agency in Indonesia, Bank Associations in Indonesia, Indonesian Banking Development Institute (LPPI), 2 (two) research institution in economics and finance, and two (2) economic and financial magazine).

RAPAT KOMITE PEMANTAU CORPORATE GOVERNANCE

GOOD

GOOD CORPORATE GOVERNANCE IMPLEMENTATION MONITORING COMMITTEE’S MEETINGS

Dalam melaksanakan tugasnya, Komite Pemantau Pelaksanaan GCG melakukan pertemuan berkala (bulanan) atau sewaktuwaktu sesuai dengan kebutuhan. Hasil Rapat telah di tuangkan dalam Risalah Rapat dan didokumentasikan dengan baik.

In performing its duties, THE GCG Implementation Monitoring Committee meeting periodically (monthly) or at any time according to its need. The Meeting result has been set forth in the Minutes of Meeting and properly documented.

PELAKSANAAN

397

2016 Annual Report

Selama tahun 2016 Komite telah melakukan meeting berkala sebanyak 12 (dua belas) kali untuk membicarakan/membahas terkait GCG Bank, sebagai berikut: Tanggal Rapat Meeting Date


During 2016, the Committee has conducted 12 (twelve)periodic meetings to discuss GCG related issues as follows:



• •

Sosialisasi Penerapan Kebijakan Baru BI & OJK Mitigasi Denda/Pinalty/Fraud

• Socializing the Implementation of BI & OJK New Policy • Fines / Penalties / Fraud Mitigation


• • • •

Kebijkan Baru BI/OJK Mitigasi Denda/Pinalty/Fraud Pemeriksaan OJK Review Kebijakan GCG

• New BI / OJK Policy • Fines / Penalties / Fraud Mitigation • Examination of OJK • Review of GCG Policy

15 Maret 2016 15 March 2016

•

Kebijkan Baru BI/OJK

• New BI / OJK Policy

• • • •

Struktur Unit Kerja Sistem dan Prosedur Realisasi Kerja Unit Kerja Sistem & prosedur Strategi dan Action Plan tahun 2016 Penyusunan/pembuatan SOP, SK dan SE-DIR melibatkan SKAI dan Legal.

• Structure of the System Work Unit and Procedures • Realization of Work Unit & System procedures • Strategy and Action Plan 2016 • The preparation / preparation of SOP, SK and SE-DIR involves SKAI and Legal.

17 Mei 2016 17 May 2016

• • •

Kebijkan Baru BI/OJK Komite Dibawah Direksi Pemeriksaan OJK

• New BI / OJK Policy • Committees Under the Board of Directors • Examination of OJK

14 Juni 2016 14 June 2016

• • •

Temuan OJK Kebijkan Baru BI/OJK Komite Dibawah Direksi

• OJK findings • New BI / OJK Policy • Committees Under the Board of Directors

27 Juli 2016 27 July 2016

• • •

Temuan OJK Temuan PwC Kebijkan Baru BI/OJK

• OJK findings • PwC findings • New BI / OJK Policy


• • •

Temuan Audit (PwC & OJK) Kebijkan Baru BI/OJK Persiapan Bank Devisa

• Audit Finding (PwC & OJK) • New BI / OJK Policy • Preparation of Foreign Exchange Bank


• • •

Temuan Audit OJK Kebijkan Baru BI/OJK Persiapan Bank Devisa & DEG

• OJK Audit Findings • New BI / OJK Policy • Preparation of Foreign Exchange Bank & DEG


• • • •

Kunjungan KC Surabaya Kebijkan Baru BI/OJK Persiapan Bank Devisa & DEG File Kredit

• Visit KC Surabaya • New BI / OJK Policy • Preparation of Foreign Exchange Bank & DEG • Credit File


• • • •

Concern OJK Kebijkan Baru BI/OJK Persiapan Bank Devisa Templete RBB Baru tahun 2017

• Concern OJK • New BI / OJK Policy • Preparation of Foreign Exchange Bank • New RBB Template 2017


• •

Bank Devisa Kebijkan Baru BI/OJK

• Foreign Exchange Bank • New BI / OJK Policy

19 April 2016 19 April 2016

PELAKSANAAN TUGAS KOMITE PEMANTAU PELAKSANAAN GOOD CORPORATE GOVERNANCE TAHUN 2016

THE EXECUTION OF GOOD CORPORATE GOVERNANCE IMPLEMENTATION MONITORING COMMITTEE’S TASKS

Pelaksanaan Tugas Komite Pemantau Pelaksanaan GCG tahun 2016 sebagai berikut. 1. Ketua Komite memimpin dan mengkoordinasikan tugastugas anggota Komite. 2. Melakukan koordinasi dengan Komite-komite Eksekutif lainnya, terkait dengan pelaksanaan tugas, wewenang, dan tanggungjawab Komite Pemantau Pelaksanaan GCG.

The execution of GCG Implementation Monitoring Committee’s tasks in 2016 were as follows. 1. The Committee Chairman lead and coordinated the tasks of the Committee’s members. 2. Coordinated with other Executive Committees, in regards of the implementation of the tasks, authority and responsibilities of the GCG Implementation Monitoring Committee. 3. Conducted a discussion between members of the GCG Implementation Monitoring Committee with Chairman/ other Member of the Executive Committee related issues in their respective tasks. Discussions are held regularly and incidental. 4. Created collaboration and coordination with other Committees under the Board of Commissioners regarding the GCG implementation.

3. Melakukan kegiatan diskusi antara anggota Komite Pemantau Pelaksanaan GCG dengan Ketua/Anggota Komite Eksekutif lainnya terkait permasalahan pada bidang tugasnya. Diskusi diselenggarakan baik secara berkala maupun insidentil. 4. Menjalin kerjasama dan koordinasi dengan Komite-komite dibawah Dewan Komisaris terkait pelaksanaan GCG.

398



KOMITE INVESTASI

INVESTMENT COMMITTEE

Komite investasi merupakan komite yang membantu Direksi dalam memberikan arahan kebijakan yang berkaitan dengan investasi.

Investment Committee is a committee who assists the Board of Directors in giving policy direction related to the investment activities.

STRUKTUR DAN KEANGGOTAAN KOMITE INVESTASI

STRUKTUR DAN KEANGGOTAAN KOMITE INVESTASI

Susunan keanggotaan Komite Investasi, yaitu:

The Investment Committee membership composition:

Ketua : Sekretaris : Anggota :

Chairman : Deputy President Director Secretary : Division Head of Financial Institution and Capital Market Member : President Commissioner President Director Director of Compliance and Risk Management Division Head of Credit Analyst Division Head of Treasure

Deputy President Director Kepala Divisi Financial Institutions and Capital Market Komisaris Utama President Director Director of Compliance and Risk Management Kepala Divisi Credit Analyst Kepala Divisi Treasury

URAIAN TUGAS INVESTASI

DAN

TANGGUNG

JAWAB

KOMITE

THE DESCRIPTION OF THE INVESTMENT COMMITTEE’S TASKS AND RESPONSIBILITIES

Wewenang dan tanggung jawab Komite Investasi adalah memutuskan rencana investasi Divisi Treasury dalam mencapai optimalisasi imbal hasil pengelolaan portofolio Treasury, khususnya mengenai:

The tasks and responsibility of the Investment Committee is to decide on the investment plan that will be carried out by the Treasury Division in achieving optimal yield from the Treasury Division’s portfolio management, in particular on:

1. Kebijakan dan keputusan investasi Divisi Treasury 2. Strategi pengelolaan portofolio Treasury

1. The investment policy and investment decision of Treasury Division 2. The Treasury Division’s portfolio management strategy

RAPAT KOMITE INVESTASI

THE INVESTMENT COMMITTEE MEETING

Selama tahun 2016, Komite Investasi telah mengadakan rapat dengan agenda:

In 2016, the Investment Committee has conducted a meeting with the following agend:



22 Juni 2016 22 June 2016

Penetapan Limit Investasi Determination of Investation Limit Kebijakan Investasi Investation Policy

PELAKSANAAN 2016

TUGAS

TAHUN

THE EXECUTION OF THE INVESTMENT COMMITTEE TASKS IN 2016

Pelaksanaan Tugas Komite Investasi tahun 2016 sebagai berikut.

The Investment Committee Tasks Execution in 2016 were as follows:

1. Menetapkan limit investasi 2. Membuat kebijakan investasi

1. The establishment of the investment limit 2. Preparation of the investment policy

PENERAPAN TERINTEGRASI

KOMITE

TATA

INVESTASI

KELOLA

THE IMPLEMENTATION OF AN INTEGRATED GOVERNANCE APPLICATION

Pada 18 November 2014, Otoritas Jasa Keuangan (OJK) telah menerbitkan POJK No.18/POJK.03/2014 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan, serta telah mengeluarkan Surat Edaran OJK No.15/SEOJK.03/2015 pada tanggal 25 Mei 2015.

In November 18, 2014, the Financial Services Authority (FSA) has published POJK No. 18/POJK.03/2014 on the Implementation of an Integrated Governance for Financial Conglomerate. The FSA also has issued Circular Letter No. 15/SEOJK.03/2015 on 25 May 2015.

2016 Annual Report

399


Latar belakang diterbitkannya peraturan mengenai Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan diantaranya adalah untuk:

The background of the issuance of the regulation on The Implementation on Integrated Governance for Financial Conglomeration was to

1. Menciptakan sektor jasa keuangan yang tumbuh berkelanjutan, stabil dan berdaya saing tinggi; 2. Adanya hubungan kepemilikan dan/atau pengendalian antar Lembaga Jasa Keuangan yang meningkatkan kompleksitas transaksi dan interaksi; serta 3. Meningkatkan kualitas tata kelola yang baik dalam konglomerasi keuangan.

1. Create a financal services sector that grow sustainably, stable and highly competitive; 2. The existence of a relationship of ownership and/or control between Financial Services Institutions which increases the complexity of transactions and interactions; and 3. Improve the quality of good governance within financial conglomerates.

Tata kelola terintergrasi adalah suatu tata kelola yang menerapkan prinsip-pinsip keterbukaan (transparency), akuntabilitas (accountability), pertanggungjawaban (responsibility), independensi (independency) atau professional (professional) dan kewajaran (fairness) secara terintegrasi dalam Konglomerasi Keuangan. Adapun yang dimaksud dengan Konglomerasi Keuangan adalah Lembaga Jasa Keuangan yang berada dalam satu grup atau kelompok karena keterkaitan kepemilikan dan/atau pengendalian.

An integrated governance is a governance that apply an integrated transparency, accountability, responsibility, independency or professional and fairness principles in the Financial Conglomerate. Financial Conglomeration is Financial Services Institutions that are within one group or groups due to the ownership and/or control relationship.

Mengacu pada pasal 2 dan pasal 3 POJK No.18/POJK.02/2014, suatu Konglomerasi Keuangan wajib menerapkan Tata Kelola Terintegrasi secara komprehensif dan efektif serta memiliki struktur yang terdiri dari Entitas Utama dan Perusahaan Anak dan/atau Perusahaan Terelasi beserta perusahaan anaknya. Konglomerasi Keuangan yang dimaksud meliputi jenis Lembaga Jasa Keuangan seperti; Bank, Perusahaan Asuransi dan Reasuransi, Perusahan Efek dan/atau Perusahaan Pembiayaan.

Referring to Article 2 and Article 3 POJK No. 18/POJK.02/2014, a Financial Conglomeration is obliged to apply Integrated Governance comprehensively and effectively, and has a structure consisting of Main Entity and Subsidiary Entity and/or Affiliated Company with its subsidiaries. Financial Conglomerate includes Institute of Financial Services such as Banks, Insurance and Reinsurance Companies, Securities and/or Financing Companies.

Berdasarkan Keputusan Pemegang Saham Pengendali, melalui Surat Penunjukan tertanggal 25 Maret 2015 yang ditandatangani oleh Ibu Suzanna Tanojo, maka Bank Victoria telah ditunjuk sebagai Entitas Utama (EU) dalam Konglomerasi Keuangan Grup Victoria. Mengacu pada Pasal 7 Peraturan OJK No.18/POJK.02/2014, maka Bank Victoria selaku Entitas Utama diwajibkan untuk menerapkan Tata Kelola Terintegrasi. Terkait dengan penunjukan tersebut, Bank Victoria telah melaporkan kepada OJK melalui Surat Direksi No.052/DIR-EKS/03/15 perihal Laporan LJK Entitas Utama dan LJK yang menjadi Anggota Konglomerasi Keuangan pada tanggal 26 Maret 2015. Beberapa hal yang telah dilakukan oleh Bank Victoria terkait POJK No.18/POJK.02/2014 tersebut adalah sebagai berikut.

By virtue of the Controlling Shareholder Decision, through Appointment Letter dated March 25, 2015 signed by Controlling Shareholders, then Bank Victoria has been appointed as the Main Entity in the Victoria Group Financial Conglomerate. Referring to Article 7 of the FSA Regulation No. 18/POJK.02/2014, Bank Victoria as Main Entity was required to implement the Integrated Governance. In regards with the appointment, Bank Victoria has reported to the OJK by Board of Director Letter No. 052/DIREKS/03/15 on Main Entity LJK Report and LJK that shape the Financial Conglomerate Members on March 26, 2015. Some measures that have been done by the Bank Victoria in pursuant of POJK No. 18/POJK.02/2014 were as follows.

1. Perubahan Struktur Organisasi Bank Victoria Sesuai dengan Surat Keputusan Direksi No.001/SKDIR/10/15 tentang Perubahan Struktur Organisasi PT Bank Victoria International Tbk. tertanggal 21 Oktober 2015 yang telah diubah terakhir dengan SK-DIR No.001/SK-DIR/10/16 tanggal 03 Oktober 2016 tentang Struktur Organisasi PT. Bank Victoria International, Tbk. Melalui SK tersebut, Bank mengganti beberapa nama Divisi dengan menambahkan kata Terintegrasi, seperti pada Divisi Manajamen Risiko berganti nama menjadi Divisi Manajamen Risiko/Terintegrasi, Divisi Kepatuhan dan UKPN berganti menjadi Divisi Kepatuhan/Terintegrasi, UKPN, Sistem dan Prosedur, serta pada Satuan Kerja Audit Internal yang berganti nama menjadi SKAI/Terintegrasi dan Anti Fraud. Seiring dengan perubahan nama tersebut, maka terhadap masing-masing divisi, melekat pula tugas dan tanggung jawab baru yaitu pengawasan pelaksanaan fungsi Kepatuhan,

1. Changes in Organizational Structure of Bank Victoria In accordance with the Board of Directors Decree Letter No. 001/SK-DIR/10/15 Changes in Organizational Structure of PT Bank Victoria International Tbk dated October 21, 2015 that last amended by SK-DIR No. No. 001/SK-DIR/10/16 dated October 3, 2016 on the Organizational Structure of PT Bank Victoria International Tbk. Through the Decree Letter, the Bank replacing some Division name by adding the word Integrated, such as the Division of Risk Management changed name to Division of Risk Management/Integrated, the Compliance and UKPN Division changed to Division of Compliance and UKPN/Integrated and the Internal Audit Working Unit renamed to Division of IAWU/Integrated and Anti Fraud. Along with the name change, these division would be assigned new duties and responsibilities to monitor the implementation of integrated Compliance, Risk Management and Internal Audit function with the subsidiaries and Bank

400



fungsi Manajemen Risiko dan fungsi Audit Internal secara terintegrasi dengan anak perusahaan dan sister company Bank Victoria yang tergabung dalam Konglomerasi Keuangan Grup Victoria.

Victoria’s sister company that included in the Group Victoria Financial Conglomeration.

2. Pembentukan Komite Tata Kelola Terintegrasi Berdasarkan Surat Keputusan Direksi No.017/SKDIR/12/15 tentang Susunan Keanggotaan Komite Tata Kelola Terintegrasi Grup Victoria tanggal 29 Desember 2015, Direksi Bank Victoria telah menetapkan susunan keanggotaan Komite Tata Kelola Terintegrasi Grup Victoria sebagai berikut.

2. Establishment of Integrated Governance Committee Based on the Board of Directors Decree Letter No. 017/ SK-DIR/12/15 on Membership Structure of Integrated Governance Committee at Victoria Group dated December 29, 2015, the Board of Directors of Bank Victoria has set the membership of the Integrated Governance Committee at Victoria Group as follows.

Anggota Tetap / Permanent Member Ketua Anggota

Komisaris Independen yang membidangi Kepatuhan dan Manajemen Risiko pada Entitas Utama. Independent Commissioner in charge of Compliance and Risk Management on Main Entities. PT Bank Victoria International Tbk sebagai Entitas Utama: Komisaris yang membidangi Kepatuhan, Manajemen Risiko dan Internal Audit. PT Bank Victoria International Tbk at Main Entity: Commissioner in charge of Compliance, Risk Management and Internal Audit. PT Bank Victoria Syariah (Anak Perusahaan BVIC): 1. Komisaris Independen yang membidangi Kepatuhan dan Manajemen Risiko. 2. Anggota Dewan Pengawas Syariah. PT Bank Victoria Syariah (BVIC Subsidiary): 1. Independent Commissioner in charge of Compliance and Risk Management. 2. Members of the Shariah Supervisory Board. PT Victoria Securities Indonesia (Sister Company BVIC): Komisaris Independen yang membidangi Kepatuhan dan Manajemen Risiko. Independent Commissioner in charge of Compliance and Risk Management. PT Victoria Insurance (Sister Company BVIC): Komisaris Independen yang membidangi Tata Kelola dan Manajemen Risiko. Independent Commissioner in charge of Governance and Risk Management. PT Victoria Manajemen Investasi (Sister Company BVIC): Komisaris Independen yang membidangi Tata Kelola dan Manajemen Risiko. Independent Commissioner in charge of Governance and Risk Management. Pihak Independen: Anggota Komite Pemantau Risiko pada Entitas Utama Independent Parties: Member of Risk Monitoring Committee at the Main Entity

3. Penyusunan Pedoman dan Tata Tertib Komite Tata Kelola Terintegrasi Grup Victoria Dalam rangka mendukung efektivitas pelaksanaan Penerapan Tata Kelola Terintegrasi Grup Victoria dan semakin kompleksnya risiko sehingga perlu diimbangi dengan penerapan tata kelola terintegrasi yang mencakup lembaga jasa keuangan di Grup Victoria. Oleh karena itu, Direksi Bank Victoria telah menetapkan Pedoman dan Tata Tertib Kerja Komite Tata Kelola Terintegrasi Grup Victoria melalui Surat Keputusan No.003/SK-DIR/10/15 pada tanggal 27 Oktober 2015 yang telah diubah terakhir dengan Surat Keputusan Direksi No.018/SK-DIR/12/15 tanggal 29 Desember 2015. tentang Pedoman dan Tata Tertib Kerja Komite Tata Kelola Terintegrasi Grup Victoria. Uraian mengenai Pedoman dan Tata Tertib Kerja Komite Tata Kelola Terintegrasi Grup Victoria dapat dilihat di pada laporan tahunan ini.

3. Preparation of the Guidelines and Rules of Integrated Governance Committee for Victoria Group Integrated Governance at Victoria Group and increasing risks complexity, the Company need to implement the integrated governance which includes financial services institutions in Victoria Group. Therefore, the Board of Directors of Bank Victoria has established Guidelines and Rules of Integrated Governance Committee for Victoria Group through Decree Letter No. 003/SK-DIR/10/15 on October 27, 2015 that has been amended by the Decree Letter of the Board of Directors No. No.018/SK-DIR/12/15 on December 29, 2015 on Guidelines and Rules of Integrated Governance Committee for Victoria Group. The description of the Guidelines and Rules of the Integrated Governance Committee at Victoria Group can be viewed in this annual report.

401

2016 Annual Report

ASSESSMENT TATA KELOLA TERINTEGRASI ENTITAS UTAMA

NO 1


INTEGRATED GOVERNANCE ASSESSMENT PT. BANK VICTORIA INTERNATIONAL, TBK

POSISI

TAHUN 2016

PERINGKAT

DEFINISI PERINGKAT

2

Secara Terintegrasi yaitu Bank Victoria dan anggota LJK konglomerasi Keuangan, telah melakukan penerapan Tata Kelola Terintegrasi yang secara umum baik, tercermin dari masing-masing LJK telah menerapkan 7 (tujuh) aspek yang telah dituangkan dalam analisis.

ASPEK ASPECT Direksi Entitas Utama The Board of Directors of the Main Entity

NILAI VALUE 2

ANALISIS ANALYSIS Governance Structure • Anggota Direksi Entitas Utama (EU) maupun anggota LJK Terintegrasi telah memenuhi jumlah, komposisi, kriteria dan independensi serta kompetensi sesuai ketentuan Bank Indonesia dan OJK, yaitu: a. Bank Victoria (Entitas Utama) : 5 orang b. Bank Victoria Syariah: 4 orang dengan 2 orang sedang dalam proses persetujuan OJK. c. Victoria Manajemen Investasi : 2 orang d. Victoria Insurance : 4 orang e. Victoria Securities Indonesia : 3 orang • Direksi Entitas Utama (EU) memiliki integritas, kompetensi dan reputasi keuangan, yang telah memperoleh persetujuan dari OJK. • Direksi tidak memiliki hubungan keluarga sampai dengan derajat kedua maupun keuangan dengan anggota Direksi lainnya dan/atau anggota Komisaris. • Direksi tidak memiliki jabatan rangkap sebagai Komisaris, Direksi atau Pejabat Eksekutif pada Bank, perusahaan dan/atau lembaga keuangan lain, kecuali untuk jabatan lain sebagaimana diperkenankan oleh ketentuan BI dan OJK. Governance Structure • Members of the Board of Directors of the Main Entity (EU) and members of Integrated LJK have fulfilled the amount, composition, criteria and independence as well as competence in accordance with Bank Indonesia and FSA requirements, namely: A. Bank Victoria (Main Entity): 5 people B. Bank Victoria Syariah: 4 people with 2 people are in the process of FSA approval. C. Victoria Manajemen Investasi: 2 people D. Victoria Insurance: 4 people E. Victoria Securities Indonesia: 3 people • The Board of Directors of the Main Entity (EU) has integrity, competence and financial reputation, which has obtained OJK approval. • The Board of Directors has no family relationship up to the second degree or finance relationship with other members of the Board of Directors and/or members of the Board of Commissioners. • The Board of Directors has no concurrent position as a Commissioner, Director or Executive Officer at other Bank, company and/or financial institution, except for other positions as permitted by BI and FSA regulations. Governance Process • Direksi anggota LJK Konglomerasi Keuangan Grup Victoria telah membuat Pedoman Tata Kelola untuk masingmasing LJK sesuai dengan ketentuan yang berlaku. • Direksi Entitas Utama telah mengarahkan, memantau dan mengevaluasi Pelaksanaan Pedoman Tata Kelola Terintegrasi. • Direksi Entitas Utama telah menindaklanjuti arahan atau nasihat Dewan Komisaris dalam rangka penyempurnaan Pedoman Tata Kelola Terintegrasi. • Direksi Entitas Utama telah menindaklanjuti temuan SKAI Intern Terintegrasi. Governance Process • The Board of Directors of the Victoria Group Financial Conglomeration LJK has created a Governance Manual for each LJK in accordance with applicable regulations. • The Board of Directors of the Main Entity has directed, monitored and evaluated the Implementation of the Integrated Governance Guidelines. • The Board of Directors of the Main Entity has followed up the direction or advice of the Board of Commissioners in refinement of the Integrated Governance Guidelines. • The Board of Directors of the Main Entity has followed up the findings of Integrated IAWU.

Governance Outcome • Pedoman Tata Kelola Terintegrasi telah dibuat dan disempurnakan sesuai arahan dari Dewan Komisaris. • Direksi Entitas Utama telah memastikan bahwa temuan audit dan rekomendasi dari: • SKAI Terintegrasi. • Auditor Eksternal. • Hasil Pengawasan OJK. Telah ditindaklanjuti oleh seluruh LJK dalam Konglomerasi Keuangan. Direksi anggota LJK telah memastikan bahwa temuan dan rekomendasi hasil pemeriksaan telah ditindaklanjuti sesuai dengan ketentuan yang berlaku. Governance Outcome • The Integrated Governance Guidelines has been developed and refined as directed by the Board of Commissioners. • The Board of Directors of the Main Entity has ensured that audit findings and recommendations from: • I ntegrated IAWU. • External Auditor. • FSA Supervision Results. Has been followed up by all LJK in the Financial Conglomeration. The Board of Directors of LJK members have ensured that the findings and recommendations of the examination results have been followed up in accordance with applicable regulations.


NO 2

ASPEK ASPECT Dewan Komisaris Entitas Utama The Board of Commissioners of the Main Entity

NILAI VALUE 1

402


ANALISIS ANALYSIS Governance Structure • Anggota Dewan Komisaris EU maupun anggota LJK, telah memenuhi jumlah, komposisi, kriteria dan independensi serta kompetensi sesuai ketentuan Bank Indonesia dan OJK, yaitu: a. Bank Victoria (Entitas Utama) : 4 orang b. Bank Victoria Syariah: 3 orang dengan 2 orang sedang dalam proses persetujuan OJK. c. Victoria Manajemen Investasi : 2 orang d. Victoria Insurance : 3 orang e. Victoria Securities Indonesia : 2 orang • Dewan Komisaris Entitas Utama dan anggota LJK Konglomerasi Keuangan Grup Victoria memiliki pengetahuan mengenai Entitas Utama, pemahaman kegiatan bisnis utama dan risiko utama dari anggota LJK dalam Konglomerasi Keuangan. Governance Structure • Members of the Board of Commissioners of the Main Entity (EU) and members of Integrated LJK have fulfilled the amount, composition, criteria and independence as well as competence in accordance with Bank Indonesia and FSA requirements, namely: A. Bank Victoria (Main Entity): 4 people B. Bank Victoria Syariah: 3 people with 2 people are in the process of FSA approval. C. Victoria Manajemen Investasi: 2 people D. Victoria Insurance: 3 people E. Victoria Securities Indonesia: 2 people • The Board of Commissioners of the Main Entity (EU) and Victoria Group Financial Conglomeration LJK have sufficient knowledge on the Main Entity, the understanding of the main business activities and main risk from LJK in the Financial Conglomeration. Governance Process • Dewan Komisaris Entitas Utama telah melakukan pengawasan terhadap kinerja Direksi, dengan mekanisme melalui evaluasi pelaporan dan rapat-rapat. • Dewan Komisaris anggota LJK Konglomerasi Keuangan Grup Victoria telah melakukan pengawasan terhadap kinerja Direksi dengan mekanisme melalui evaluasi pelaporan dan rapat. • Dalam melaksanakan tugasnya Dewan Komisaris Entitas Utama berdasarkan pada Pedoman yang telah ditetapkan serta memperhatikan prinsip-prinsip Tata Kelola yang baik dan ketentuan yang berlaku. • Dewan Komisaris telah memberikan arahan dan nasehat kepada Direksi dalam proses pembuatan Pedoman Tata Kelola Terintegrasi. Governance Process • The Board of Commissioners of the Main Entity has conducted a supervision on the Board of Directors performance, with mechanisms through reporting evaluation and meetings. • The Board of Commissioners of the Group Victoria Financial Conglomeration LJK member has conducted a supervision on the Board of Directors performance, with mechanisms through reporting evaluation and meetings. • In performing its duties, the Board of Commissioners of the Primary Entity adhered to established Guidelines and taking into account the Good Governance principles and applicable provisions. • The Board of Commissioners has proved direction and advise to the Board of Directors in the process of preparation of Integrated Governance Guidelines. Governance Outcome • Hasil rapat Dewan Komisaris Entitas Utama telah dituangkan dalam risalah rapat dan didokumentasikan dengan baik dan tidak terdapat Dissenting Opinions dalam peserta rapat. • Rekomendasi yang disampaikan atau dituangkan dalam risalah rapat telah ditindaklanjuti dan dimonitor secara berkesinambungan oleh Direksi Entitas Utama, diantaranya terkait dengan : (1) Persiapan penerapan & pelaporan Tata Kelola Terintegrasi – Grup Victoria; (2) Penunjukan Keanggotaan Komite Tata Kelola Terintegrasi. • Dewan Komisaris Entitas Utama telah membentuk Komite Tata Kelola Terintegrasi (sesuai SK Direksi No.002/ SK-DIR/10/15 tanggal 27 Oktober 2015, yang disempurnakan menjadi SK No.17/SK-DIR/12/2015 tanggal 29 Desember 2015). • Dewan Komisaris anggota LJK Konglomerasi Keuangan Grup Victoria telah bergabung menjadi anggota Komite Tata Kelola Terintegrasi Entitas Utama. Governance Outcome • The meeting results of the Board of Commissioners of the Main Entity have been set forth in minutes of meetings and documented properly and there was no Dissenting Opinion in the meeting. • Recommendations submitted or set forth in minutes of meetings have been followed up and monitored on an ongoing basis by the Board of Directors of the Main Entity, among others related to: (1) Preparation of the implementation & reporting of Integrated Governance - Victoria Group; (2) Appointment of Integrated Governance Committee Membership. • The Board of Commissioners of the Primary Entity has established an Integrated Governance Committee (in accordance with SK Direksi No.002/SK-DIR/10/15 dated 27 October 2015), which was ammende by SK No. 17/ SK-DIR/12/2015 dated December 29, 2015 ). • The Board of Commissioners of the LJK Group Victoria Financial Conglomeration member has joined the Integrity Governing Committee of the Main Entity

403

2016 Annual Report

NO 3

ASPEK ASPECT Komite Tata Kelola Terintegrasi Integrated Governance Committee

NILAI VALUE 2


ANALISIS ANALYSIS Governance Structure • Komposisi dan kompetensi anggota komite masing-masing LJK telah sesuai dengan ukuran dan kompleksitas usaha; • Jumlah dan Komposisi Komisaris Independen yang menjadi anggota Komite Tata Kelola Terintegrasi telah sesuai dengan kebutuhan Konglomerasi Keuangan serta efisiensi dan efektifitas pelaksanaan tugas Komite Tata Kelola Terintegrasi dengan memperhatikan keterwakilan masing-masing sektor jasa keuangan. Governance Structure • The composition and competence of the committee members of each LJK has been in accordance with the size and complexity of the business; • The number and composition of Independent Commissioners who are members of the Integrated Corporate Governance Committee are in accordance with the needs of the Financial Conglomeration as well as the efficiency and effectiveness of the implementation of the Integrated Governance Committee tasks with respect to the representation of each financial service sector s. Governance Process • Komite Tata Kelola Terintegrasi mengevaluasi dan memberikan pendapat kepada Dewan Komisaris terhadap laporan atau hal-hal yang disampaikan oleh Direksi kepada Dewan Komisaris; • Komite Tata Kelola Terintegrasi telah menyelenggarakan rapat Komite Tata Kelola Terintegrasi pada tahun 2016, yang dihadiri oleh seluruh komisaris dan wakil dari anggota LJK Konglomerasi Keuangan. Governance Process • The Integrated Governance Committee evaluated and provided opinions to the Board of Commissioners on reports or matters submitted by the Board of Directors to the Board of Commissioners; • The Integrated Governance Committee has convened an Integrated Governance Committee meeting in 2016, which was attended by all of the Board of Commissioners and representatives of LLK members of the Financial Conglomeration. Governance Outcome • Komite Tata Kelola Terintegrasi telah mengevaluasi pelaksanaan Tata Kelola Terintegrasi, melalui rapat dan informasi dari rapat Satuan Kerja Kepatuhan Terintegrasi, Satuan Kerja Audit Terintegrasi, Komite Manajemen Risiko Terintegrasi dan rapat Komite Tata Kelola Terintegrasi. • Komite Tata Kelola Terintegrasi telah memberikan rekomendasi kepada Dewan Komisaris Entitas Utama untuk penyempurnaan Pedoman Tata Kelola Terintegrasi. • Selama tahun 2016 Komite Tata Kelola Terintegrasi telah melakukan rapat sebanyak 5 (lima) kali dan Hasil risalah rapat telah didokumentasi dengan baik. Governance Outcome • The Integrated Governance Committee has evaluated the implementation of Integrated Governance, through meetings and information from meetings with the Integrated Compliance Work Unit, Integrated Audit Work Unit, Integrated Risk Management Committee and Integrated Governance Committee meeting. • The Integrated Governance Committee has given recommendations to the Board of Commissioners of the Main Entity for the improvement of the Integrated Governance Guidelines. • During 2016, the Integrated Governance Committee has conducted 5 (five) meetings and the meeting results have been well documented

404


NO

ASPEK ASPECT

NILAI VALUE


ANALISIS ANALYSIS Governance Structure • Satuan Kerja Kepatuhan Terintegrasi yang dibentuk melalui Surat Keputusan Direksi No.001/SK-DIR/10/15 tanggal 21 Oktober 2015 dan telah diubah terakhir dengan SK-DIR No.001/SK-DIR/10/16 tanggal 03 Oktober 2016 tentang Struktur Organisasi PT. Bank Victoria International, Tbk adalah independen terhadap Satuan Kerja Operasional. • Direksi Entitas Utama telah menetapkan SDM/personil yang memenuhi syarat dan kriteria dalam mengemban tugas dan tanggung jawab pada Satuan Kerja Kepatuhan Terintegrasi. Governance Structure • The Integrated Compliance Working Units that was established through The Board of Directors Decree Letter No. 001/SK-DIR/10/15 dated 21 October 2015 and has been last amended by SK-DIR No. No. 001/SK-DIR/10/16 dated 03 October 2016 on the Organization Structure of PT. Bank Victoria International, Tbk is independent of the Operational Work Unit. • The Board of Directors of the Main Entity has established the HR/personnel who meet the criteria and requirements in carrying out the duties and responsibilities of the Integrated Compliance Work Unit.

Governance Process Satuan Kerja Kepatuhan Terintegrasi telah memantau dan mengevaluasi fungsi kepatuhan di Entitas Utama dan pada anggota LJK dalam Konglomerasi Keuangan melalui rapat-rapat dan melalui permintaan laporan/data atau informasi. Governance Process The Integrated Compliance Unit has monitored and evaluated the compliance function in the Main Entity and LJK members in the Financial Conglomeration through meetings and requests for reports/data or information.

Governance Outcome • Satuan Kerja Kepatuhan Terintegrasi telah menyampaikan Laporan Kepatuhan Terintegrasi kepada Direktur Kepatuhan & Manajemen Risiko Teriontegrasi secara periodik. • Satuan Kerja Kepatuhan Terintegrasi melalui rapat-rapat telah menyampaikan informasi pelaksanaan tugas dan tanggung jawab kepada Direktur Kepatuhan & Manajemen Risiko Terintergrasi secara periodik. • Selama tahun 2016 Satuan Kerja Kepatuhan Terintegrasi telah melakukan rapat sebanyak 7 (tujuh) kali dan hasil rapat telah diadministrasikan serta tindak lanjut telah dilakukan berdasarkan notulen rapat-rapat dimaksud, secara detil sebagai berikut:

4

Satuan Kerja Kepatuhan Terintegrasi Integrated Compliance Working Unit

2

Governance Outcome • The Integrated Compliance Working Unit has periodically submitted Integrated Compliance Report to the Director of Compliance & Integrated Risk Management. • The Integrated Compliance Working Unit through meetings has periodically submitted information on the implementation of duties and responsibilities to the Director of Compliance & Integrated Risk Management. • During 2016 the Integrated Compliance Working Unit has conducted 7 (seven) meetings and the meeting results have been administered and the follow up has been done based on the minutes of the meetings, in detail as follows:

No.

1

Tanggal Date


Agenda Pembahasan Discussion Agenda Komite TKT dengan OJK, Presentasi Manajemen Risiko Terintegrasi, Kepatuhan Terintegrasi, dan SKAI Terintegrasi TKT Committee with FSA, Integrated Risk Management Presentation, Integrated Compliance, and Integrated IAWU Rapat Unit Kerja Kepatuhan Terintegrasi dengan Komite TKT Grup Victoria • Penyampaian progress kerja Unit Keptuhan Terintegrasi selama tahun 2015; • Pembahasan proses pembuatan Laporan Semesteran 2015. Integrated Compliance Work Unit Meeting with the TKT Committee at Victoria Group • Submission of Integrated Compliance Unit work progress in 2015; • Discussion on the process of preparation 2015 Semi Annually Report.

2


3

17 Maret 2016 17 March 2016

Pelaporan TKT/ TKT Reporting

4

06 April 2016 6 April 2016

Pembahasan Laporan Tata Kelola Terintegrasi dan Manajemen Risiko Terintegrasi Tahunan./ Discussio on the Annual Integrated Risk Management and Integrated Governance Report

5

27 April 2016 27 April 2016

Komite TKT, membahas proses mapping Grup Victoria posisi akhir tahun 2015./ The TKT Committee discussion on Victoria Group mapping process at the end of 2015

6

03 Juni 2016 3 June 2016

Penyampaian Tugas dan Tanggung Jawab Fungsi Kepatuhan EU dan Masing-masing Anggota Anggota LJK Grup Victoria./ Ther presentation on the Tasks and Responsibilities of the Compliance Function at the Main Entity and each LJK Members of Victoria Group

7


Komite TKT – Pelaporan dan Rapat/ TKT Committee – Reporting and Meeting

405

2016 Annual Report

NO 5

ASPEK ASPECT SKAI Terintegrasi


NILAI VALUE

ANALISIS ANALYSIS

2 Governance Structure • SKAI Terintegrasi yang dibentuk melalui Surat Keputusan Direksi No.001/SK-DIR/10/15 tanggal 21 Oktober 2015 yang telah diubah dengan Surat Keputusan Direksi No.001/SK-DIR/10/16 tanggal 3 Oktober 2016, dalam menjalankan fungsinya adalah Independen dari Satuan Kerja Operasional atau Satuan Kerja Lainnya; • Direksi Entitas Utama telah menetapkan SDM/personil yang memenuhi syarat dan kriteria dalam mengemban tugas dan tanggung jawab pada SKAI Terintegrasi. Governance Structure • Integrated IAWU that has ben established through the Decree Letter of the Board of Directors No.001/SK-DIR/ 10/15 dated 21 October 2015 which has been amended by Decree Letter of the Board of Directors No.001 / SKDIR / 10/16 dated October 3, 2016, in carrying out its functions has been Independent of the Operational Units or Other Working Units; • The Board of Directors of the Main Entity has appointed HR/personnel who meet the criteria and requirements in carrying out their duties and responsibilities of the Integrated IAWU Governance Process • SKAI Terintegrasi telah memantau Laporan Hasil Audit pada masing-masing anggota LJK dan mengkomunikasikan hasilnya pada rapat. • SKAI Terintegrasi telah memantau pelaksanaan audit intern pada anggota LJK Konglomerasi Keuangan Grup Victoria melalui laporan pokok-pokok pelaksanaan audit yang disampaikan oleh masing-masing LJK secara periodik dan memberikan rekomendasi atau saran yang diperlukan. Governance Process • Integrated IAWU has monitored the Audit Result Report of each LJK member and communicated the results to the meeting. • Integrated IAWU has monitored the internal audit implementation of the Victoria Group Financial Conglomeration LJK members through the reports of internal audit execution subjects submitted periodically by each LJK and provided the necessary recommendations or suggestions. Governance Outcome • Laporan Audit Intern Terintegrasi telah disampaikan kepada pihak terkait secara berkala secara Triwulanan, yaitu Governance Outcome • Integrated Internal Audit Report has been submitted to related parties on a quarterly basis, ie: : No

• •

Memo Internal Internal Memo

Tanggal Date

Perihal Topic

1

015/SKAI-DIR/04/16

27 April 2016 27 April 2016

Laporan Pokok-pokok Audit Intern Terintegrasi Triwulan I Tahun 2016. / Reports of Integrated Internal Audit Subjects for the First Quarter 2016

2

020/SKAI-DIR/07/16

25 Juli 2016 25 July 2016

Laporan Pokok-pokok Audit Intern Terintegrasi Triwulan II Tahun 2016. / Reports of Integrated Internal Audit Subjects for the Second Quarter 2016

3

008/SKAI-DIR/10/16


Laporan Pokok-pokok Audit Intern Terintegrasi Triwulan III Tahun 2016. / Reports of Integrated Internal Audit Subjects for the Third Quarter 2016

4

012/SKAI-DIR/01/17


Laporan Pokok-pokok Audit Intern Terintegrasi Triwulan IV Tahun 2016 / Reports of Integrated Internal Audit Subjects for the Fourth Quarter 2016

SKAI Terintegrasi telah bertindak obyektif dalam melakukan pemantauan pelaksanaan audit. Selain itu di tahun 2016 SKAI Terintegrasi telah mengikuti rapat sebanyak 4 (empat) kali dan berdasarkan notulen rapat-rapat dimaksud, secara detil sebagai berikut :

No.

Tanggal

Agenda Pembahasan

1

11 Februari 2016

Rapat Komite TKT Grup Bank Victoria • SKAI Terintegrasi telah membuat laporan triwulanan kepada Direktur Entutas Utama (EU) • Seluruh LJK anggota Grup Bank Victoria telah menetapkan Kantor Akuntan Publik (KAP) yang melakukan audit laporan keuangan.

2

27 April 2016

Rapat Komite TKT Grup Bank Victoria Pembahasan diskusi Komite TKT mengenai pelaksanaan Audit di VINS belum terdapat auditor, namun dirangkap oleh Staff Finance.

3

12 Agustus 2016

Rapat Komite TKT Grup Bank Victoria Pembahasan diskusi Komite TKT mengenai belum terdapat Auditor di Victoria Insurance (VINS).

• •

4

•

27 September 2016

•

Rapat SKAI Terintegrasi dan Anti Fraud Bertujuan untuk berkoordinasi dan berdiskusi antar PIC SKAI pada masing-masing LJK Diharapkan untuk tahun 2017 masing-masing LJK telah membuat Rencana Kerja Tahunan sebagai dasar pemeriksaan agar terencana dan terarah. Tujuan SKAI Terintegrasi salah satunya agar LJK yang bukan Bank dapat pelaksanaan audit yang selama ini sudah dilakukan dengan baik oleh Bank, seperti terdapatnya Rencana Kerja Audit Tahunan (RKAT) dan sistem pemeriksaan berdasarkan risk based.

Rekomendasi hasil audit telah sesuai dengan permasalahan dan dapat digunakan sebagai acuan perbaikan.

406


5

SKAI Terintegrasi


2 No.

1

Tanggal


Agenda Pembahasan

Rapat Komite TKT Grup Bank Victoria • SKAI Terintegrasi telah membuat laporan triwulanan kepada Direktur Entutas Utama (EU) • Seluruh LJK anggota Grup Bank Victoria telah menetapkan Kantor Akuntan Publik (KAP) yang melakukan audit laporan keuangan. Bank Victoria Group TKT Committee Meetings • Integrated IAWU has made quarterly reports to the Director of the Main Entity (EU) • All LJK members of the Bank Victoria Group have decided on the Public Accounting Firm (KAP) that will audits the financial statements. Rapat Komite TKT Grup Bank Victoria Pembahasan diskusi Komite TKT mengenai pelaksanaan Audit di VINS belum terdapat auditor, namun dirangkap oleh Staff Finance.

2

27 April 2016 27 April 2016

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Bank Victoria Group TKT Committee Meetings TKT Committee discussion of the implementation of Audit in VINS showed there is auditor present, but is concurrently held by Finance Staff. Rapat Komite TKT Grup Bank Victoria Pembahasan diskusi Komite TKT mengenai belum terdapat Auditor di Victoria Insurance (VINS). Bank Victoria Group TKT Committee Meetings TKT Committee discussion on the absence of an Auditor at Victoria Insurance (VINS).

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6

Penerapan Manajemen Risiko Terintegrasi

Integrated Risk Management Implementation

2

Rapat SKAI Terintegrasi dan Anti Fraud Bertujuan untuk berkoordinasi dan berdiskusi antar PIC SKAI pada masing-masing LJK Diharapkan untuk tahun 2017 masing-masing LJK telah membuat Rencana Kerja Tahunan sebagai dasar pemeriksaan agar terencana dan terarah. Tujuan SKAI Terintegrasi salah satunya agar LJK yang bukan Bank dapat pelaksanaan audit yang selama ini sudah dilakukan dengan baik oleh Bank, seperti terdapatnya Rencana Kerja Audit Tahunan (RKAT) dan sistem pemeriksaan berdasarkan risk based. Integrated IAWU & Anti Fraud Meetings Aims to coordinate and have a discussion between IAWU PIC on each LJK It is expected that in 2017, each LJK has made an Annual Work Plan as the basis for a planned and directive inspection. One of the objectives of the Integrated IAWU is to enable the nonbank LJK to perform audit that has been carried out by the Bank, such as the existence of an Annual Audit Work Plan (RKAT) and risk based inspection system.

Rekomendasi hasil audit telah sesuai dengan permasalahan dan dapat digunakan sebagai acuan perbaikan.

Governance Structure • Entitas Utama telah memiliki organisasi dalam mendukung penerapan Manajemen Risiko Terintegrasi yang tertuang dalam Keputusan Direksi No.006/SK-DIR/10/15 tanggal 28 Oktober 2015 tentang Kebijakan dan Pedoman Umum Manajemen Risiko Terintegrasi • Entitas Utama telah memiliki Kebijakan dan Pedoman Umum Manajemen Risiko Terintegrasi melalui Surat Keputusan Direksi No.006/SK-DIR/10/15 tanggal 28 Oktober 2015 dan Prosedur Penilaian Profil Risiko Terintegrasi melalui Surat Keputusan Direksi No.009/SK-DIR/01/16 tanggal 29 Januari 2016. Governance Structure • The Main Entity has an organization in support of the implementation of Integrated Risk Management as stated in Decree Letter of the Board of Directors No. 006/SK-DIR/10/15 dated October 28, 2015 on Integrated Risk Management General Policy and Guidelines • The Main Entity has an Integrated Risk Management General Policy and Guidelines through the Decree Letter of the Board of Directors No. 006/SK-DIR/ 10/15 dated October 28, 2015 and the Integrated Risk Profile Assessment Procedure through Decree Letter of the Board of Directros No. 009/SK-DIR/01/16 dated January 29, 2016. Governance Process Entitas Utama melalui Satuan Kerja Manajemen Risiko dan Komite Manajemen Risiko Terintegrasi telah menerapkan Manajemen Risiko Terintegrasi sesuai peraturan yang berlaku. Governance Process The Main Entity through the Risk Management Work Unit and Integrated Risk Management Committee have implemented Integrated Risk Management in accordance with the prevailing regulations. Governance Outcome • Penerapan fungsi manajemen risiko telah sesuai dengan tujuan, ukuran dan kompleksitas usaha Bank, serta risiko yang dihadapi Entitas Utama dan anggota LJK Grup Victoria lainnya. • Direksi dan Komisaris Entitas Utama telah melaksanakan tugas dan tanggung jawabnya sesuai dengan Pedoman yang telah ditetapkan dan tetap mengedepankan prinsip kehati-hatian. Governance Outcome • The implementation of the risk management function is in accordance with the Bank’s objectives, size and business complexity, as well as the risks faced by the Main Entity and other members of the Victoria Group LJK. • The Board of Directors and Commissioners of the Main Entity have performed their duties and responsibilities in accordance with established Guidelines and prioritize the principles of prudence

2016 Annual Report

7

Pedoman Tata 1 Kelola Terintegrasi

Integrated Governnce Guidelines

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Governance Structure • Entitas Utama dan masing-masing LJK telah memiliki kebijakan dan prosedur mengenai tata cara pelaksanaan Tata Kelola Terintegrasi sesuai dengan kebijakan yang berlaku; • Pelaksanaan Tata Kelola Terintegrasi Bank Victoria pada Entitas Utama dan Pelaksanaan Tata Kelola Terintegrasi bagi LJK telah sesuai dengan peraturan yang berlaku. Governance Structure • The Main Entity and each LJK already have policies and procedures on how to implement the Integrated Governance in accordance with applicable policies; • The implementation of Bank Victoria ‘s Integrated Management in the Main Entity and the Implementation of Integrated Governance for LJK is in compliance with prevailing regulations Governance Process Pelaksanaan proses Tata Kelola Terintegrasi oleh Entitas Utama dan LJK telah mengacu pada Pedoman Tata Kelola Terintegrasi. Governance Process The implementation of the Integrated Governance process by the Main Entity and LJK has referred to the Integrated Governance Guidelines. Governance Outcome • Entitas Utama dan LJK Konglomerasi telah menjalankan prinsip-prinsip Tata Kelola yang ditetapkan regulator, tercermin tidak adanya pelanggaran yang dapat mempengaruhi performance dan kerugian bagi Grup Victoria. • Pencapaian dan kondisi yang terjadi telah dikomunikasikan pencapaiannya dalam rapat-rapat serta fokus kepada penerapan strategi yang telah diambil Direksi dengan arahan/nasehat Dewan Komisaris. Governance Outcome • The Main Entity and LJK Conglomeration have carried out the Governance principles set by the regulator, reflected in the absence of violations that may affect the performance and loss of the Victoria Group. • Every achievements and conditions have been communicated in meetings and focused on the implementation of the strategies that have been taken by the Board of Directors with the direction/advice of the Board of Commissioners.

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SAHAM

INFORMATION CONCERNING MAIN AND CONTROLLING SHAREHOLDERS

Christien Tanoyo dan Suzanna Tanojo merupakan Pemegang Saham Utama dan Pengendali dari PT Bank Victoria International Tbk. Christien Tanoyo merupakan pemilik saham di PT Gratamulia Pratama dan pemegang saham utama dari PT Victoria Investama Tbk. sedangkan Suzanna Tanojo adalah pemegang saham pengendali PT Gratamulia Pratama yang juga memiliki saham di PT Victoria Investama Tbk.

Christien Tanoyo and Suzanna Tanojo are the Main and Controlling Shareholders of PT Bank Victoria International Tbk. Christien Tanoyo is one of the shareholders in PT Gratamulia Pratama and major shareholders of PT Victoria Investama Tbk. whereas Suzanna Tanojo is the major shareholder of PT Pratama Gratamulia which also has a stake in PT Victoria Investama Tbk.

INFORMASI PEMEGANG UTAMA DAN PENGENDALI

Struktur pemegang saham Bank Victoria dapat dilihat dari gambar berikut ini.

struktur pemegang saham Christien Tanoyo

Suzanna Tanojo

9.37%

90.63%

11.99%

PT Gratamulia Pratama 52.43% 99.99% 66.54%

PT Victoria Manajemen Investasi 95.00%

PT Magna Finance

7.35%

99.00%

PT Victoria Investama Tbk

PT Victoria Alife Indonesia

73.37% 99.50%

PT Nata Patindo

2.62%


4.96%

45.43%

PT Victoria Securities Indonesia

PT Victoria Insurance

1.65%

0.93%

0.36%

PT BANK VICTORIA INTERNATIONAL Tbk.

Masyarakat Lainnya (masingmasing <5%) Other Public (each <5%)

Deutsche Investitions Und Entwicklungsge sellschaft Mbh

23.06%

9.00%

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2016 Annual Report

Kepemilikan saham dari Bank Victoria sampai dengan 31 Desember 2016, tercatat pada tabel dibawah ini.


Shares ownership of Bank Victoria up to December 31, 2016, listed in the table below.

Tabel Komposisi Kepemilikan Saham Bank Victoria Per 31 Desember 2016 Table of Shares Ownership of Bank Victoria as of December 31, 2016 Nama Name

No.

Jumlah Saham Total Shares

Presentaste Kepemilikan Shared Ownership

Klasifikasi Classifications

1.

PT Victoria Investama Tbk.

3,938,845,330

45.43%


2.

Suzanna Tanojo

1,039,538,768

11.99%


3.


430,078,250

4.96%


4.

PT Nata Patindo

226,777,000

2.62%


5.

Masyarakat Lainnya (masing-masing <5%) Public (each below 5%)

2,255,414,479

26%

-

6.

Deutsche Investitions-und Entwicklungsgesellschaft mbH (DEG)

780,394,335

9%

-

8,671,048,162

100,00%

TOTAL

Bagan Komposisi Kepemilikan Saham Bank Victoria per 31 Desember 2016 PT Victoria Investama 3. Tbk.

9%

Suzanna Tanojo PT Suryayudha Investindo Cipta 45%

PT Nata Patindo Masyarakat Lainnya (masing-masing <5%) Public (each below 5%) Deutsche Investitions-und Entwicklungsgesellschaft mbH (DEG)

26 %

3% 5%

12%

PERLAKUAN YANG SAMA TERHADAP SELURUH PEMEGANG SAHAM

EQUAL TREATMENT TO ALL SHAREHOLDERS

Dalam memberikan informasi yang diperlukan oleh investor atau Pemegang Saham (transparansi informasi), Bank Victoria memberikan perlakuan yang sama terhadap Pemegang Saham Mayoritas maupun Minoritas. Hal ini dimaksudkan agar tidak terdapat informasi pihak dalam (inside information) yang hanya diketahui oleh Pemegang Saham Mayoritas. Seluruh Pemegang Saham memiliki hak yang sama dalam memperoleh informasi terkait Bank.

In providing the information needed by investors or Shareholders (information trans parency), Bank Victoria treats the Majority Shareholders and Minority Shareholders equally. This is to prevent the existence of any inside information that only the Majority Shareholders are aware of. All Shareholders have equal right in obtaining information relating to the Bank.

Pelaksanaan fungsi diseminasi informasi tersebut dilakukan oleh bagian Hubungan Investor (Investor Relation) di bawah Sekretaris Perusahaan (Corporate Secretary). Beberapa bentuk pelaksanaan transparansi informasi yang dilakukan Bank adalah press conference dalam rangka penjabaran kinerja Bank triwulanan setelah Laporan Keuangan diterbitkan di koran nasional; analyst meeting yang rutin dilakukan setelah Laporan Keuangan diterbitkan di koran nasional dan Public Expose.

The dissemination of the information is executed by the Investor Relation Division under the Corporate Secretary. Some forms of the information transparency implementation conducted by the Bank is by conducting press conferences to describe the Bank’s quarterly performance after the Financial Statement is published in the national newspaper; Analyst meetings waere routinely conducted after the Financial Reports published in national newspapers and Public Expose.

SATUAN KERJA AUDIT INTERNAL/ TERINTEGRASI DAN ANTI FRAUD

INTEGRATED/INTERNAL AUDIT WORK UNIT AND ANTI FRAUD

Satuan Kerja Audit Internal SKAI/Terintegrasi dan Anti Fraud dipimpin oleh seorang Kepala yang diangkat dan diberhentikan oleh Direktur Utama atas persetujuan Dewan Komisaris dan dilaporkan kepada Otoritas Jasa Keuangan (OJK).

The Internal Audit Work Unit (IAWU)/Integrated and Anti Fraud led by a Head who was appointed and dismissed by the President Director with the approval of the Board of Commissioners and reported to the Financial Services Authority (FSA).

410



SKAI/Terintegrasi dan Anti Fraud merupakan unit kerja independen yang dipimpin oleh seorang Kepala yang bertanggung jawab langsung kepada Direktur Utama dan memiliki jalur komunikasi langsung dengan Komite Audit dan Dewan Komisaris. SKAI/Terintegrasi dan Anti Fraud memiliki akses yang tidak terbatas terhadap seluruh aktivitas di Bank Victoria dan merupakan mitra manajemen dalam mewujudkan implementasi GCG di lingkungan Bank.

The IAWU/Integrated and Anti Fraud is an independent unit that led by a Head who is directly responsible to the President Director and has a direct line of communication with the Audit Committee and the Board of Commissioners. IAWU/ Integrated and Anti Fraud has unrestricted access to all Bank Victoria’s activities and they are partner of management in realizing the GCG implementation within the Bank environment.

STRUKTUR ORGANISASI DAN KETUA SATUAN KERJA AUDIT INTERNAL/TERINTEGRASI DAN ANTI FRAUD

The IAWU/ Integrated AND ANTI FRAUD ORGANIZATION STRUCTURE

Dalam rangka mengimplementasikan fungsi SKAI terintegrasi sebagaimana Peraturan Otoritas Jasa Keuangan No.18/ POJK.03/2014 tanggal 18 November 2014 dan Surat Edaran No.15/SEOJK.03/2015 tanggal 25 Mei 2015 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan, maka pelaksanaan tugas dan tanggung jawab audit internal terintegrasi dilakukan oleh SKAI BVIC, sebagaimana ditetapkan pada struktur organisasi pada SK Direksi No.002/SK-DIR/08/15 tanggal 11 Agustus 2015, tentang Perubahan Struktur Organisasi Bank Victoria International Tbk, sehingga SKAI BVIC menjadi SKAI/ Terintegrasi dan Anti Fraud.

In order to implement integrated Internal Audit Work Unit function as stipulated in the Financial Services Authority Regulation No. 18/POJK.03/2014 dated November 18, 2014 and Circular Letter No. 15/SEOJK.03/2015 dated May 25, 2015 on Integrated Governance Implementation for Financial Conglomerate, the tasks and responsibilities of internal audit conducted by the IAWU/Integrated and Anti Fraud, as set forth in the organizational structure of the Board of Directors Decree Letter No. 002/SK-DIR/08/15 dated August 11, 2015, about the Bank Victoria International Tbk Organizational Structure Change, thus Bank Victoria IAWU became IAWU/ Integrated and Anti Fraud.

Struktur Organisasi SKAI/Terintegrasi dan Anti Fraud dapat dilihat pada bagan sebagai berikut.

Organizational Structure of IAWU/Integrated and Anti Fraud can be seen in the chart below.

Direktur Utama ( Daniel Budirahayu )

Kepala SKAI / Terintegrasi dan Anti Fraud ( Teguh Sukaryanto )

. Unit Head Anti Fraud ( Ferry A. Deuning )

Tim Audit Operasional dan IT ( Vacant )

Tim Audit Kredit ( Fadillah Syarif )

Area Senayan dan Audit IT ( Joel Eka Martono Krissata )

Area Senayan ( Rizki Ichwana )

Area Cideng ( Julkifly Saragih )

. Area Cideng ( Ariesty P. Mudjadi )

Area Fatmawati ( Ricky Windhyarto )

Area Fatmawati ( Carolina )

Direktur Utama ( Ricky Rahardjo )

Unit Kerja Bisnis ( Wendy Trisnandar )

Tim Pengembangan dan Pengawasan ( Agung Wicaksono )

KEDUDUKAN SKAI/terintegrasi dan anti fraud DALAM STRUKTUR ORGANISASI

IAWU POSITION IN THE ORGANIZATION STRUCTURE

SKAI/Terintegrasi dan Anti Fraud dipimpin oleh seorang Kepala yang diangkat dan diberhentikan oleh Direktur Utama atas persetujuan Dewan Komisaris dan dilaporkan kepada Otoritas Jasa Keuangan (OJK).

The Internal Audit Work Unit (IAWU)/Integrated and Anti Fraud led by a Head who was appointed and dismissed by the President Director with the approval of the Board of Commissioners and reported to the Financial Services Authority (FSA).

SKAI/Terintegrasi dan Anti Fraud merupakan unit kerja independen yang dipimpin oleh seorang Kepala yang

The IAWU/Integrated and Anti Fraud is an independent unit that led by a Head who is directly responsible to the President

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bertanggung jawab langsung kepada Direktur Utama dan memiliki jalur komunikasi langsung dengan Komite Audit dan Dewan Komisaris. SKAI/Terintegrasi dan Anti Fraud memiliki akses yang tidak terbatas terhadap seluruh aktivitas di Bank Victoria dan merupakan mitra manajemen dalam mewujudkan implementasi GCG di lingkungan Bank.

Director and has a direct line of communication with the Audit Committee and the Board of Commissioners. IAWU/ Integrated and Anti Fraud has unrestricted access to all Bank Victoria’s activities and they are partner of management in realizing the GCG implementation within the Bank environment.

PENGANGKATAN DAN PEMBERHENTIAN KEPALA SKAI/TERINTEGRASI DAN ANTI FRAUD

THE APPOINTMENT AND DISCHARGE OF THE HEAD OF IAWU/INTEGRATED AND ANTI FRAUD

Kepala SKAI/Terintegrasi dan Anti Fraud diangkat dan diberhentikan oleh Direksi Bank dengan persetujuan dari Dewan Komisaris dan dilaporkan kepada Otoritas Jasa Keuangan (OJK).

Head of IAWU/Integrated and Anti Fraud is appointed and dismissed by the Bank’s Board of Directors with the approval of the Board of Commissioner and reported to the Financial Services Authority (FSA).

PROFIL KEPALA SKAI/TERINTEGRASI DAN ANTI FRAUD

HEAD OF IAWU/ Integrated AND ANTI FRAUD PROFILE

Sejak Juni 2015 Kepala SKAI/Terintegrasi dan Anti Fraud Bank dijabat oleh Teguh Sukaryanto melalui Surat Keputusan Direksi No.031/SK-DIR/HCM/06/15 tanggal 30 Juni 2015. Profil Kepala SKAI/Terintegrasi dan Anti Fraud sebagai berikut.

Since June 2015, Head of IAWU/ Integrated and Anti Fraud held by Teguh Sukaryanto by board of Directors’ Decree Letter No. 031/SK-DIR/HCM/06/15 dated June 30, 2015. The Profile od Head of Integrated/Internal Audit Work Unit and Anti Fraud is as follows.

Teguh Sukaryanto

Warga Negara Indonesia, 54 tahun, lahir di Tanjungkarang, Bandar Lampung pada tanggal 30 Agustus 1962. Memperoleh gelar Sarjana Ekonomi dari Universitas Lampung (1987). Mengawali karir di Bank Victoria pada bulan Juli 2011 sebagai Kepala Divisi Kepatuhan (Compliance), kemudian pada Desember 2012 menjabat sebagai Kepala Divisi Sistem dan Prosedur dan berdasarkan Surat Keputusan Direksi No.031/SK-DIR/ HCM/06/15 tanggal 30 Juni 2015 ditetapkan untuk menjabat sebagai Kepala SKAI/Terintegrasi dan Anti Fraud. Indonesian citizen, 53 years old, born in Tanjung Karang, Bandar Lampung on 30 August 1962. He holds a Bachelor of Economics degree from the University of Lampung (1987). He began his career in Bank Victoria in July 2011 as Head of Compliance Division and then in December 2012 served as Chief of the Systems and Procedures Division and based on the Board of Directors’ Decree Letter No. 031/SK-DIR/HCM/06/15 dated June 30, 2015 stipulated to serve as the Head of IAWU/ Integrated and Anti Fraud.

TUGAS DAN TANGGUNG JAWAB TERINTEGRASI DAN ANTI FRAUD

SKAI/

SKAI/Terintegrasi dan Anti Fraud berperan memastikan dan memberikan konsultasi yang independen dan obyektif bagi manajemen sehingga dapat mendorong penciptaan nilai tambah dan memperbaiki operasional bisnis. Tugas dan tanggung jawab SKAI/Terintegrasi dan Anti Fraud antara lain meliputi: 1. Membantu tugas Direktur Utama dan Dewan Komisaris dalam melakukan pengawasan dengan cara menjabarkan secara operasional baik perencanaan, pelaksanaan maupun pemantauan hasil audit. 2. Membuat analisis dan penilaian di bidang keuangan, akuntansi, operasional dan kegiatan lainnya melalui pemeriksaan langsung dan pengawasan secara tidak langsung. 3. Mengidentifikasi segala kemungkinan untuk memperbaiki dan meningkatkan efisiensi penggunaan sumber daya dan dana. 4. Memberikan saran perbaikan dan informasi yang objektif tentang kegiatan yang diperiksa pada semua tingkatan manajemen. 5. Melaksanakan audit internal terintegrasi dalam rangka pengendalian internal terintegrasi. 6. Mengindentifikasi seluruh kegiatan kredit, operasional, pemberian hadiah/voucher dan kegiatan pengadaan barang dan jasa.

THE TASKS AND RESPONSIBILITY OF IAWU/ Integrated AND ANTI FRAUD IAWU/Integrated and Anti Fraud’s role is to ensure and provide independent and objective consultancy for the Management to encourage the creation of added value and improve business operations. The tasks and responsibilities of IAWU/ Integrated and Anti Fraud include: 1. Assists the tasks of President Director and Board of Commissioners in conduction supervision by describing audit results implementation and monitoring by operationally or planning; 2. Prepares analysis and assessment in the areas of finance, accounting, operations and other activities through direct examination and indirect supervision; 3. Identifies all possibilities to improve and increase efficient use of resources and funds; 4. Provides recommendations for improvements and objective information on the activities examined at all levels of management; 5. Implements an integrated internal audit in the integrated internal control framework; 6. Identifies all credit, operational, gifts/vouchers, and procurement of goods and services activities;

412



7. Sosialisasi/workshop tentang bahayanya fraud serta unsurunsur fraud kepada seluruh karyawan. 8. Melaksanakan kegiatan surprise Audit. 9. Menjalankan fungsi sebagai SKAI terintegrasi dan anti fraud.

7. Socialization / workshop about the dangers of fraud as well as the elements of fraud to all employees; 8. Conducts surprise Audit; 9. Runs its function as IAWU/Integrated and Anti Fraud.

PEDOMAN SKAI/TERINTEGRASI DAN ANTI FRAUD

IAWU/ INTEGRATED CHARTER

SKAI/Terintegrasi dan Anti Fraud memiliki beberapa pedoman dalam melaksanakan tugas dan tanggung jawabnya. Seluruh pedoman akan selalu dilakukan review dan dikinikan sesuai kondisi dan perkembangan organisasi.

IAWU/Integrated and Anti Fraud Division has several guidelines in performing its duties and responsibilities. All guidelines will always be reviewed and updated according to the conditions and development of the organization.

PIAGAM AUDIT CHARTER)

INTERNAL AUDIT CHARTER

INTERNAL

(INTERNAL

AUDIT

AND

ANTI

FRAUD

Dalam melaksanakan tugasnya, SKAI/Terintegrasi dan Anti Fraud telah dilengkapi Pedoman Kerja yang disebut dengan Internal Audit Charter yang telah dikinikan dan ditetapkan berdasarkan Surat Keputusan Direksi No.003/SK-DIR/02/16 tanggal 17 Februari 2016. Selain sebagai pedoman kerja, Internal Audit Charter juga berperan dalam penguatan peran dan tanggung jawab serta dasar keberadaan dan pelaksanaan tugas-tugas pengawasan bagi SKAI/Terintegrasi dan Anti Fraud.

In performing its duties, the IAWU/Integrated and Anti Fraud have been equipped with Working Guidelines called as Internal Audit Charter that has been updated and established by the Decree Letter of Board of Directors No. No.003/SK-DIR/02/16 dated February 17, 2016. Aside from being a working guideline, the Internal Audit Charter also play a role in strengthening the roles and responsibilities, se well as the basic existence and the implementation of supervisory duties of the IAWU/Integrated and Anti Fraud,

Isi dari Internal Audit Charter: - Misi Audit Internal Bank; - Mekanisme Pengendalian Umum; - Ruang Lingkup Pengendalian Internal dan Pekerjaan Audit Internal dalam Hubungannya dengan Struktur Pengendalian Internal Bank; - Kedudukan SKAI dengan Manajemen dan Dewan Komisaris.

The content of the Internal Audit Charter: - The Bank’s Internal Audit mission; - Public Control Mechanism; - Scope of Internal Control and Internal Audit Work in Relation to the Bank’s Internal Control Structure; -

SISTEM PROSEDUR DAN TEKNIK PEMERIKSAAN INTERNAL

INTERNAL INSPECTION PROCEDURE SYSTEM

Dalam pelaksanaan audit internal, SKAI memiliki pedoman kerja Sistem Prosedur dan Teknik Pemeriksaan Internal yang telah dikinikan pada tahun 2016 berdasarkan Surat Keputusan Direksi No.010/SK-DIR/02/16 tanggal 24 Februari 2016 tentang Sistem Prosedur dan Teknik Pemeriksaan Internal.

In the internal audit execution, IAWU has an Internal Inspection Technique and Procedure System working guidelines that has been updated in 2016 based on the Decree Letter of the Board of Directors No. 010/SK-DIR/02/16 dated February 24, 2016 on the Internal Inspection Technique and Procedure System

KEBIJAKAN SKAI TERINTEGRASI

INTEGRATED IAWU POLICY

Dalam rangka implementasi SKAI Terintegrasi sebagaimana diamanatkan pada POJK No.18/POJK.03/2014 tanggal 18 November 2014 dan Surat Edaran No.15/SEOJK.03/2015 tanggal 25 Mei 2015 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan, maka Bank telah memiliki Kebijakan SKAI Terintegrasi yang tertuang pada Surat Keputusan Direksi No.004/SK-DIR/11/15 tanggal 16 November 2015 tentang Kebijakan Satuan Kerja Audit Internal Terintegrasi (SKAI Terintegrasi) Grup Victoria.

In the implementation of Integrated IAWU as mandated by FSA Regulation No. 18/POJK.03/2014 dated November 18, 2014 and Circular Letter No. 15/SEOJK.03/2015 dated May 25, 2015 on Integrated Governance Implementation for Financial Conglomeration, the Bank has established an Integrated IAWUI Policy as stipulated in the Decree Letter of the Board of Directors No. 004/SK-DIR/11/15 dated November 16, 2015 on the Integrated Internal Unit Audit Working Unit (Integrated IAWU) Policy of the Victoria Group.

PEDOMAN ANTI FRAUD

ANTI FRAUD GUIDELINES

Dalam rangka mencegah terjadinya kasus-kasus penyimpangan pada aktivitas fungsional perbankan, khususnya fraud yang dapat merugikan nasabah maupun Bank, maka diperlukan peningkatan efektifitas pengendalian intern, sebagai upaya meminimalkan risiko fraud dengan cara menerapkan strategi

In order to prevent the occurrence of irregularities cases on the Bank’s functional activities, especially fraud that can harm customers as well as the Bank, it is necessary to improve the effectiveness of internal controls, as an effort to minimize the risk of fraud by applying anti fraud strategy. In this regard,

Status of IAWU with the Management and the Board of Commissioners.

TECHNIQUES

AND

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2016 Annual Report


anti fraud. Sehubungan dengan hal tersebut Bank telah melakukan penyempurnaan atas Standar Operasional Prosedur Anti Fraud yang diterbitkan melalui Surat Keputusan Direksi No.006/SK-DIR/11/16 tanggal 28 November 2016 tentang Standar Operasional Prosedur Anti Fraud.

the Bank has made improvements to the Anti Fraud Standard Operating Procedures issued through Decree Letter of the Board of Directors No. 006/SK-DIR/11/16 dated November 28, 2016 on Anti Fraud Standard Operating Procedure.

WHISTLEBLOWING

WHISTLE BLOWING

Bank pun telah menyusun kebijakan Whistle Blowing System yang komprehensif melalui Surat Keputusan Direksi No.006/SK-DIR/02/16 tanggal 19 Februari 2016, sebagai pedoman dalam pelaporan adanya tindak pelanggaran atau perbuatan melawan hukum, tidak etis atau tidak bermoral atau perbuatan lain yang dapat merugikan Bank yang dilakukan oleh Pengurus dan/atau Pegawai Bank.

The Bank has also developed a comprehensive Whistle Blowing System policy through Decree Letter of the Board of Directors No. 006/SK-DIR/02/16 dated 19 February 2016, as a guideline in reporting any act of violation or unlawful, unethical or immoral act or any other act which may be detrimental to the Bank made by the Management and/or Bank Employees.

KOMPOSISI PERSONIL DAN ANTI FRAUD

SKAI/TERINTEGRASI

THE COMPOSITION OF IAWU/INTEGRATED AND ANTI FRAUD PERSONNEL

Sampai dengan Desember 2016, jumlah personil di SKAI/ Terintegrasi dan Anti Fraud berjumlah sebanyak 13 (tiga belas) orang yang pada umumnya memiliki latar belakang pendidikan yang memadai dan memiliki kompetensi dalam menjalankan tugas sebagai auditor.

As of December 2016, the number of personnel in IAWU/ Integrated and Anti Fraud Division amounted to 13 (thirteen) people who generally have adequate educational background and are competent in performing their duties as auditors.

SERTIFIKASI PROFESI SKAI/TERINTEGRASI DAN ANTI FRAUD

PROFESSION CERTIFICATION OF IAWU/ INTEGRATED AND ANTI FRAUD DIVISION

Auditor Internal membutuhkan kemampuan yang lebih dibandingkan unit kerja lainnya. Salah satu parameter yang menjadi tolak ukur kemampuan dan keahlian auditor adalah pengalaman perbankan baik dari segi operasional, bisnis, dan supporting. Selain pengalaman dan strata pendidikan, sertifikasi juga faktor penting dalam meningkatkan keahlian auditor internal.

The Internal Auditors needs more capabilities compared to other work units. One of those parameters that become the benchmark for the auditor’s ability and expertise are banking experience both in operations, business, and supporting aspects. In addition to experience and educational strata, certification are also an important factor in improving the internal auditor expertise.

Berikut sertifikasi profesi yang telah diperoleh auditor SKAI/ Terintegrasi dan Anti Fraud.

The following professional certification has been obtained IAWU/Integrated and Anti Fraud auditors.

Tabel Sertifikasi Profesi SKAI/Terintegrasi dan Anti Fraud Table of IAWU/Integrated and Anti Fraud Profession Certificication Nama Name

No

Jabatan Position

Sertifikasi Certification

1

Teguh Sukaryanto

Kepala Head

Manajemen Risiko Level 4 Risk Management Level 4

2

Ferry A. Deuning

Unit Head Unit Head


3

Agung Wicaksono

Senior Officer Senior Officer


4

Fadillah Syarif

Senior Officer Senior Officer


5

Joel Eka Martono Krissata

Junior Officer Junior Officer


6

Wendy Trisnandar



7

Julkifly Saragih



8

Ariesty Palupi Mudjadi



9

Carolina



10

Ricky Windhyarto



414


Nama Name

No


Jabatan Position

Sertifikasi Certification

11

Ricky Rahardjo


Belum Mengikuti Sertifikasi MR

12

Rizki Ichwana



13

Pranajaya



KODE ETIK AUDITOR

CODE AUDITOR’S CODE OF ETHICS

Dalam pelaksanaan fungsi dan tugasnya, selain mematuhi Code of Conduct yang berlaku secara umum, SPI juga memiliki Kode Etik Auditor yang tercantum di dalam Internal Audit Charter. Kode Etik Auditor Bank Victoria adalah: a. Berperilaku jujur, santun, tidak tercela, obyektif dan bertanggung jawab; b. Memiliki dedikasi tinggi; c. Tidak akan menerima apapun yang dapat mempengaruhi pendapat profesionalnya; d. Menjaga prinsip kerahasiaan sesuai dengan ketentuan dan perundang-undangan yang berlaku; e. Terus meningkatkan kemampuan profesional.

In performing its functions and tasks, in addition to abiding by the generally applicable Code of Conduct, the SPI also has an Auditor’s Code of Ethics as specified in the Internal Audit Charter. The Code of Ethics is as follows: 1. Behave honestly, politely, impeccable, objective, and full of responsibility; 2. Be highly dedicated; 3. Refuse to receive anything which may affect its professional opinions; 4. Maintain confidentiality principles under the applicable laws and regulations; 5. Consistently improve its professional capacity.

PENGEMBANGAN KOMPETENSI TERINTEGRASI DAN ANTI FRAUD

SKAI/

COMPETENCE DEVELOPMENT FOR IAWU/ INTEGRATED AND ANTI FRAUD DIVISION

Selama tahun 2016 seluruh pemeriksa dituntut untuk dapat lebih menguasai Kebijakan dan Prosedur Operasional Bank, peraturan-peraturan eksternal dan internal, juga dalam hal perencanaan, persiapan, pelaksanaan dan pelaporan pemeriksaan. Peningkatan kemampuan telah dilaksanakan secara terus menerus melalui coaching, diskusi dan pelatihan oleh pihak ekstern. Berikut adalah training selama tahun 2016 yang diikuti oleh staff pemeriksa:

In 2016, all examiners are required to be have more understanding of the Bank’s Operational Policies and Procedures, external and internal regulations, as well as in the planning, preparation, implementation and reporting of the inspections. Competence improvement has been implemented continuously through coaching, discussion and training by external parties. Here are the training taken in 2016 by the examining staff:

Tabel Pengembangan Kompetensi SKAI/Terintegrasi dan Anti Fraud Table of IAWU/Integrated and Anti Fraud Competence Development Bulan Month

No

Pendidikan dan Pengembangan Karyawan Employee Education and Development


1

Workshop Analisa Fraud Dalam Laporan Keuangan

IAIB

2

Identifikasi Transaksi Keuangan Mencurigakan (TKM)

FKDKP

3

Maret March

Training Audit Treasury Sesi 1 & 2

Ekuilibrium

4

Training “Fraud Preventation in Banking Industry”

ACFE

5

Training Leadership Batch 2

Diaspora

6

Training Peranan Bank Dalam Mencegah Kejahatan Perbankan Melalui Pengawasan Internal Terpadu

FKDKP

Training IT Audit - General Control

IAIB

7 8

April April

Training Internet Banking and Mobile Banking

Bank Victoria

9

Training PSAK 50/55

PWC

10

Training Strest Test Bank dan Konglomerasi Keuangan Sesi 1 & 2

STIE Wiyata Mandala

11

Training Penyelarasan Fungsi Kepatuhan, Pengendalian Internal dan Management Risiko Dalam Rangka Peningkatan Efektifitas Penerepan Good Corporate Government (Refresment Management Risiko).

RMI and Arfaidhams Secret

Audit Untuk Memenuhi Aspek Kepatuhan dan Akuntabilitas Laporan Keuangan Sesi 1

Awesome Consulting

Training Treasury Forex - Devisa Batch 1 & 2

Bank Victoria

Audit Untuk Memenuhi Aspek Kepatuhan dan Akuntabilitas Laporan Keuangan Sesi 2

Awesome Consulting

Workshop Pra Konvensi Standar Kompetensi Kerja Nasional Indonesia Bidang Audit Intern Bank

OJK

Training Operasional Devisa Sesi 1 & 2

Phi Solusi Asia

12 13

Mei May

Oktober October

14 15 16

November November

2016 Annual Report

415


LAPORAN SINGKAT PELAKSANAAN KEGIATAN SKAI/TERINTEGRASI DAN ANTI FRAUD TAHUN 2016

A BRIEF REPORT OF THE IAWU/INTEGRATED AND ANTI FRAUD ACITIVITES IN 2016

PROGRAM KERJA SKAI

IAWU WORKING PROGRAM

Rencana Kerja SKAI/Terintegrasi & Anti Fraud untuk tahun 2016 telah dilaporkan kepada OJK No.050/DIR-EKS/01/16 perihal Rencana Kerja Satuan Kerja Audit Internal (SKAI)/Terintegrasi & Anti Fraud Tahun 2016 dan realisasi Rencana Kerja tahun 2016 sudah dilaporkan sebagai berikut : 1. Kepada Manajemen melalui Memo Internal No.020/SKAIDIR/01/17 Tanggal 30 Januari 2017 tentang Laporan Realisasi Rencana Kerja Tahunan 2016. 2. Kepada OJK melalui surat No.048/DIR-EKS/08/16 tanggal 23 Agustus 2016 tentang Laporan Pokok-pokok pelaksanaan Audit Internal Semester I - Tahun 2016 dan No.040/DIREKS/02/17 tanggal 24 Februari 2017 tentang Laporan Pokok-pokok pelaksanaan Audit Internal Semester II - Tahun 2016.

The IAWU/Integrated & Anti Fraud Work Plan for 2016 has been reported to the FSA via the Board of Directors’ letter No. 050/DIR-EKS/01/16 concerning the Internal Audit Work Unit (IAWU)/Integrated & Anti Fraud Work Plan for 2016 and its realization as follows: 1. To the Management through Internal Memo No. 020/SKAIDIR/01/17 dated January 30, 2017 on Report on the Realization of 2016Annual Work Plan. 2. To the FSA by letter No. 048/DIR-EKS/08/16 dated 23 August 2016 on the Report of the Internal Audit Execution Subjects for the First Half - 2016 and No. 040/DIR-EKS/02/17 dated February 24, 2017 on the Report of the Internal Audit Execution Subjects for the Second Half - 2016.

Sedangkan Rencana Kerja SKAI/Terintegrasi & Anti Fraud untuk tahun 2017 telah dilaporkan kepada OJK dengan Surat OJK No.044/DIR-EKS/01/17 tanggal 16 Januari 2017 Perihal Rencana Kerja Satuan Kerja Audit Intern (SKAI)/Terintegrasi dan Anti Fraud tahun 2017 PT. Bank Victoria International, Tbk.

Where as the IAWU /Integrated & Anti Fraud Work Plan for 2017 has been reported to the FSA by FSA Letter No. 044/DIREKS/01/17 dated January 16, 2017 regarding the Internal Audit Work Unit (IAWU)/Integrated and Anti Fraud Work Plan for 2017 of PT. Bank Victoria International, Tbk.

Adapun Rencana Kerja Audit Tahun 2017 meliputi 70 Kantor dan 18 Unit Kerja dengan cakupan sebagai berikut.

The Audit Work Plan for 2017 includes 70 Offices and 18 Working Units with scope as follows.

1. Pelaksanaan audit rutin pada aktivitas operasional dan aktivitas kredit di Kantor Bank dan Unit Kerja Kantor Pusat; 2. Pelaksanaan audit khusus, audit investigasi dan audit lainnya terkait dengan pengendalian internal.

1. The execution of routine audits on operational and credit activities at the Bank Office and Working Unit of the Head Office; 2. The execution of special audits, investigative audits and other audits related to internal control.

METODE AUDIT

AUDIT METHOD

Bank Victoria telah menerapkan metode audit yang berbasis risiko/Risk Based Internal Audit (RBIA). Metode audit yang diterapkan SKAI/Terintegrasi dan Anti Fraud PT Bank Victoria International Tbk, adalah sebagai berikut.

Bank Victoria has implemented an audit method based Risk Based Internal Audit (RBIA). Audit methods applied by the IAWU/Integrated and Anti Fraud of PT Bank Victoria International Tbk, is as follows.

1. Pada tahun 2016 dikembangkan sistem perencanaan pemeriksaan Kantor-kantor dengan melakukan maping potensi risiko kredit dan operasional dengan tujuan untuk lebih mengefektifkan proses pemeriksaan. a. Potensi risiko kredit diukur dari : - Kantor Cabang/Capem/Kas yang memiliki NPL di atas 1%. - Kantor Cabang/Capem/Kas yang memiliki outstanding kredit yang porsinya di atas 1% dari total kredit konsolidasi. b. Potensi risiko operasional diukur dari Kantor Cabang/ Capem/ Kas yang memiliki total 6 (enam) kesalahan dalam 1 semester (rata-rata 1 kesalahan) berdasarkan Laporan Zero Defect dari Internal Control. 2. Persiapan data, pengumpulan data dan informasi seperti aktivitas operasional, kredit dan Unit Kerja, LHP dan temuan tahun sebelumnya. 3. Pelaksanaan pemeriksaan di lapangan dan menindaklanjuti temuan SKAI/Terintegrasi dan Anti Fraud tahun sebelumnya.

1. In 2016, the Bank has developed an offices inspection planning system by mapping potential credit and operational risk with the aim to make the inspection process more effective. a. Potential credit risk is measured from: - Branch/Sub Branch /Cash Offices with NPL above 1%. - Branch/Sub Branch/Cash Offices which has outstanding credit with a portion above 1% of total consolidated credit. b. Operational risk potential is measured from Branch/Sub Branch/Cash Offices which has a total of 6 (six) errors in 1 semester (average 1 error) based on the Zero Defect Report from the Internal Control. 2. Data preparation, data and information collection such as operational activities, credit and Work Unit, LHP and previous year findings. 3. The implementation of on-site inspection and follow up on previous year IAWU/Integrated and Anti-Fraud findings.

416


4. Temuan dan Exit Meeting, menyusun temuan dengan menampilkan Risiko yang dihadapi, Penyebab, Dampak dan Rekomendasi. 5. Membuat Laporan Hasil Pemeriksaan (LHP), menyusun LHP sesuai format yang sudah disetujui seperti pemberian nilai dan penjelasan risiko yang dihadapi pada seluruh aktivitas seperti Kredit, Operasional dan Unit Kerja. 6. Tindak lanjut temuan yang masih pending melakukan monitoring terhadap temuan yang masih pending dan membuat laporan Tindak Lanjut untuk temuan yang sudah diselesaikan maupun dalam proses penyelesaian.


4. Findings and Exit Meetings, compiling findings by displaying Risks faced, Causes, Impacts and Recommendations. 5. Prepae a Report of Examination Result (LHP) according to the approved format which consist of value and explanation of risk encountered in all activities such as Credit, Operations and Work Unit. 6. Follow up of pending findings by monitoring these pending findings and prepare follow up reports for the completed findings as well as findings that is still progress.

PELAKSANAAN KEGIATAN AUDIT TAHUN 2016

AUDIT ACTIVITIES EXECUTION IN 2016

Setiap tahun SKAI/Terintegrasi dan Anti Fraud menyusun Laporan Pelaksanaan Audit Internal dan disampaikan kepada Direktur Utama dan Dewan Komisaris melalui Komite Audit. Dalam Laporan Pelaksanaan Audit Internal, dinyatakan bahwa keseluruhan Program Kerja Audit Tahunan SKAI/Terintegrasi dan Anti Fraud di 2016 telah 100% dilaksanakan. Selama 2016, SKAI/Terintegrasi dan Anti Fraud telah melakukan pelaksanaan audit sebagai berikut. Pemeriksaan pada aktivitas operasional dan aktivitas kredit di Kantor Bank serta pemeriksaan pada Unit Kerja telah dilaksanakan yaitu sebagai berikut.

Every year IAWU/Integrated and Anti Fraud prepares an Internal Audit Execution Reports and submitted to the President Director and the Board of Commissioners through the Audit Committee. In the Report of the Internal Audit Execution, it is stated that the overall Annual Audit Work Program of the IAWU/Integrated and Anti Fraud in 2016 has been successfully executed. During 2016, the IAWU/ Integrated and Anti Fraud has conducted audit as follows. Examination of the operational and credit activities in the Bank Office as well as examination on the Work Unit has been carried out as follows.

1. Pemeriksaan Rutin

1. Routine Activities

No.

Objek Audit Audit Objects

Jenis Audit Audit Type

Periode Pelaksanaan Implementation Period

Ruang Lingkup Audit Audit Scope

Total Pemeriksaan Total Inspection

1.

Kantor Bank Bank Office

Audit Rutin Routine Audits

Januari - Desember January - December

• Pemeriksaan aktivitas operasional; • Pemeriksaan aktivitas kredit. • Operational activity examination • Credit activity examination

67 Kantor Cabang 67 Branch Offices

2.

Unit Kerja Kantor Pusat Head Office Work Unit

Audit Rutin Routine Audits


• Pemeriksaan aktivitas operasional; • Pemeriksaan khusus terhadap BI-RTGS dan SKN-BI • Operational activity examination • Special examination of the BIRTGS and SKN-BI

23 Unit Kerja 23 Work Units

a. Pemeriksaan Kantor Bank Pemeriksaan Cabang/ Cabang Pembantu/ Kantor Kas meliputi pemeriksaan operasional pada Dana Pihak Ketiga (DPK), Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT), Teller dan Uang Tunai, Security, Service Excellent, Laporan Keuangan, dan lain-lain; sedangkan dalam pemeriksaan kredit meliputi Perkembangan dan Kualitas Kredit, Administrasi dan Dokumen Kredit, Proses Pemberian Kredit, Sistem penyimpanan Dokumen dan Jaminan Asli Kredit dan Kebijakan dan Prosedur Kredit.

a. Bank Office Examination Branch/Sub-Branch/Cash Offices includes operational examinations on the Third Party Fund (DPK), Application of Anti-Money Laundering and Counter Terrorism Financing (AML-PPT) Program, Teller and Cash, Security, Service Excellence, Financial Statements, etc. Whereas credit examination covers Credit Development and Quality, Credit Administrative and Document, Lending Process, Document Storage Systems and Credit Collateral and Credit Policies and Procedures.

Selama Tahun 2016 realisasi pemeriksaan Kantor Bank pada Semester I sebanyak 34 Kantor dan pada Semester II sebanyak 40 Kantor dengan total pemeriksaan 74 Kantor atau tercapai 100% dari Rencana Kerja Audit Tahunan (RKAT) tahun 2016.

During 2016 the realization of Bank Office examination in the first semester was 34 offices and in the second semester was 40 offices with total inspection of 74 Offices or achieved 100% from the Annual Audit Work Plan (RKAT) in 2016.

2016 Annual Report

b. Pemeriksaan Unit Kerja Kantor Pusat Untuk pemeriksaan Unit Kerja pada Tahun 2016, telah terealisasi sesuai dengan rencana kerja SKAI yaitu sebanyak 22 objek pemeriksaan atau tercapai 100% dari Rencana Kerja Audit Tahunan (RKAT) tahun 2016. 2. Pemeriksaan Khusus Selain melakukan pemeriksaan rutin, SKAI/Terintegrasi dan Anti Fraud juga telah melakukan pemeriksaan khusus seperti Cash Count, Audit Investigasi, dan Laporan Fraud dengan rincian sebagai berikut: a. Cash Count Sepanjang tahun 2016, SKAI/Terintegrasi dan Anti Fraud telah melakukan 109 (seratus sembilan) cash count atas Kantor Cabang/Cabang Pembantu/Kantor Kas Bank Victoria. b. Audit Khusus Selama Tahun 2016, SKAI/Terintegrasi dan Anti Fraud telah melakukan audit khusus, yaitu sebagai berikut: - Laporan Pemeriksaan Call Center dan telah dilaporkan melalui Memo Internal No.012/SKAIDIR/03/16 tanggal 11 Maret 2016. - Laporan Hasil Pemeriksaan Khusus terhadap Agunan Yang Diambil Alih (AYDA) posisi Maret 2016 dan telah dilaporkan melalui Memo Internal No.025/ SKAI-DIR/05/16 tanggal 26 Mei 2016. - Pemeriksaan Pengelolaan File Kredit Aktif, yang disampaikan melalui Memo Intern No.001/SKAIDIR/08/16 tanggal 1 Agustus 2016 perihal Laporan Pemeriksaan File Kredit Aktif dan Memo Internal No.002/SKAI-DIR/08/16 tanggal 11 Agustus 2016 perihal Memo lntern mengenai tindak lanjut pemeriksaan pengelolaan File Kredit Aktif Area dan Unit Kerja Kredit. - Tindak lanjut Pemeriksaan Pengelolaan Agunan Yang Diambil Alih (AYDA), yang disampaikan melalui Memo Internal No.005/SKAI-GA.RMD/09/16 tanggal 7 September 2016 perihal Perkembangan Tindak Lanjut mengenai Disposisi Direksi atas Laporan Hasil Pemeriksaan terhadap Agunan Yang Diambil Alih (AYDA) posisi Maret 2016. c. Audit Investigasi dan Laporan Fraud Selama tahun 2016 telah dilakukan investigasi terhadap 4 (empat) kali kejadian Fraud dan telah dilaporkan sebagai berikut: - Memo Internal No.007/SKAI-DIR/02/16 tanggal 15 Februari 2016 perihal Laporan lnvestigasi atas Pembukaan dan Penyalahgunaan Rekening Fiktif di Kantor Kas Karawaci. - Memo Internal No.007/SKAI-DIR/03/16 tanggal 8 Maret 2016 perihal Laporan lnvestigasi atas Penyalahgunaan Dana Kas Kecil oleh Customer Service di Capem Pembantu Muara Karang. - Memo Internal No.028/SKAI-DIR/05/16 tanggal 30 Mei 2016 perihal Laporan lnvestigasi atas Penerimaan Gratifikasi Staff Appraisal. - Memo Internal No.029/SKAI-DIR/05/16 tanggal 30 Mei 2016 perihal Laporan lnvestigasi atas Penerimaan Gratifikasi pada Pimpinan Kantor Kas Teluk Gong. - Selain itu juga dilakukan investigasi atas permintaan dari Bank lain, yakni:

417


b. Examination on the Working Unit at the Head Office Working Unit examination progam in 2016 has been realized in accordance with IAWU work plan of 22 examination objects or 100% achievement from Annual Audit Work Plan (RKAT) year 2016. 2. Special Examination In addition to conducting regular checks, IAWU/Integrated and Anti Fraud Division have also conducted special checks such as Cash Count, Investigation Audit, and Fraud Report with details as follows: a. Cash Count Throughout 2016, IAWU/Integrated & Anti Fraud Division has conducted 109 (one hundred and nine) cash counts on the Bank of Victoria Branch/Sub-Branch/Cash Offices. b. Special Audit During 2016, IAWU/Integrated & Anti Fraud Division has conducted a special audit, as follows: -

-

-

-

Call Center Check Report and has been reported through Internal Memo No. 012/SKAI-DIR/03/16 dated March 11, 2016. Special Examination Result Report on Foreslosure Assets (AYDA) as of March 2016 and has been reported through Internal Memo No. 025/SKAIDIR/05/16 dated May 26, 2016. Active Credit File Management Check, submitted through Internal Memo No. 001/SKAI-DIR/08/16 dated August 1, 2016 regarding Active Credit Files Check Report and Internal Memo No. 002/SKAIDIR/08/16 dated August 11, 2016 concerning lnternal Memo regarding the follow up on the Active Credit File Management Check and Credit Working Units. Follow-up on the Examination of Foreclosure Assets (AYDA), submitted through Internal Memo No. 005/ SKAI-GA.RMD/09/16 dated September 7, 2016 regarding Progress of the Follow-Up on Board of Directors’ Disposition on the Reports of Examination of Foreclosure Assets (AYDA) as of March 2016.

c. Investigation Audit and Fraud Report During 2016, 4 (four) investigations have been conducted on Fraud incidents and have been reported as follows: - Internal Memo No. 007/SKAI-DIR/02/16 dated February 15, 2016 regarding Investigation Report on the Opening and Abuse of Fictitious Accounts at Karawaci Cash Office. - Internal Memo No. 007/SKAI-DIR/03/16 dated March 8, 2016 regarding Investigation Report on the Abuse of Cash Fund by Customer Service at Muara Karang Sub Branch. - Internal Memo No. 028/SKAI-DIR/05/16 dated May 30, 2016 regarding Investigation Report on the Gratification Receipt of Staff Appraisal. - Internal Memo No. 029/SKAI-DIR/05/16 dated May 30, 2016 regarding the Investigation Report on Gratification Receipt by the Head of Teluk Gong Cash Office. - In addition, there were also investigations on the request from other Banks, namely:


418


-

Surat No.012/SKAI-EKS/04/16 tanggal 27 April 2016 perihal Surat Permohonan Investigasi KYC dan Pemohonan Pengembalian Dana Atas Rekening Terindikasi Penipuan (Bank Sinarmas). - Surat No.001/SKAI-EKS/06/16 tanggal 2 Juni 2016 perihal Permintaan Investigasi/Verifikasi Rekening Terindikasi Penipuan (Bank BNI). d. Laporan Lainnya Hal lainnya yang juga dilaksanakan pada tahun 2016 adalah sebagai berikut. - Melakukan kajian terhadap persiapan Bank untuk menjadi Bank Devisa, yang disampaikan melalui Memo Intern No.026/SKAI-DIR/09/16 tanggal 30 September 2016 perihal Kajian Persiapan Menjadi Bank Devisa - PT. Bank Victoria lnternational Tbk. - Melakukan pemeriksaan terhadap Aplikasi Pembiayaan (Financing) PT.Bank Victoria Syariah, yang disampaikan melalui Laporan Hasil Pemeriksaan No.022/SKAI-DIR/11/16 tanggal 31 November 2016 perihal Pemeriksaan Aplikasi Pembiayaan (Financing) PT. Bank Victoria Syariah. e. SKAI Terintegrasi Mengembangkan dan mengimplementasikan fungsi SKAI terintegrasi sebagaimana Peraturan Otoritas Jasa Keuangan No.18/POJK.03/2014 tanggal 18 November 2014 dan Surat Edaran No.15/SEOJK.03/2015 tanggal 25 Mei 2015 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan. Dalam kaitan ini telah diterbitkan Kebijakan Satuan Kerja Audit Internal Terintegrasi (SKAI Terintegrasi) Grup Victoria melalui No.004/SK-DIR/11/15 tanggal 16 November 2015 dan Kebijakan tersebut telah diimplementasikan, dimana LJK anggota: Bank Victoria Syariah, Victoria Securities Indonesia, Victoria Management Investasi dan Victoria Insurance telah menyampaikan laporan pokok-pokok pelaksanaan audit pada masing-masing LJK.

-

Letter No. 012/SKAI-EKS/04/16 dated April 27, 2016 regarding KYC Investigation Application Letters and Refund Request for Fraud Indicated Account (Bank Sinarmas). - Letter No. 001/SKAI-EKS/06/16 dated June 2, 2016 regarding Request for Investigation/Verification of Fraud Indicated Account (Bank BNI). d. Other Reports Other activites that also carried outn in 2016 were as follows. - Perform a review on the Banks’ preparation to become a Foreign Exchange Bank, submitted through Internal Memo No. 026/SKAI-DIR/09/16 dated September 30, 2016 regarding a Review on the Preparateion to become a Foreign Exchange - PT. Bank Victoria lnternational Tbk. - Checking the Financing Application of PT.Bank Victoria Syariah, submitted through Report of Examiniation Result No. 022/SKAI-DIR/11/16 dated November 31, 2016 regarding the Financing Application Examiniation of PT. Bank Victoria Syariah. e. Integrated IAWU Develop and implement the Integrated IAWU functions as the Finance Service Authority Regulation No. 18/ POJK.03/2014 dated November 18, 2014 and Circular Letter No. 15/SEOJK.03/2015 dated May 25, 2015 on Integrated Governance Implementation for Financial Conglomeration. In this regard, the Bank has issued an Integrated Internal Audit Working Unit (IAWU) of the Victoria Group through Letter No. 004/SK-DIR/11/15 dated November 16, 2015 and the Policy has been implemented at: Bank Victoria Syariah, Victoria Securities Indonesia, Victoria Management Investasi and Victoria Insurance have submitted report of internal audit execution subjects at each LJK.

SKAI Terintegrasi telah juga melaporkan kegiatan audit LJK tersebut kepada Direktur Incharge Entitas Utama (EU), dengan tembusan kepada Dewan Komisaris EU dan Direktur Kepatuhan EU, yakni: - Memo Internal No.015/SKAI-DIR/04/16 tanggal 27 April 2016 tentang Laporan Pokok-pokok Audit Internal Terintegrasi Triwulan I Tahun 2016. - Memo Internal No.020/SKAI-DIR/07/16 tanggal 25 Juli 2016 tentang Laporan Pokok-pokok Audit Internal Terintegrasi Triwulan II Tahun 2016. - Memo Internal No.008/SKAI-DIR/10/16 tanggal 19 Oktober 2016 tentang Laporan Pokok-pokok Audit Internal Terintegrasi Triwulan III Tahun 2016. - Memo Internal No.012/SKAI-DIR/01/17 tanggal 20 Januari 2017 tentang Laporan Pokok-pokok Audit Internal Terintegrasi Triwulan IV Tahun 2016.

f.

Anti Fraud Unit kerja khusus yang dibentuk Bank bertanggung jawab terhadap penerapan Strategi Anti Fraud yang merupakan strategi bank dalam mengendalikan fraud yang dirancang dengan mengacu pada proses terjadinya fraud dengan memperhatikan karakteristik dan jangkauan potensi fraud yang tersusun secara komprehensif-integralistik dan diimplementasikan

F. Anti Fraud A specific work unit established by the Bank that is responsible for the execution of the Anti Fraud Strategy which is the bank’s strategy in controlling fraud which is designed with reference to the process of fraud by taking into account the characteristics and the range comprehensively-integralistically fraud potential and implemented in the form of a comprehensive fraud

Integrated SKAI has also reported the LJK audit activities to the Director at the Main Entity (EU), with copies to the Main Entity’s Board of Commissioners and Compliance Director: - Internal Memo No. 015/SKAI-DIR/04/16 dated 27 April 2016 on the Integrated Internal Audit Execution Subjects Report for First Quarter of 2016. - Internal Memo No. 020/SKAI-DIR/07/16 dated July 25, 2016 on the Integrated Internal Audit Execution Subjects Report for Second Quarter of 2016. - Internal Memo No. 008/SKAI-DIR/10/16 dated October 19, 2016 on the Integrated Internal Audit Execution Subjects Report for Third Quarter of 2016. - Internal Memo No. 012/SKAI-DIR/01/17 dated January 20, 2017 on the Integrated Internal Audit Execution Subjects Report for Fourth Quarter of 2016.

419

2016 Annual Report

dalam bentuk sistem pengendalian fraud secara menyeluruh dan memiliki tanggung jawab langsung kepada Direktur Utama. Unit kerja khusus ini berada didalam bagian SKAI/Terintegrasi.


control system and has direct responsibility to the President Director. This special work unit is included in the IAWU/Integrated Division.

TEMUAN DAN TINDAK LANJUT HASIL AUDIT

AUDIT FINDINGS AND FOLLOW UP

Hasil pelaksanaan tindak lanjut dilaporkan oleh auditee kepada Kepala SKAI/Terintegrasi dan Anti Fraud, yang kemudian dievaluasi untuk menetapkan, apakah tindak lanjut tersebut sudah sesuai dengan yang dimaksud. Untuk tindak lanjut yang sudah tuntas akan dinyatakan “selesai ditindaklanjuti” dan diinformasikan kepada auditee dan Direksi. Adapun bagi tindak lanjut yang belum selesai dan masih berstatus “ ” diminta untuk diselesaikan oleh auditee dengan penjelasan yang diperlukan dan akan dilaporkan oleh Kepala SKAI/Terintegrasi dan Anti Fraud kepada Direksi.

The result of follow-up is reported by the auditee to Integrated/ IAWU and Anti Fraud Head for evaluation to determine whether the follow-ups are consistent as desired. Complete follow-ups will be marked “follow-up completed” and then be informed to the auditee and the Board of Directors. Incomplete follow-ups and marked “pending item” is requested to be completed by the auditee with necessary explanation and will be reported by the Head of IAWU/Integrated and Anti Fraud to the Board of Directors.

Berikut temuan dan tindak lanjut di tahun 2016:

Here are the audit finding and follow up in 2016:

Tabel Temuan dan Tindak Lanjut Tahun 2016 Table of Audit Findings and Follow up in 2016 Jenis Audit Audit Type

No

Temuan Audit Audit Finding

Tindak Lanjut Follow Ups

Komitmen yang Masih Ditindak lanjuti Commitment that Can Be Followed Up

1

Kantor-kantor Bank Bank offices

1848

1586

262

2

Unit kantor pusat Center Work Unit

128

108

20

Dari temuan audit Kantor-kantor Bank yang masih dalam proses follow-up monitoring tindak lanjut sebagian besar adalah penyelesaian dokumen-dokumen yang sudah jatuh tempo, dormant account, kekurangan dokumen yang belum dilampirkan pada saat pembukaan rekening, informasi data nasabah dan dokumen-dokumen yang masih dalam proses follow-up oleh nasabah, penonaktifan CIF nasabah yang sudah tidak memiliki portofolio, belum dilakukan call report secara berkala dan belum dilakukan penilaian ulang atas agunan oleh appraisal internal bank.

From audit findings at the Bank offices that are still in the followup process, the follow-up monitoring are mostly settlement of expired documents, dormant accounts, insufficient documents at the time of account opening, customer data information and documents still in customer follow-up process, disabling client CIF who has no more portfolio, call report have not been carried out periodically and no reassessment of collateral by the Bank’s internal appraisal.

Sedangkan untuk temuan Unit Kerja Kantor Pusat, yang masih dalam proses follow-up monitoring tindak lanjut antara lain adalah tunggakan biaya provisi dan administrasi yang masih dalam proses penyelesaian, Agunan Yang Diambil Alih (AYDA) yang perlu segera dilakukan upaya penyelesaian, pembuatan SOP Unit Collection dan standarisasi format trade checking kepada rekanan bisnis debitur, dan Evaluasi terhadap SOP, SK Direksi dan SE Direksi yang dilakukan paling sedikit 1 kali dalam 1 triwulan.

As for the findings at the Working Unit in the Head Office, which are still in the follow-up process, the follow-up monitoring activities, among others, are for delinquent provisional and administrative fees that are still in the settlement process, Foreclosure Assets (AYDA) which needs to be done, preparation of Unit Collection SOP and standardization of trade checking format to debtor business partners, and Evaluation on the SOP, Director’s Decree Letters and Circular Letter that conducted at least once in every one quarter.

AKUNTAN PUBLIK

Public Accountant

Fungsi pengawasan independen terhadap aspek keuangan Bank dilakukan dengan melaksanakan pemeriksaan Audit Eksternal yang dilakukan oleh Kantor Akuntan Publik (KAP). Auditor Eksternal yang memeriksa laporan keuangan Bank Victoria tahun buku 2015 ditetapkan melalui RUPS Tahunan berdasarkan rekomendasi dari Dewan Komisaris dan Komite Audit. Proses pemilihanya dilakukan sesuai dengan mekanisme pengadaan barang dan jasa yang berlaku. Untuk menjamin independensi dan kualitas hasil pemeriksaan, Auditor Eksternal yang ditunjuk tidak boleh memiliki benturan kepentingan dengan Bank.

Independent supervisory function of the Bank’s financial aspect is performed by making an External Audit by a Public Accountant Office. The External Auditor to audit the financial statements of Bank Victoria in 2015 was determined in an AGM based on the recommendation of the Board of Commissioners and the Audit Committee. The selection process was conducted following the applicable mechanism of goods and services procurement. To guarantee independence and quality of audit result, the appointed External Auditor may not have any conflicts of interest with the Company.

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Dalam penggunaan Auditor Eksternal, Bank Victoria mengacu pada ketentuan dari Peraturan Menteri Keuangan No. 17/ PMK.01/2008 tanggal 5 Februari 2008 pasal 3 ayat 1 yang menyebutkan bahwa pemberian jasa audit umum atas laporan keuangan dari suatu entitas dilakukan oleh KAP paling lama untuk 6 (enam) tahun buku berturut-turut dan oleh seorang Akuntan Publik paling lama untuk 3 (tiga) tahun buku berturutturut.

In employing an External Auditor, Bank Victoria refers to Article 3 paragraph 1 of Finance Minister Regulation No.17/ PMK.01/2008 dated 5 February 2008 setting forth that public audit service of financial statements of an entity is provided by a Public Accountant Office for 6 (six) successive financial years at the maximum and by a Public Accountant for 3 (three) successive financial years at the maximum.

PENUNJUKAN AKUNTAN PUBLIK

PUBLIC ACCOUNTANT APPOINTMENT

Auditor Eksternal yang memeriksa laporan keuangan Bank Victoria tahun buku 2016 ditetapkan melalui RUPS Tahunan berdasarkan rekomendasi dari Dewan Komisaris dan Komite Audit. Proses pemilihanya dilakukan sesuai dengan mekanisme pengadaan barang dan jasa yang berlaku. Untuk menjamin independensi dan kualitas hasil pemeriksaan, Auditor Eksternal yang ditunjuk tidak boleh memiliki benturan kepentingan dengan Bank.

The External Auditor that audit Bank Victoria 2016 financial statements was determined through the Annual GMS based on the recommendations from the Board of Commissioners and the Audit Committee. The appointment process was carried out in accordance with the existing procurement mechanism. To ensure the independence and quality of audit results, the designated External Auditor may not have a conflict of interest with the Bank.

KANTOR AKUNTAN PUBLIK, NAMA AKUNTAN DAN FEE PERIODE 6 TAHUN TERAKHIR

PUBLIC ACCOUNTANT FIRM, ACCOUNTANT NAME AND FEE FOR THE LAST 6 PERIOD

Audit Laporan Keuangan Bank Victoria tahun 2016, 2015, 2014, 2013, 2012, dan 2011 berturut-turut dilakukan oleh Akuntan dan Kantor Akuntan Publik (KAP) sebagai berikut.

Bank Victoria Audited Financial Statements of 2016, 2015, 2014, 2013, 2012 and 2011 were audited by the Accountants and Public Accounting Firm (KAP) as follows.

Tabel Kantor Akuntan Publik, Nama Akuntan, Fee dan Izin KAP Periode 6 Tahun Terakhir Table of Public Accountant Firm, Accountant’s Name, Fee and PAF’s Contract Value for the Last 6 Years Period Kantor Akuntan Publik Accountants Firm

Tanudiredja, Wibisana & Rekan

Tjahjadi & Tamara

Tahun Year

2016-2014

2011-2013

Periode Period

Tahun dan Nilai Kontrak Year and Contract Value

Nama Akuntan (Perorangan) Accountant Name (Individual)

Nomor Izin Akuntan Publik License Number of Certified Public Accountants

Tahun / Year 2015: Rp1,421,238,000


Lucy Luciana Suhenda

AP. 0229

Tahun / Year 2014 : Rp808,600,000



AP. 0229

Tahun / Year 2013: Rp400,000,000



AP. 0229

Tahun / Year 2012: Rp375,000,000


Junarto Tjahjadi

AP. 0168

Tahun / Year 2011: Rp300,000,000


Junarto Tjahjadi

AP. 0168

Tahun / Year 2011: Rp300,000,000


Junarto Tjahjadi

AP. 0168

JASA LAIN YANG DIBERIKAN AKUNTAN

OTHER SERVICE ACCOUNTANT

Jasa lain yang diberikan oleh KAP selama tahun 2016 yaitu Penelaahan laporan keuangan posisi Juni 2016 dengan biaya senilai Rp700.000.000.

Other services provided by the CPA during 2016 is the Review of the Financial Statements as of June 2016 at a fee amounting to Rp700,000,000

KOORDINASI AUDITOR KOMITE AUDIT

DAN

THE COORDINATION BETWEEN EXTERNAL AUDIT AND THE AUDIT COMMITTEE

Bank Victoria selalu berupaya meningkatkan komunikasi antara Kantor Akuntan Publik, Komite Audit dan Manajemen untuk dapat meminimalisir kendala-kendala yang terjadi selama proses audit berlangsung. Agar proses audit sesuai dengan Standar Profesional Akuntan serta perjanjian kerja dan ruang lingkup audit yang telah ditetapkan dan selesai sesuai dengan target

Bank Victoria always seeks to increase communication between the Public Accountant Office, Audit Committee, and Management to minimize constraints during the audit process. Routine meetings on significant issues are convened to make the audit process in compliance with the Accountant Professional Standard, the employment agreement, and scope of audit, and

EKSTERNAL

PROVIDED

BY

THE

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2016 Annual Report


waktu yang telah ditetapkan, secara rutin dilakukan pertemuanpertemuan yang membahas beberapa permasalahan penting yang signifikan.

also to ensure the audit completes by the targeted time.

FUNGSI MANAJEMEN RISIKO

RISK MANAGEMENT FUNCTION

Sistem manajemen risiko yang efektif merupakan salah satu komponen yang penting dalam manajemen Bank. Dan landasan untuk menjelaskan organisasi Bank dengan sehat, aman, dan baik. Sistem manajemen risiko akan mengarahkan aktifitas pada misi dan tujuan Bank yang sudah ditetapkan.

An effective risk management system is one of important component in the Bank management. And a basis to explain the Bank’s organization that are healthy, safe, and good. The risk management system will direct the Bank’s activity on to achieve the Bank’s goals and objectives.

STRUKTUR RISIKO

RISK MANAGEMENT STRUCTURE

ORGANISASI

MANAJEMEN

ORGANIZATION

Direksi Bank telah menetapkan struktur organisasi yang disusun dengan kejelasan tugas dan tanggung jawab terkait penerapan manajemen risiko yang disesuaikan dengan tujuan dan kebijakan usaha, ukuran dan kompleksitas kegiatan usaha Bank.

The Bank’s Board of Directors has determined an organization structure prepared with clear tasks and responsibilities in relation to risk management implementation adjusted to business objectives and policies, and the scale and complexity of the Bank’s business activity.

Adapun struktur organisasi manajemen risiko Bank Victoria yang telah dibentuk adalah Komite Pemantau Risiko yang salah satu fungsinya turut membantu pekerjaan Komisaris dalam mengevaluasi pelaksanaan tugas Komite Manajemen Risiko dan Divisi Manajemen Risiko/Terintegrasi, Komite Manajemen Risiko dan Assets and Liabilities Committee merupakan Komite eksekutif di bawah Direksi, serta Divisi Manajemen Risiko/Terintegrasi yang merupakan satuan kerja independen terhadap satuan kerja bisnis/operasional Bank dan terhadap Satuan Kerja Audit Internal (SKAI).

The established risk management organization structure of Bank Victoria is the Risk Monitoring Committee, one of the functions of which is supporting the Board of Commissioners to evaluate the implementation of the tasks of the Risk Management Committee and Integrated/Risk Management Division, Risk Management Committee and Asset & Liabilities Committee, as executive Committees under the Board of Directors, and Integrated/Risk Management Division as a unit independent to the Bank’s business/operational working unit and Internal Audit Working Unit (IAWU).

Struktur organisasi Divisi Manajemen Risiko/Terintegrasi dapat dilihat pada bagan berikut:

The organization structure for Integrated/Risk Management Division can be seen in the following chart

Dewan Komisaris Board of Commissioners Assets & Liabilities Committee Asset and Liabilities Committee

Komite Pemantau Risiko Risk Monitoring Committee Direksi Board of Directors

Komite Manajemen Risiko/Terintegrasi Risk Management Committee/Integrated Divisi Manajemen Risiko/Terintegrasi Risk Management Division/Integrated

Unit Kerja Penerapan Manajemen Risiko/Terintegrasi Risk Management Implementation Work Unit/Integrated

Unit Kerja Pengendalian Manajemen Risiko/Terintegrasi Risk Management Control Work Unit/Integrated

Unit Kerja Assets & Liabilities Management Asset & Liabilities Management


422


DIVISI MANAJEMEN RISIKO

RISK MANAGEMENT DIVISION

Divisi Manajemen Risiko/Terintegrasi berada dibawah Direktorat Kepatuhan dan Manajemen Risiko. Divisi Manajemen Risiko/ Terintegrasi merupakan satuan kerja independen terhadap Satuan Kerja Bisnis/Operasional dan terhadap satuan kerja yang melaksanakan fungsi pengendalian internal.

The Integrated/Risk Management Division is under the Directorate of Compliance and Risk Management. The Integrated/Risk Management Division is a working unit independent of the Business/Operations Unit and to the working unit performing the internal control function.

Dalam penerapan menajemen risiko secara keseluruhan, Divisi Manajemen Risiko/Terintegrasi bermitra dengan seluruh unit bisnis dan unit pendukung mulai dari level strategis sampai dengan level transaksi untuk membangun proses secara komprehensif dalam identifikasi, pengukuran, pemantauan, pengendalian risiko dan sistem informasi serta sistem pengendalian internal yang menyeluruh.

In the application of overall risk management, the Integrated/ Risk Management Division partners with all business units and support units ranging from strategic levels to transaction levels to build a comprehensive process in identification, measurement, monitoring, risk control and information systems as well as a complete internal control systems.

PROFIL KEPALA DIVISI MANAJEMEN RISIKO

Warga Negara Indonesia, 46 tahun, lahir di Jakarta pada tahun 1970. Menjabat sebagai Kepala Divisi Manajemen Risiko/Terintegrasi sejak 2 Juli 2015 sesuai dengan SK Direksi No. 010/SK-DIR/HCM/07/15. Dipercaya menjabat sebagai Sekretaris Komite Manajemen Risiko Terintegrasi dan sebagai Sekretaris ALCO sejak tanggal 4 September 2015 dan tanggal 14 Mei 2013. Memiliki pengalaman kerja dalam Industri perbankan sejak tahun 1990 dan memegang beberapa posisi penting diantaranya seperti Kepala Satuan Kerja Manajemen Risiko tahun 2009-2012 di PT Bank Jasa Jakarta, Pimpinan Kelompok Strategi Perencanaan dan Pengembangan Organisasi tahun 2007-2009 di PT Bank Akita, dan Pejabat Risiko Suku Bunga tahun 20052006 di PT Bank UIB. Memiliki International Certificate in Banking Risk and Regulation (ICBRR) dari GARPBSMR. Meraih gelar Diploma III dari Akademi Borobudur, Jakarta (1992), Sarjana Ekonomi dari Sekolah Tinggi Ilmu Ekonomi Yayasan Administrasi Indonesia, Jakarta (1995), dan Master Manajemen dari Sekolah Tinggi Ilmu Manajemen Labora, Jakarta (1997).

Hermawan

Indonesian citizen, 46 years old, born in Jakarta in 1970. He serves as the Division Head of the Integrated/Risk Management since 2 July 2015 as per the Decree Letter of the Board of Directors No. 010/SK-DIR/HCM/07/15. He was entrusted with the position of the Integrated Risk Management Committee Secretary and ALCO Secretary from 4 September 2015 and 14 May 2013. His experience in the banking Industry stretches from the year 1990. In this period, he has held several significantly important positions, such as the Head of the Risk Management Task Force at PT Bank Jasa Jakarta (2009-2012), Head of the Organizational Planning and Development Strategic Team at PT Bank Akita (2007-2009), dan Interest Rate Risk Officer at PT Bank UIB (2005-2006). He has an International Certificate in Banking Risk and Regulation (ICBRR) from GARP-BSMR. He has earned his Diploma III title from Borobudur Academy, Jakarta (1992), his Bachelor of Economics degree from the Sekolah Tinggi Ilmu Ekonomi Yayasan Administrasi Indonesia (College of Economics of the Administrative Foundation of Indonesia), Jakarta (1995), and his Master of Management from the Sekolah Tinggi Ilmu Manajemen Labora (Labora College of Management), Jakarta (1997).

TUGAS DAN TANGGUNG JAWAB DIVISI MANAJEMEN RISIKO

THE DUTIES AND RESPONSIBILITIES MANAGEMENT DIVISION

OF

THE

RISK

Tugas dan Tanggung Jawab Divisi Manajemen Risiko/Terintegrasi meliputi : 1. Memberikan masukan kepada Direksi dalam penyusunan kebijakan, strategi, dan kerangka Manajemen Risiko. 2. Mengembangkan prosedur dan alat untuk identifikasi, pengukuran, pemantauan, dan pengendalian risiko. 3. Mendesain dan menerapkan perangkat yang dibutuhkan dalam penerapan Manajemen Risiko. 4. Memantau implementasi kebijakan, strategi, dan kerangka Manajemen Risiko yang direkomendasikan oleh Komite Manajemen Risiko dan yang telah disetujui oleh Direksi.

Tasks and responsibilities of the Integrated/Risk Management Division include: 1. Give advice to Board of Directors in making policies, strategy, and framework of Risk Management. 2. Develop procedures and tools for risk identification, measurement, monitoring, and control. 3. Design and apply devices needed in implementing the Risk Management. 4. Monitor the implemented policies, strategy, and framework of Risk Management as recommended by the Risk Management Committee and as approved by Board of Directors.

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2016 Annual Report

5. Memantau posisi/ eksposur risiko secara keseluruhan maupun per risiko termasuk pemantauan kepatuhan terhadap toleransi risiko dan limit yang ditetapkan. 6. Melakukan stress testing guna mengetahui dampak dari implementasi kebijakan dan strategi Manajemen Risiko. 7. Mengkaji usulan aktivitas dan/ atau produk baru yang dikembangkan oleh Risk Taking Unit. Pengkajian difokuskan terutama pada aspek kemampuan untuk mengelola aktivitas dan atau produk baru termasuk kelengkapan sistem dan prosedur yang digunakan serta dampaknya terhadap eksposur risiko secara keseluruhan. 8. Memberikan rekomendasi kepada Risk Taking Unit dan/ atau kepada Komite Manajemen Risiko terkait penerapan Manajemen Risiko antara lain mengenai besaran atau maksimum eksposur risiko yang dapat dipelihara. 9. Menyusun dan menyampaikan laporan Profil Risiko kepada Direktur Utama, Direktur Manajemen Risiko dan Kepatuhan, dan Komite Manajemen Risiko setiap bulan dan dengan laporan Profil Risiko yang sama ke Otoritas Pengawas Bank setiap triwulan. Frekuensi laporan harus ditingkatkan apabila kondisi pasar berubah dengan cepat. 10. Melaksanakan kaji ulang secara berkala dengan frekuensi yang disesuaikan kebutuhan, untuk memastikan: • Kecukupan kerangka Manajemen Risiko. • Keakuratan metodologi penilaian risiko. • Kecukupan sistem informasi Manajemen Risiko. 11. Risk Taking Unit wajib menyampaikan laporan atau informasi mengenai eksposur risiko yang dikelola Risk Taking Unit yang bersangkutan kepada Satuan Kerja Manajemen Risiko secara berkala.


5. Monitor the risk exposure/position, both as a whole and by type of risk, including monitoring of its compliance with the given risk tolerance and limits. 6. Conduct the stress testing to know impacts of implemented policy dan strategy of Risk Management. 7. Review the proposed new activities and/or products as developed by the Risk Taking Unit. The review is focused particularly on its capability aspect to manage new activities and/or products, including the adequacy of system and procedures used and its impacts on overall risk exposures. 8. Recommend to the Risk Taking Unit and/or the Risk Management Committee on implementing the Risk Management, including on the extent or maximum risk exposure to tolerate. 9 Prepare and submit risk profile reports to the President Director, Director of Compliance and Risk Management, and Risk Management Committee monthly and on the same risk profile reports to the Bank Oversight Authority quarterly. In the event that the market condition changes rapidly, the frequency of reporting shall be intensified. 10. Review periodically at a frequency adjusted to the needs, in order to ensure: • Adequacy of Risk Management framework. • Accuracy of risk assessment methodology. • Adequacy of Risk Management information system. 11. The Risk Taking Unit shall submit reports or information on risk exposure managed by this unit to the Integrated/Risk Management Division periodically.

PENGEMBANGAN KOMPETENSI BIDANG MANAJEMEN RISIKO

THE RISK MANAGEMENT DEVELOPMENT

Seiring dengan perkembangan bisnis Bank , menuntut tersedianya Sumber Daya Manusia (SDM) yang handal yang memiliki pengetahuan, ketrampilan, dan kompetensi yang dibutuhkan dalam melaksanakan tanggung jawabnya. Bank telah menyusun rencana pengembangan karyawan sebagai wujud strategi keberlanjutan dalam pengelolaan SDM yang optimal. Pengembangan karyawan dilakukan melalui pendidikan dan pelatihan baik internal dan eksternal guna meningkatkan pengetahuan, keterampilan dan kemampuan sesuai dengan analisa kebutuhan maupun dalam rangka pemenuhan sertifikasi.

The development of the Bank’s business demands the availability of reliable Human Resources (HR) that has the knowledge, skills, and competencies required in carrying out its responsibilities. The Bank has developed an employee development plan as a form of sustainability strategy in optimum Human Resource management. Employee development is conducted through education and training both internally and externally to improve knowledge, skills and abilities according to needs analysis as well as in fulfillment of certification.

Adapun untuk pengembangan SDM, pelatihan dan pendidikan dalam rangka pengembangan kompetensi anggota Divisi Manajemen Risiko/ Terintegrasi selama tahun 2016 sebagai berikut:

As for the development of Human Resources, training and education to develop the competency of member or the Integrated/Risk Management Division during 2016 as follows:

Nama Name

DIVISION

COMPETENCE

Pengembangan Kompetensi Competence Development

Hermawan

Sertifikasi Manajemen Risiko Level IV dan International Certificate in Banking Risk and Regulation (ICBRR) Risk Management Certification Level IV and International Certificate in Banking Risk and Regulation (ICBRR)

Budiman L. Sitorus

Sertifikasi Manajemen Risiko Level II / Risk Management Certification Level II

Kunto Wibisono

Sertifikasi Manajemen Risiko Level I / Risk Management Certification Level I

Lina Nuraeni

Sertifikasi Manajemen Risiko Level II / Risk Management Certification Level II

Yofi Yandri


Heri Ng


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RISK MANAGEMENT CERTIFICATION

Salah satu faktor yang menentukan keberhasilan danefektivitas manajemen risiko pada industri perbankan adalah keahlian dan kompetensi sumber daya manusia di bidang manajemen risiko, baik yang dijalankan oleh fungsi operasional (risk taking unit), Satuan Kerja Manajemen Risiko maupun fungsi pengendalian intern (internal auditor). Sehubungan dengan hal tersebut dan dalam rangka meningkatkan kompetensi dan keahlian manajemen risiko yang lebih memadai, maka Bank telah mengikutsertakan pengurus dan pejabat bank dalam program sertifikasi manajemen risiko.

One of the factors that determine the success and effectiveness of the risk management in the banking industry is the expertise and competence of te human resources in the field of risk management, both run by the operational function (risk taking unit), the Risk Management Unit and the internal control function (internal auditor). In relation thereto and in order to improve competence and risk management expertise, the Bank has enroll the Bank’s management and officer to the risk management certification program.

Sertifikasi manajemen risiko merupakan standar kompentensi dan keahlian minimal yang wajib dipenuhi oleh pengurus dan pejabat di industri perbankan untuk memastikan bahwa kegiatan usaha bank dilaksanakan oleh sumber daya manusia yang memiliki kompetensi dan keahlian di bidangnya. Bank telah mengikutsertakan pengurus dan pejabat bank dalam program sertifikasi manajemen risiko sesuai ketentuan yang berlaku, termasuk memberikan pelatihan penyegaran (refreshment training) terhadap pengurus dan pejabat bank yang telah lulus program sertifikasi manajemen risiko.

Risk management certification is the minimum standard of competency and expertise that must be met by the management and officer in the banking industry to ensure that the bank’s business activities are carried out by competent and skiller human resources in its field. The Bank has enroll the Bank’s management and officers in the risk management certification programs in accordance with applicable requirements, including providing refreshment training to the Bank’s management and officers who have passed the risk management certification program.

Tabel Sertifikasi Manajemen Risiko 2016 Table of Risk Management Certification in 2016

Level

Dewan Komisaris Boards of Commissioners

Direksi Boards of Directors

Pejabat Eksekutif Executive Officers

Lainnya Other

Total Total

I

0

0

6

229

235

II

1

0

6

33

40

III

1

0

5

2

8

IV

0

0

18

1

19

V

2

5

1

0

8

TOTAL

4

5

36

265

310

Sistem mANAJEMEN RISIKO

RISK MANAGEMENT SYSTEM

PENERAPAN MANAJEMEN RISIKO

RISK MANAGEMENT IMPLEMENTATION

Dalam rangka mendukung pertumbuhan bisnis dan mengantisipasi perubahan kondisi makro ekonomi, Bank secara berkelanjutan mengembangkan penerapan manajemen risiko pada tahun 2016, antara lain mencakup hal-hal sebagai berikut:

In order to support business growth and anticipate changes in macroeconomic conditions, the Bank continuously develops the implementation of risk management by 2016, among other by including the following:

1. Menjaga kualitas portofolio kredit dan menyelaraskan pertumbuhan portofolio kredit dengan kondisi makro sesuai dengan target pasar dan tingkat risiko yang mau diterima Bank. 2. Senantiasa mendukung pertumbuhan kredit yang sehat sesuai dengan strategi Bank dan menjadi rekan kerja bagi fungsi-fungsi kerja lainnya di Bank untuk memastikan berjalannya prinsip kehati-hatian terhadap risiko yang mungkin timbul dari setiap proses yang terjadi. 3. Meningkatkan penerapan efektivitas manajemen risiko melalui pengembangan kualitas Sumber Daya Manusia serta menanamkan budaya sadar risiko melalui rapat berkala, untuk mendukung penerapan manajemen risiko operasional dalam pelaksanaan operasional sehari-hari.

1. Maintaining its loan portfolio quality and aligning the loan portfolio growth with macro conditions in accordance with the target market and the level of risk that the Bank willing to accept. 2. Always support a healthy credit growth in accordance with the Bank’s strategy and become partners for other work functions at the Bank to ensure the implementation of prudential principles against the risks that may arise from any process that occurs. 3. Improving the implementation of risk management effectiveness through the development of quality of Human Resources as well as instilling risk-conscious culture through regular meetings, to support the implementation of operational risk management in the implementation of dayto-day operations.

2016 Annual Report

4. Secara berkelanjutan menyempurnakan dan menjalankan review regular terhadap kebijakan-kebijakan dan proses manajemen risiko yang dimiliki dengan mempertimbangkan perubahan regulasi, kondisi pasar dan lingkungan bisnis, serta kemudian melakukan pembaharuan apabila dibutuhkan. 5. Pengembangan metode dan alat dalam mengukur,memonitor dan mengendalikan seluruh risiko bank sesuai dengan prudent banking practice. 6. Meningkatkan penerapan manajemen risiko terintegrasi dengan perusahaan terelasi. 7. Pengembangan manajemen risiko terkait dengan persiapan Bank menjadi Bank Devisa.

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4. Continually refine and perform regular reviews on the risk management policies and processes by taking account of regulatory changes, the market conditions and the business environment, and then renewing where necessary. 5. Development of methods and tools to measure, monitor and control all of the Bank’s risks in accordance with prudent banking practice. 6. Improving the implementation of risk management with related firms. 7. Development of risk management related to the preparation of the Bank into a Foreign Exchange Bank.

Penerapan manajemen risiko dilakukan melalui implementasi manajemen risiko pada setiap aktivitas operasional bank sehingga manajemen risiko mampu menjadi bagian yang tidak terpisahkan dalam setiap aktivitas operasional bank dan melalui pengelolaan permodalan bank agar mampu menyerap risiko yang dihadapi bank serta sesuai dengan persyaratan regulator. Dalam praktiknya, Bank dalam menerapkan manajemen risiko dilakukan secara menyeluruh yang mencakup 8 (delapan) jenis risiko yaitu Risiko Kredit, Risiko Pasar, Risiko Likuiditas, Risiko Operasional, Risiko Statejik, Risiko Hukum, Risiko Kepatuhan dan Risiko Reputasi. Kerangka tersebut menempatkan manajemen risiko sebagai elemen penting dalam kegiatan usaha Bank melalui penerapan 4 (empat) pilar pengelolaan risiko yang terdiri dari:

The implementation of risk management is carried out through the implementation of risk management in every Bank’s operational activity so that risk management can be an integral part in every Bank’s operational activity and through the Bank’s capital management to be able to absorb the risks faced by the Bank and in accordance with regulatory requirements. In practice, the Bank is implementing comprehensive risk management which covering 8 (eight) types of risks: Credit Risk, Market Risk, Liquidity Risk, Operational Risk, Risk State, Legal Risk, Compliance Risk and Reputation Risk. This framework places risk management as an important element in the Bank’s business activities through the implementation of 4 (four) risk management pillars comprising of:

1. Pengawasan aktif Dewan Komisaris dan Direksi.

1. Active Supervision from the Board of Commissioners and Board of Directors. The Board of Commissioners and the Board of Directors are responsible for the effectiveness of the implementation of Risk Management by establishing an organizational structure that clearly reflects the limits of authority, responsibility and function, as well as independence between business units and risk management units, perform approval and periodic review of risk strategies and policies which includes the Bank’s level of tolerance for risk and economic cycles, responsible for implementing risk strategies and policies by outlining and communicating risk policies and strategies, monitoring and controlling risks and evaluating the application of policies and strategies, and establishing committees aimed at assisting Tte implementation of the duties of the Board of Commissioners and the Board of Directors to support effective Risk Management implementation.

Dewan Komisaris dan Direksi bertanggungjawab atas efektivitas penerapan Manajemen Risiko diantaranya melalui menetapkan struktur organisasi yang mencerminkan secara jelas mengenai batas wewenang, tanggungjawab dan fungsi, serta independensi antar unit bisnis dengan unit kerja manajemen risiko, melakukan persetujuan dan peninjauan berkala mengenai strategi dan kebijakan risiko yang mencakup tingkat toleransi Bank terhadap risiko dan siklus perekonomian, bertanggungjawab untuk mengimplementasikan strategi dan kebijakan risiko dengan cara menjabarkan dan mengkomunikasikan kebijakan dan strategi risiko, memantau dan mengendalikan risiko dan mengevaluasi penerapan kebijakan dan strategi, dan membentuk komite-komite yang bertujuan untuk yang membantu pelaksanaan tugas Dewan Komisaris dan Direksi untuk mendukung penerapan Manajemen Risiko secara efektif.

2. Kecukupan kebijakan, prosedur dan penetapan limit.

Penerapan Manajemen Risiko didukung dengan kerangka yang mencakup kebijakan dan prosedur Manajemen Risiko serta limit Risiko yang ditetapkan secara jelas sejalan dengan visi, misi, dan strategi bisnis Bank. Kebijakan Manajemen Risiko disusun sesuai dengan karakteristik, kegiatan dan kompleksitas kegiatan usaha Bank, strategi bisnis dan risk appetite Bank. Dalam rangka pengendalian Risiko secara efektif, kebijakan dan prosedur yang dimiliki Bank harus didasarkan pada strategi Manajemen Risiko dan dilengkapi dengan toleransi Risiko dan limit Risiko. Penetapan toleransi Risiko dan limit Risiko dilakukan dengan memperhatikan tingkat Risiko yang akan diambil dan strategi Bank secara keseluruhan.

2. Adequacy of policies, procedures and establishment of limit. The implementation of Risk Management is supported by a framework that includes Risk Management policies and procedures and defined risk limits clearly in line with the Bank’s vision, mission and business strategy. The Risk Management Policy is prepared in accordance with the Bank’s business activities characteristics, activities and complexity as well as the Bank’s business strategy and risk appetite. In order to effectively control the Risk, the policies and procedures owned by the Bank shall be based on Risk Management strategy and complemented by Risk tolerance and Risk Limit. The determination of Risk tolerance and Risk Limit is done by taking into account the level of Risk to be taken and the Bank’s overall strategy.


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3. Kecukupan proses identifikasi, pengukuran, pemantauan, dan pengendalian Risiko serta sistem informasi Manajemen Risiko. Bagian dari penerapan manajemen risiko adalah identifikasi, pengukuran, pemantauan, dan pengendalian Risiko. Identifikasi Risiko bersifat proaktif, mencakup seluruh aktivitas bisnis dan dilakukan dalam rangka menganalisa sumber dan kemungkinan timbulnya Risiko serta dampaknya. Selanjutnya, dilakukan pengukuran eksposur Risiko sesuai dengan karakteristik dan kompleksitas kegiatan usaha sebagai acuan untuk melakukan pengendalian, setelah dilakukan pemantauan. Dalam proses penerapan manajemen risiko diatas telah didukung oleh Sistem informasi Manajemen Risiko yang merupakan bagian dari sistem informasi manajemen sesuai dengan kebutuhan dalam rangka penerapan Manajemen Risiko yang efektif.

3. Adequacy of risk identification, measurement, monitoring and control processes as well as Risk Management information system. Part of the implementation of risk management is the Risk identification, measurement, monitoring and control. Risk identification is proactive in nature, encompassing all business activities and undertaken in order to analyze the source and possible risks and its impacts. Furthermore, Risk measurement is measured according to the characteristics and complexity of the business activities as a reference for implementing control after monitoring has been carried out. The above risk management application process has been supported by Risk Management Information System which is part of management information system as needed in order to have an effective Risk Management implementation.

4. Sistem pengendalian internal yang menyeluruh Pelaksanaan sistem pengendalian internal dalam penerapan Manajemen Risiko dengan mengacu pada kebijakan dan prosedur yang telah ditetapkan dengan batasan wewenang dan tanggung jawab pada setiap unit kerja, penetapan limitlimit yang memadai, kaji ulang yang efektif, independen, dan obyektif terhadap kebijakan, kerangka dan prosedur operasional Bank serta pelaksanaan audit berkala dengan cakupan yang memadai.

4. Comprehensive internal control system The implementation of the internal control system in the application of Risk Management with reference to established policies and procedures with limitations of authority and responsibility on each work unit, establishing adequate limits, effective, independent and objective review of policies, frameworks and procedures Bank operations and the implementation of periodic audits with adequate coverage.

STRATEGI MANAJEMEN RISIKO

RISK MANAGEMENT STRATEGY

Penerapan strategi manajemen risiko Bank Victoria sejalan dan disesuaikan dengan strategi Bisnis Bank. Strategi Manajemen Risiko ini dilakukan untuk mendukung pengembangan usaha Bank ke depan, diantaranya melalui:

The implementation of risk management strategies of Bank Victoria is in line and adapted to the Bank’s Business strategy. This Risk Management Strategy is done to support the Bank’s business development in the future, including through:

1. Keselarasan antara profil risiko dengan strategi Bank. Penerapan proses manajemen risiko yang profesional dan disiplin terhadap berbagai risiko dapat mendukung pertumbuhan bisnis secara prudent, dan berkelanjutan serta meningkatkan nilai tambah Bank kepada pemangku kepentingan. Dalam ketidakpastian ekonomi global dan kondisi ekonomi yang masih melambat, penilaian seluruh faktor risiko dengan penekanan pada risiko yang melekat pada setiap kegiatan Bank yang meliputi 8 jenis risiko pada profil risiko, senantiasa harus dapat mengadaptasi terhadap perubahan-perubahan strategi yang dilakukan Bank untuk merespon tantangan dan peluang yang muncul. Untuk menyelaraskan profil risiko dengan strategi Bisnis Bank, maka senantiasa akan terus dilakukan evaluasi terhadap profil risiko bekerjasama dengan risk taking unit agar sejalan dengan perubahan-perubahan strategis Bank, situasi makro ekonomi dan perkembangan peraturan yang berlaku.

1. Alignment between the risk profile with the Bank’s strategy. The application of professional and discipline risk management processes to various risks can support business growth in a prudent and sustainable way as well as adding value to the Bank’s stakeholders. In this uncertain global economic and the slowing economic conditions, the assessment of all risk factors with emphasis on the risks inherent in any Bank activities covers 8 types of risk in the risk profile, should always be able to adapt to strategy changes made by the Bank in responding the challenges and emerging opportunities. To align with the risk profile with the Bank’s Business strategy, then the Bank will always continue to evaluate the risk profile in collaboration with risk taking unit to be in line with the Bank’s strategic changes, the macro economic situation and the development of regulations in force.

2. Mengefektifkan early warning dengan melalui komunikasi dua arah dan mengikut sertakan peran aktif dari risk taking unit. Di tengah kondisi makro ekonomi yang cukup menantang selama tahun 2016, penerapan manajemen risiko harus dapat mendukung pertumbuhan Bank dengan tetap menjaga eksposur risiko sesuai dengan risk apetite Bank. Penerapan Manajemen Risiko Bank didukung dengan suatu kerangka kerja manajemen risiko, yang mencakup kebijakan Bank dan segregation of duties agar pengelolaan risiko berjalan secara efektif diseluruh aspek Bank. Sebagai langkah antisipatif

2. Making an effective early warning through two-way communication and includes the active role of risk-taking units. In the midst of a challenging macroeconomic conditions during 2015, the application of risk management must be able to support the Bank’s growth while maintaining risk exposure in accordance with the Bank’s risk appetite. The implementation of Bank’s Risk Management is supported by a risk management framework, which includes the Bank’s policies and segregation of duties in order to run effective risk management at all Bank’s aspects. As an early warning

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(early warning signal), Bank Victoria melakukan berbagai pengelolaan terhadap eskposur risiko bersama-sama dengan risk taking unit. Proses monitoring dilakukan secara berkala, untuk mengidentifikasi risiko-risiko yang signfikan dan berpotensi dapat meningkatkan eskposur Bank (Early Warning Signal).

signal, Bank Victoria performs various measures against risk exposure with the risk-taking unit. The monitoring is done periodically, to identify significant risks that could potentially increase the Bank’s exposure (Early Warning Signal).

3. Meningkatkan nilai Stakeholder. Praktik manajemen risiko dilakukan dan diterapkan sebagai salah satu upaya untuk meningkatkan Stakeholder Value dengan memberikan rekomendasi kepada pihak manajemen sebagai bagian dari proses pengambilan keputusan yang sistematis berdasarkan ketersediaan informasi, dimana nantinya dapat juga digunakan sebagai dasar untuk pengukuran kinerja Bank yang lebih akurat dan berbasis risiko, serta untuk menciptakan infrastruktur manajemen risiko yang kokoh dalam rangka meningkatkan daya saing Bank.

3. Increase the value of the Stakeholders. Risk management practices is carried out and implemented as part of efforts to improve the Stakeholder Value by giving recommendations to the management as part of a process of systematic decision-making based on the availability of information, where the latter can also be used as a basis for measuring more accurate and risk-based Bank’s performance, and for creating a solid risk management infrastructure in order to improve the Bank’s competitiveness.

PROFIL RISIKO

RISK PROFILE

Profil Risiko Bank Victoria terdiri dari Risiko Inheren dan Kualitas Penerapan Manajemen Risiko. Tingkat penilaian pada Risiko Inheren terdiri dari 5 peringkat, yaitu peringkat 1 (low), peringkat 2 (low to moderate), peringkat 3 (moderate), peringkat 4 (moderate to high), dan peringkat 5 (high). Sedangkan, untuk peringkat Kualitas Penerapan Manajemen Risiko, yaitu peringkat 1 (strong), peringkat 2 (satisfactory), peringkat 3 (fair), peringkat 4 (marginal), dan peringkat 5 (unsatisfactory).

Bank Victoria’s Risk Profile consists of Inherent Risk and the Risk Management Implementation Quality. The rating level on Inherent Risk consists of 5 ratings, which are rank 1 (low), rating 2 (low to moderate), rank 3 (moderate), 4 (moderate to high), and 5 (high). Meanwhile, for the rating of Risk Management Implementation Quality, which is rank 1 (strong), rank 2 (satisfactory), rank 3 (fair), rank 4 (marginal), and rank 5 (unsatisfactory).

Penilaian pada masing-masing risiko, baik yang melekat pada aktivitas fungsional maupun dalam Kualitas Penerapan Manajemen Risiko yang terdiri dari Tata Kelola Risiko, Kerangka Manajemen Risiko, Proses Manajemen Risiko, SDM, MIS, dan Pengendalian Risiko, dinilai dan diperingkat sesuai batasan risiko dengan mempertimbangkan strategi dan tujuan bisnis, serta kemampuan dalam mengambil risiko yang kemudian dianalisa terutama pada eksposur risiko yang signifikan atau yang bersifat material sesuai dengan kompleksitas usaha Bank.

Assessment at each risk, both inherent in functional activity and in the Risk Management Implementation Quality consisting of Risk Management, Risk Management Framework, Risk Management Process, HR, MIS, and Risk Control, are assessed and ranked according to risk constraints by considering business strategies and objectives, as well as the ability to take risks which are then analyzed, especially at significant or material risk exposure in accordance with the complexity of the Bank’s business.

JENIS RISIKO YANG DIHADAPI BANK DAN UPAYA PENGELOLAANNYA

TYPES OF RISKS FACED BY THE BANK AND THE MITIGATION EFFORT

Terdapat 8 Risiko yang dikelola Bank yaitu risiko kredit, risiko likuiditas, risiko pasar, risiko operasional, risiko stratejik, risiko kepatuhan, risiko hukum dan risiko reputasi, dengan penjelasan sebagai berikut:

There are 8 risks managed by the Bank, namely credit risk, liquidity risk, market risk, operational risk, strategic risk, compliance risk, legal risk and reputation risk, with the following explanation:

1. Risiko Kredit

1. Credit Risk

Risiko Kredit adalah risiko akibat kegagalan debitur dan/atau pihak lain dalam memenuhi kewajiban kepada Bank. Risiko kredit merupakan risiko terbesar utama yang dihadapi Bank, yang timbul dari kegiatan penyediaan dana terkait lainnya kepada peminjam ritel, perusahaan dan institusi. Selain itu, risiko kredit dapat timbul dari aktivitas treasury dan investasi sehingga Bank tersekspos terhadap risiko counterparty dan risiko kredit penerbit. Kegagalan dalam mengelola risiko ini dapat berdampak pada posisi keuangan Bank.

Credit Risk is a risk due to the failure of the debtor and/or other party in meeting their obligation to the Bank. Credit risk is the major risk faced by the Bank, arising from the provision of funding to retail borrowers, companies and institutions. In addition, credit risk may arise from treasury and investment activities so that the Bank is exposed to counterparty risks and issuer credit risks. Failure to manage these risks may have an impact on the Bank’s financial position.

Pengelolaan Risiko Kredit diantaranya dilakukan dengan: a. Pedoman pengelolaan risiko kredit dalam menjalankan aktivitas perkreditan, telah ditetapkan Kebijakan Perkreditan yang telah disosialisasikan dan diterapkan

The Credit Risk Management among others includes: a. Credit risk management guidelines in carrying out credit activities that have been established by the Credit Policy that has been dissemination and applied to the


pada penyaluran kredit Bank. Untuk memastikan diversifikasi risiko kredit dan menghindari terjadinya risiko konsentrasi, maka Bank menetapkan batasankredit yang sesuai dengan maksimum eksposur Bank untuk jangka waktu tertentu terhadap suatu sektor ekonomi. b. Penerapan four eyes principle dimana keputusan kredit diambil berdasarkan pertimbangan dari dua sisi, yaitu sisi pengembangan bisnis dan sisi analisis risiko kredit. c. Untuk menjaga independensi dan integritas dari proses persetujuan kredit, fungsi Credit Analyst telah terpisah dari fungsi kerja bisnis. Fungsi Credit Analyst bertanggung jawab secara independen dalam melakukan analisa dan evaluasi secara menyeluruh terhadap pengajuan kredit. d. Proses pemantauan kualitas kredit sampai dengan penanganan kredit bermasalah terus ditingkatkan dengan berbagai strategi atau metode yang dimonitor secara periodik untuk memastikan agar kualitas portofolio kredit tetap terjaga sesuai Risk Appetite Bank. e. Dalam hal penanganan kredit bermasalah maka Bank terus berupaya melakukan perbaikan kualitas kredit yang bermasalah dengan berbagai strategi maupun metode – metode yang efektif serta dimonitor secara berkala. Penanganan kredit bermasalah dan monitoring tersebut dilakukan dibawah koordinasi Divisi Special Asset Management. f. Sementara itu, dalam menjaga kualitas kredit debitur, Bank dengan ketat memantau perkembangan portofolio kredit Bank yang memungkinkan Bank untuk melakukan tindakan pencegahan secara tepat waktu (early warning) apabila terjadi penurunan kualitas kredit serta memitigasi adanya risiko konsentrasi kredit dengan penerapan limit di antaranya Limit Sektor Ekonomi dan Limit BMPK. g. Sebagai bagian dari pengukuran risiko kredit, juga telah dilakukan stress testing risiko kredit untuk menilai ketahanan modal bank dalam menghadapi penurunan kualitas kredit debitur.

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Bank’s credit distribution. To ensure the diversification of credit risks and to avoid the occurrence of concentration risks, the Bank imposes limits on credits in accordance with the Bank’s maximum exposure for a certain period of time against an economic sector. b. The implementation of four eyes principle where credit decisions are taken based on two sides consideration, namely the business development and the credit risk analysis. c. To maintain the independence and integrity of the credit approval process, the Credit Review function is separated from the business work function. The Credit Review function independently responsible in conducting a thorough analysis and evaluation of the credit application. d. The process of monitoring the credit quality until the handling of non-performing loans continue to be improved by a variety of strategies or methods that monitored periodically to ensure that the quality of the credit portfolio is maintained in accordance with the Bank’s Risk Appetite. e. In the case of handling non-performing loans, the Bank continues to make efforts to improve the quality of nonperforming loans with various strategies and effective methods as well as monitored it regularly. This non performing loan handling and monitoring is done under the coordination of the Special Asset Management Division. f. Meanwhile, in maintaining debtor’s credit quality, the Bank strictly monitor the development of the Bank’s loan portfolio that will enable the Bank to take preventive measures in a timely manner (early warning) when there is a decline in credit quality, and mitigate any credit risk concentration with the application of limit among other Economic Sector Limit and LLL Limit. g. As part of the credit risk measurement, stress testing has been conducted to the credit risk to assess the resilience of the Bank’s capital in the face of declining debtor’s credit quality.

2. Risiko Pasar

2. Market Risk

Risiko Pasar adalah Risiko pada posisi neraca dan rekening administratif termasuk transaksi derivatif, akibat perubahan secara keseluruhan dari kondisi pasar, termasuk risiko perubahan harga option. Tujuan utama manajemen risiko untuk risiko pasar adalah untuk meminimalkan kemungkinan dampak negatif akibat perubahan kondisi pasar terhadap aset dan permodalan.

Is a risk on the balance sheet and off-balance sheet positions including derivative transactions, due to overall changes in market conditions, including the risk of changes in option prices. The main objective of risk management for market risk is to minimize possible negative impacts due to changes in market conditions on assets and capital.

Pengelolaan Risiko Pasar diantaranya dilakukan dengan:

The Market Risk Management among others was done by:

a. Pengelolaan risiko suku bunga dilakukan terhadap posisi instrumen keuangan dalam trading book maupun banking book. b. Terkait dengan pentingnya pengelolaan terhadap risiko pasar dan hal tersebut sangat dipahami oleh Bank, oleh karena itu Bank terus meningkatkan peranan dari Assets and Liabilities Committee (ALCO) yang dilakukan awal bulan setiap bulannya dan dapat dilakukan sewaktu-waktu. Hal tersebut dilakukan agar Bank dapat melakukan pemantauan terhadap risiko ini secara rutin dan/atau berkala.

a The management of interest rate risk is applied to the financial instruments position in the trading book and the banking book. b With regard to the importance of managing the market risk and it is well understood by the Bank, therefore the Bank continued to increase the role of Asset and Liability Committee (ALCO) meeting that conducted at the beginning of each month and also can be done at any time. This is done so that the Bank can monitor these risks regularly and/or periodically.

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c. Dalam melakukan pengelolaan risiko terkait dengan risiko pasar maka Bank telah menerapkan beberapa metode untuk memitigasi kerugian yang dapat timbul dari risiko pasar, diantaranya seperti penetapan limit berdasarkan jenjang organisasi dan kebijakan mengenai limit cut loss sehingga lebih efektif dalam memonitor risiko pasar yang dihadapi Bank. d. Early Warning dilakukan Bank dengan mengukur sensitivitas pendapatan bunga bersih atas pergerakan suku bunga. Bank akan terus mengembangkan dan mengkaji ulang limit-limit risiko pasar seiring dengan berkembangnya produk-produk serta aktivitas fungsional Bank yang berpotensi menimbulkan risiko pasar

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c In managing the risks associated with market risk, the Bank has implemented several methods to mitigate any losses that may arise from market risks, such as limits based on the level of organization and policy regarding the limit cut loss so the Managemetn can be more effective in monitoring the market risks faced by the Bank. d. Early Warning is done by the Bank bymeasuring the sensitivity of net interest income on interest rate movements. The Bank will continue to develop and review the market risk limits in line with the development of new products as well as the Bank’s functional activity that potentially causes the market risk.

3. Risiko Operasional

3. Operational Risk

Risiko Operasional adalah risiko yang timbul akibat ketidakcukupan dan/atau tidak berfungsinya proses internal, kesalahan manusia, kegagalan sistem, dan/atau adanya kejadian-kejadian eksternal yang mempengaruhi operasional Bank. Risiko ini melekat dalam semua proses bisnis, kegiatan operasional, sistem dan produk Bank, dari mulai Kantor Pusat sampai Kantor Kas. Kegagalan mengelola risiko operasional dapat menyebabkan kerugian keuangan, keselamatan karyawan dan reputasi Bank.

The Operational Risk is a risk due to the inadequacy and/or non-functioning of internal processes, human error, system failure, and/or the presence of external events affecting the Bank’s operations. This risk is inherent in all of the Bank’s business processes, operational activities, systems and products, ranging from Head Office to Cash Office. Failure to manage operational risk may result in financial loss, employee safety and damage of the Bank’s reputation.

Pengelolaan risiko operasional yang efektif dapat menekan kerugian akibat dari aktivitas fungsional risiko operasional. Pada saat ini, Bank telah mengimplemetasikan perangkat Manajemen Risiko Operasional (ORM). ORM Tools yang dipergunakan untuk pelaksanaan ORM adalah sebagai berikut.

The management of effective operational risk can reduce losses from operational risk. At this time, the Bank has implementes Operational Risk Management (ORM). ORM Tools used to implement ORM area as follows:

a. Risk & Control Self Assessment (RCSA) RCSA merupakan sarana yang digunakan oleh unit kerja yang bersangkutan secara mandiri untuk mengidentifikasi dan mengukur risiko operasional. Perangkat ini juga digunakan sebagai sarana untuk memperbaiki pemahaman kepada karyawan akan pentingnya manajemen risiko. b. Key Risk Indicator (KRI) KRI merupakan serangkaian parameter pengukuran kuantitatif untuk mengindikasikan tingkat risiko pada suatu fungsi/proses/bisnis. c. Loss Event Database (LED) LED merupakan sarana yang digunakan untuk mengadministrasikan kejadian atas kerugian yang disebabkan oleh risiko operasional dan merupakan sumber utama yang digunakan untuk analisa data kerugian dan pelaporannya.

a. Risk & Control Self Assessment (RCSA) RCSA is a tool used by relevant working unit independently to identify and measure operational risk. This tool also used as a means to improve employees’ understanding of the importance of risk management.

Disisi lain, Bank telah memiliki Business Continuity Management (BCM) sebagai rencana dan strategi kontijensi untuk memastikan kelangsungan operasional Bank dalam menjalankan usaha dan pelayanan nasabah apabila terjadi gangguan dan bencana yang diimplementasikan serta diuji coba secara berkala melalui Business Continuity Plan (BCP).

On the other hand, the Bank has a Business Continuity Management (BCM) as a contingency plan and strategy to ensure the continuity of Bank’s operations in conducting business and customer service in case of disruptions and disasters that is implemented and periodically tested through the Business Continuity Plan (BCP).

b. Key Risk Indicator (KRI) KRI is a series of quantitative measurement parameters to indicate the level of risk on a function/process/ business. c. Loss Event Database (LED) LED is a mean used to administer events for losses caused by operational risks and are the main sources used for data loss analysis and reporting.


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4. Risiko Likuiditas

4. Liquidity Risk

Liquidity risk is the risk due to the inability of the Bank to meet its maturing obligations of the cash flow funding sources and/ or high quality liquid assets that can be pledged, without disrupting the Bank’s activities and financial condition.

Risiko likuditas adalah Risiko akibat ketidakmampuan Bank untuk memenuhi kewajiban yang jatuh tempo dari sumber pendanaan arus kas dan/atau dari aset likuid berkualitas tinggi yang dapat diagunkan, tanpa mengganggu aktivitas dan kondisi keuangan Bank.

Pengelolaan likuiditas yang sehat dapat mengurangi kemungkinan Bank menghadapi masalah likuiditas yang serius yang dapat mempengaruhi kelangsungan usaha Bank. Risiko Likuiditas dikategorikan menjadi: a. Risiko Likuiditas Pasar, yaitu risiko yang timbul karena Bank tidak mampu melakukan off setting posisi tertentu dengan harga pasar. b. Risiko Likuiditas Pendanaan, yaitu risiko yang timbul karena Bank tidak mampu mencairkan asetnya atau memperoleh pendanaan dari sumber dana lainnya.

A healthy liquidity management can reduce the likelihood that Bank will face serious liquidity problems that may affect the Bank’s going concern. Liquidity Risk is categorized into:

a. Market Liquidity Risk, ie risk arising due to the Bank is unable to offset certain positions at market prices. b. Funding Liquidity Risk, ie risk arising from the Bank being unable to disburse its assets or obtain funding from other sources of funding.

Bank telah memiliki kebijakan dan prosedur yang memadai dalam manajemen risiko likuiditas. Kebijakan dan prosedur tersebut menjadi pedoman Bank dalam mengelola risiko likuiditas. Bank menetapkan limit dan parameter risiko likuiditas sesuai dengan level risk appetite.

The Bank already has adequate liquidity risk management policies and procedures. These policies and procedures serve as guidelines for the Bank in managing its liquidity risk. The Bank sets the limit and parameter of liquidity risk in accordance with the level of risk appetite.

Dalam menghadapi kondisi krisis likuiditas, Bank telah menyusun dokumen Contingency Funding Plan. Contingency Funding Plan mencakup kebijakan, strategi, prosedur dan rencana tindak (action plan) untuk memastikan kemampuan Bank memperoleh sumber pendanaan yang diperlukan secara tepat waktu dan dengan biaya yang wajar. Dokumen tersebut disosialisasikan kepada unit-unit terkait agar masing-masing dapat memahami tugas dan tanggungjawabnya masingmasing.

In the face of liquidity crisis conditions, the Bank has prepared a Contingency Funding Plan document. The Contingency Funding Plan includes policies, strategies, procedures and action plans to ensure the Bank’s ability to obtain the necessary funding sources in a timely manner and at a reasonable cost. The document is disseminated to the relevant units so that each unit can understand their respective duties and responsibilities.

Dalam prakteknya, manajemen Risiko Likuiditas dilakukan oleh Divisi Treasury dan fungsi dari Divisi Manajemen Risiko/ Terintegrasi adalah melakukan pemantauan terhadap pelaksanaan manajemen likuiditas yang diterapkan diantaranya melalui pengukuran yang digunakan oleh Bank dalam mengelola risiko likuiditas, seperti rasio-rasio likuiditas sebagai indikator peringatan dini (early warning indicator). Disamping itu, Bank juga melakukan pemantauan secara berkala terhadap stabilitas pendanaan inti (core deposits) melalui analisa terhadap volatilitasnya.

In practice, Liquidity Risk management is performed by the Treasury Division and the function of the Integrated/Risk Management Division is to monitor the implementation of liquidity management that is implemented through measurement used by the Bank in managing liquidity risk, such as liquidity ratios as early warning indicators. In addition, the Bank also conducts periodic monitoring of core deposit funding stability through analysis of its volatility.

5. Risiko Hukum

5. Legal Risk

Risiko Hukum timbul akibat adanya tuntutan hukum dan/ atau Kelemahan aspek yuridis, antara lain disebabkan adanya, ketiadaan peraturan perundang-undangan yang mendukung atau kelemahan perikatan seperti tidak dipenuhinya syarat sahnya kontrak dan pengikatan dokumen yang tidak sempurna.

Legal risks is a risk caused due to lawsuits and/or weakness of the judicial cal aspects, among others due to the absence of legislation that supports or weaknesses of engagement such as non-fulfillment of contractual requirements and imperfect document binding.

Pengelolaan risiko hukum di Bank dilaksanakan dibawah koordinasi Divisi Law Bureau & Legal yang menjalankan fungsi hukum atau corporate legal. Divisi Law Bureau & Legal bertindak sebagai “legal advisor” yang bertanggungjawab memberikan pendapat hukum sesuai dengan kebutuhan dan permintaan dari unit-unit kerja, berdasarkan ketentuan hukum dan peraturan yang berlaku.

Legal risk management at the Bank is implemented under the coordination of the Law Bureau & Legal Division that performs legal or corporate legal functions. The Law Bureau & Legal Division act as a “legal advisor” responsible for providing legal opinions in accordance with the needs and requests of work units, applicable regulation.

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Selain memberikan pendapat hukum kepada unit-unit terkait, Divisi Law Bureau & Legal juga membantu mempersiapkan dokumen-dokumen yang berkaitan dengan perjanjian antara Bank dan nasabahnya dan memastikan agar dokumendokumen tersebut mengikat dengan sempurna.

In addition to providing legal opinions to related units, the Law Bureau & Legal Division also helps to prepare documents relating to agreements between the Bank and its customers and ensures that these documents are fully binding.

Untuk memitigasi risiko hukum tersebut selama tahun 2016, Divisi Law Bureau & Legal telah melakukan berbagai langkah, antara lain: a. Melakukan evaluasi atas dokumen-dokumen atau perjanjian-perjanjian guna mengamankan kepentingan hukum Bank. b. Membuat atau memperbaharui standar dokumen/ perjanjian agar sesuai dengan peraturan perundangundangan dan ketentuan yang berlaku. c. Meningkatkan kemampuan dan pengetahuan sumber daya manusia serta pengkajian atas perkara litigasi yang telah terjadi. d. Memberikan analisis maupun advis hukum dan mempersiapkan langkah-langkah hukum terhadap permasalahan-permasalahan yang disampaikan oleh unit-unit terkait sehubungan dengan perjanjian yang sedang atau akan dijalankan.

To mitigate such legal risks during 2016, the Law Bureau & Legal Division has taken various steps, including: a. Evaluated documents or agreements to safeguard the Bank’s legal interests. b. Made or updated document/agreement standards to comply with applicable laws and regulations. c. Improved the capability and knowledge of human resources as well as the assessment of litigation cases that have occurred. d. Provided legal analysis and advice as well as prepared legal steps on issues addressed by related units in relation to current or future agreements.

6. Risiko Stratejik

6. Strategic Risk

Risiko Stratejik adalah risiko akibat ketidaktepatan dalam pengambilan dan/atau pelaksanaan suatu keputusan stratejik serta kegagalan dalam mengantisipasi perubahan lingkungan bisnis. Ketidakmampuan Bank dalam melakukan penyusunan strategi yang tepat dapat menimbulkan kegagalan bisnis Bank di masa yang akan datang. Risiko ini juga mencakup kemampuan Bank dalam mengembangkan daya saing dan menciptakan keunggulan kompetitif Bank di tengah kompetisi perbankan yang semakin ketat.

Strategic Risk is the risk due to the inaccuracy in the decisiona and/or execution of a strategic decision as well as failure in anticipating changes in the business environment. The Bank’s inability to make the right strategy can lead to the Bank’s business failure in the future. This risk also includes the Bank’s ability to develop competitiveness and create competitive advantage in the midst of increasingly tight banking competition.

Pengelolaan risiko stratejik antara lain dilakukan melalui analisis kesesuaian strategi bisnis dengan kondisi lingkungan bisnis dan perubahan siklus perekonomian, melakukan proses manajemen risiko pada setiap peluncuran produk atau aktivitas baru dan pengembangannya dan secara berkelanjutan melakukan kaji ulang berkala atas pencapaian target keuangan dan realisasi strategi.

The strategic risk management, among others, is conducted through an analysis of the business strategies conformity with business environment conditions and changes in economic cycles, conducting risk management processes at each product launching or new activity as well as its development and continuously conducting periodic reviews on the achievement of financial targets and strategic realization.

7. Risiko Kepatuhan

7. Compliance Risk

Risiko Kepatuhan adalah Risiko akibat Bank tidak mematuhi dan/atau tidak melaksanakan peraturan perundangundangan dan ketentuan yang berlaku. Tujuan utama manajemen risiko untuk risiko kepatuhan adalah untuk memastikan bahwa proses manajemen risiko dapat meminimalkan kemungkinan dampak negatif dari perilaku Bank yang menyimpang atau melanggar standar yang berlaku secara umum, ketentuan dan/atau peraturan perundangundangan yang berlaku.

Is risk due to the Bank is not in compliance and/or implement prevailing legislation and regulations. The main objective of risk management for compliance risk is to ensure that the process of risk management can minimize the possible negative impacts of the Bank’s behavior that deviates or violate generally accepted standards, rules and/or regulations in force.

Pengelolaan Risiko Kepatuhan antara lain dengan: a. Mengidentifikasi dan mengelola risiko kepatuhan dilakukan dengan meninjau kebijakan dan prosedur internal, penyediaan dana, penghimpunan dana dan kegiatan bisnis bank lainnya telah sesuai dengan hukum, ketentuan dan peraturan eksternal.

Compliance Risk Management was made, among others, by: a. Identifying and managing compliance risks that is done by reviewing internal policies and procedures, provision of funds, collection of funds and other bank business activities in accordance with external laws, regulations and regulations.


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b. To ensure alignment between provision and internal system with applicable regulations, the Bank will conduct a review of policies and procedures on a regular basis towards any development or alterations existed legislation and communicating it to the employees. c. Management of compliance risk, in addition to be done through the compliance test, also done through monitoring of the fulfillment of Bank’s commitments to the regulators, based on the results of the regulator’ inspection or through correspondence between the Bank and the regulator. d. Monitoring of the imposition of sanctions also become the focus of compliance risk management implemented, using several parameters such as the type, materiality and frequency of violations on prevailing regulations.

b. Untuk memastikan kesesuaian ketentuan dan sistem internal dengan peraturan yang berlaku, maka Bank akan melakukan kaji ulang terhadap kebijakan dan prosedur secara berkala terhadap perkembangan ataupun perubahan peraturan yang ada dan mengkomunikasikannya kepada karyawan. c. Pengelolaan risiko kepatuhan, selain dilakukan melalui uji kepatuhan, juga dilakukan melalui pemantauan terhadap pemenuhan komitmen bank kepada regulator, baik berdasarkan hasil pemeriksaan regulator maupun melalui korespondensi antara bank dengan regulator. d. Pemantauan terhadap pengenaan sanksi turut menjadi fokus pengelolaan risiko kepatuhan yang diterapkan, dengan menggunakan beberapa parameter seperti jenis, materialitas dan frekuensi pelanggaran peraturan yang berlaku.

Reputation Risk

8. Risiko Reputasi

8.

Risiko Reputasi adalah Risiko akibat menurunnya tingkat kepercayaan pemangku kepentingan (stakeholder) yang bersumber dari persepsi negatif terhadap Bank. Tujuan utama manajemen risiko untuk risiko reputasi adalah untuk mengantisipasi dan meminimalkan dampak kerugian dari risiko reputasi Bank.

A risk due to decreased in of stakeholders trust level that comes from a negative perception of the Bank. The main purpose of risk management for reputation risk is to anticipate and minimize the impact of losses on the Bank’s risk reputation.

Pengelolaan Risiko Reputasi dilakukan dibawah koordinasi Corporate Secretary bekerjasama dengan unit kerja marketing communication dan operasional. Pengelolaan Risiko Reputasi dilakukan melalui pemantauan terhadap publikasi negatif atau keluhan nasabah yang beredar di media, monitoring atas keluhan nasabah yang disampaikan langsung ke Bank dan tindak lanjutnya serta melakukan kajian manajemen risiko terhadap produk/layanan/program baru untuk menganalisa risiko reputasi yang mungkin timbul dan bagaimana mengantisipasi risiko tersebut.

The Reputation Risk Management is performed under Corporate Secretary coordination in collaboration with marketing communication and operational work units. The Reputation Risk Management is conducted through monitoring of negative publicity or customer complaints circulating in the media, monitoring customer complaints submitted directly to the Bank and follow-up and conducting risk management studies on new products/services/ programs to analyze reputational risks that may arise and how to anticipate those risks.

PENILAIAN PROFIL RISIKO

RISK PROFILE ASSESSMENT

Profil risiko Bank secara keseluruhan untuk Triwulan IV 2016 berada pada peringkat risiko komposit Low to Moderate dimana peringkat ini sama untuk setiap penilaian triwulanan sepanjang tahun 2016. Hasil tersebut dapat tercapai berkat kualitas penerapan manajemen risiko yang mendukung efektivitas kerangka pengawasan berbasis risiko. Bank menerapkan pendekatan secara menyeluruh dalam mengelola 8 kategori risiko yang ditetapkan Otoritas mencakup Risiko Kredit, Risiko Pasar, Risiko Likuiditas, Risiko Operasional, Risiko Hukum, Risiko Kepatuhan, Risiko Stratejik dan Risiko Reputasi.

The Bank’s overall risk profile for the 4th Quarter 2016 is ranked on Low to Moderate composite risks whereby this ranking is the same for every quarterly assessment throughout 2016. Such results can be achieved due to the quality of risk management implementation that supports the effectiveness of the risk-based supervisory framework. The Bank applies a comprehensive approach in managing the 8 risk categories established by the Authority covering Credit Risk, Market Risk, Liquidity Risk, Operational Risk, Legal Risk, Compliance Risk, Strategic Risk and Reputation Risk.

Penilaian pada masing-masing risiko, baik yang melekat pada aktivitas fungsional maupun dalam Kualitas Penerapan Manajemen Risiko yang terdiri dari Tata Kelola Risiko, Kerangka Manajemen Risiko, Proses Manajemen Risiko, SDM, MIS, dan Pengendalian Risiko, dinilai dan diperingkat sesuai batasan risiko dengan mempertimbangkan strategi dan tujuan bisnis, serta kemampuan dalam mengambil risiko yang kemudian dianalisa terutama pada eksposur risiko yang signifikan atau yang bersifat material sesuai dengan kompleksitas usaha Bank. Hal ini menunjukkan pengelolaan risiko yang relatif stabil secara keseluruhan, yang akan terus dipertahankandan diperbaiki ke depannya demi peningkatan kinerja Bank yang berkesinambungan.

Te assessment at each risk, both inherent in functional activity and in the Risk Management Implementation Quality consisting of Risk Management, Risk Management Framework, Risk Management Process, HR, MIS, and Risk Control, are assessed and ranked according to risk limit by considering the business strategies and objectives, as well as the ability to take risks that are then analyzed, especially at a significant or material risk exposure in accordance with the Bank’s business complexity. It demonstrates a relatively stable overall risk management that will continue to be addressed and improved in the future in order to improve sustainable Bank’s performance.

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Berdasarkan hasil penilaian Bank sendiri (self assessment), maka Profil Risiko Bank Victoria sebagai berikut:

Based on the Bank’s self assessment, Bank Victoria’s Risk Profile are as follows:

Penilaian Desember 2016 Evaluation in December 2016 Jenis Risiko Risk Type

Kualitas Penerapan Risiko Manajemen Risiko Inheren The Quality in Inherent Risk Risk Management Implementation

Penilaian Desember 2015 Evaluation in December 2015

Net Risk Net Risk

Risiko Inheren Inherent Risk

Kualitas Penerapan Manajemen Risiko The Quality in Risk Management Implementation

Net Risk Net Risk

Kredit Credit

Moderate

Satisfactory

Low to Moderate

Moderate

Satisfactory

Low to Moderate

Pasar Market

Low

Satisfactory

Low

Low

Satisfactory

Low

Likuiditas Liquidity

Low to Moderate

Satisfactory

Low to Moderate

Low to Moderate

Satisfactory

Low to Moderate

Operasional Operational

Low to Moderate

Satisfactory

Low to Moderate

Low to Moderate

Satisfactory

Low to Moderate

Hukum Legal

Low to Moderate

Satisfactory

Low to Moderate

Low to Moderate

Satisfactory

Low to Moderate

Moderate

Satisfactory

Low to Moderate

Moderate

Satisfactory

Low to Moderate

Kepatuhan Compliance

Low

Satisfactory

Low

Low

Satisfactory

Low

Reputasi Reputation

Low

Satisfactory

Low

Low to Moderate

Satisfactory

Low to Moderate

Stratejik Strategic

Peringkat Profil Risiko Risk Profile Rank

Low to Moderate

Low to Moderate

PERBAIKAN DAN PENINGKATAN PENGELOLAAN RISIKO

RISK MANAGEMENT IMPROVEMENT

Pengelolaan risiko yang efektif merupakan satu komponen yang penting dalam manajemen bank dan landasan untuk mengarahkan aktivitas pada misi dan tujuan bank yang sudah ditetapkan, yaitu untuk mencapai target laba jangka panjang yang terusmeningkat dan berkesinambungan, serta meningkatkan alokasi permodalan secara optimal yang mendukung aktivitas operasional.

An effective risk management is an important component of a bank management and the foundation for directing activities on defined Bank’s mission and objectives, that is to achieve inmproving and sustainable long-term profit targets, as well as to improve optimal capital allocation that supports operational activities.

Dengan perkembangan akivitas perbankan yang semakin beragam dan kompleks serta diiringi oleh potensi risiko yang semakin meningkat, Bank senantiasa menyempurnakan pengelolaan risiko baik dari segistruktur organisasi dan sumber daya manusia, kebijakan dan prosedur serta sistem pendukung. Upaya tersebut dilakukan untuk mempersiapkan bank agar dapat mengelola risiko yang dihadapi, melakukan upaya pencegahan dan mitigasi, mencadangkan modal sehingga membantu bank dalam merencanakan arah pertumbuhan bisnis di masa depan. Perbaikan dan penyempurnaan pengelolaan risiko dilakukan antara lain : 1. Melakukan penyempurnaan terhadap profil risiko untuk merespon faktor-faktor yang mempengaruhi Bank dalam keadaan tidak normal. 2. Menjaga eksposur risiko secara keseluruhan (aggregate) maupun per jenis risiko dengan mempertimbangkan keterkaitan antar risiko. 3. Evaluasi dan penyempurnaan pengukuran risiko secara berkala atau sewaktu-waktu apabila diperlukan untuk memastikan kesesuaian akurasi, kewajaran, serta prosedur yang digunakan untuk mengukur risiko.

With the development of increasingly diverse and complex banking activities as well as accompanied by ever-increasing risk potencial, the Bank is constantly improving the risk management of both organizational structure and human resources, policy and procedures as well as supporting system. The effort is made to prepare bank manage the risks its faced, prevent and mitigate, reserve the capital to assist the bank in planning the business growth in the future. Improvements and enhancement done in risk management among others are:

1. Performed improvements to the risk profile to respond to factors affecting the Bank in abnormal circumstances. 2. Maintained an overall risk exposure (aggregate) or per type of risk by considering the inter-relationship between risks. 3. Evaluated and refined the risk measurement on a regular basis or at any time as necessary to ensure compliance of accuracy, reasonableness, and procedures used to measure risk.


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4. Analisa dan evaluasi kecenderungan terhadap perubahan faktor-faktor yang mempengaruhi kinerja Bank, baik faktor internal maupun eksternal.

4. Made analysis and evaluation of trends towards changes in factors affecting the Bank’s performance, both internal and external factors.

PELAKSANAAN IMPLEMENTASI BASEL

THE IMPLEMENTATION OF BASEL

Sejalan dengan perkembangan kompleksitas usaha dan risiko Bank, maka Bank melakukan penilaian atas profil risiko yang dimiliki dan tingkat kecukupan modal untuk mengantisipasi potensi kerugian atas eksposur risiko serta tetap memenuhi kewajiban penyediaan modal minimum yang dipersyaratkan sesuai dengan Peraturan Otoritas Jasa Keuangan Nomor 34/POJK.03/2016 tanggal 22 September 2016 tentang Kewajiban Penyediaan Modal Minimum Bank Umum. Dalam pengimplementasiannya Bank juga mengacu pada best practice penerapan manajemen risiko di perbankan internasional.

In line with growing the Bank’s business complexity and risks, the Bank assessed its own risk profile and capital adequacy ratio to anticipate potential loss on the risk exposure and keep complying with the Capital Adequacy Ratio as required by the Financial Service Authority Regulation No. 34/POJK.03/2016 dated September 22, 2016 on Capital Adequacy Ratio Requirement of Commercial Banks. In its implementation, the Bank also referred to best practices in implementing risk management in international banks.

Penerapan Basel II yang telah diterapkan sebagai: 1. Pilar 1. (Minimum Capital Requirements) Bank memastikan memiliki kecukupan modal untuk mengantisipasi risiko kredit, risiko pasar dan risiko operasional berdasarkan ketentuan regulasi (regulatory capital). Secara umum metoda yang digunakan dalam menilai kecukupan dan kebutuhan modal untuk menyerap potensi kerugian atau risiko Bank adalah sebagai berikut :

The implementation of Basel II are as follows 1. Pillar 1. (Minimum Capital Requirements) The Bank ensured the capital adequacy to anticipate credit risks, market risks, and operational risks pursuant to regulations. In general, methods used in assessing the capital adequacy and requirements to absorb the Bank’s potential losses or risks are as the followings.

a. Perhitungan ATMR risiko Kredit. Dalam menghitung Risiko Kredit Bank menggunakan metode Standarized Approach sesuai dengan Peraturan Otoritas Jasa Keuangan Nomor 34/ POJK.03/2016 tanggal 22 September 2016 tentang Kewajiban Penyediaan Modal Minimum Bank Umum dan Surat Edaran Otoritas Jasa Keuangan Nomor 42/ SEOJK.03/2016 tanggal 28 September 2016 tentang Pedoman Perhitungan Aset Tertimbang Menurut Risiko Untuk Risiko Kredit Dengan Menggunakan Pendekatan Standar.

a. Calculating the risk-weighted assets (RWA) of credit risks In calculating the Bank Credit Risk using the Standarized Approach in accordance with the Financial Service Authority Regulation No. 34/POJK.03/2016 dated Septemer 22, 2016 on the Minimum Capital Adequacy Requirement for Commercial Bank and Financial Service Authority Circular Letter 42/SEOJK.03/2016 dated September 28, 2016 on the Guideline for Calculating the Risk-Weighted Assets for Credit Risks by Applying a Standardized Approach.

b. Perhitungan ATMR risiko Pasar

b. Calculating the risk-weighted assets (RWA) of market risks In calculating the Bank Market Risk using the Standard Method in accordance with the Financial Services Authority Regulation Number 34/POJK.03/2016 dated September 22, 2016 concerning the Minimum Capital Requirement for Commercial Banks and Circular Letter of the Financial Services Authority Number 38/SEOJK.03/2016 dated September 8, 2016 concerning Guidelines for the Use of Standard Methods in the Calculation of Minimum Capital Requirement for Commercial Banks Taking into account Market Risk.

Dalam menghitung Risiko Pasar Bank menggunakan metode Standar (Standard Method) sesuai dengan Peraturan Otoritas Jasa Keuangan Nomor 34/ POJK.03/2016 tanggal 22 September 2016 tentang Kewajiban Penyediaan Modal Minimum Bank Umum dan Surat Edaran Otoritas Jasa Keuangan Nomor 38 / SEOJK.03/2016 tanggal 8 September 2016 tentang Pedoman Penggunaan Metode Standar Dalam Perhitungan Kewajiban Penyediaan Modal Minimum Bank Umum Dengan Memperhitungkan Risiko Pasar.

c. Perhitungan ATMR risiko Operasional

Dalam menghitung Risiko Operasional Bank menggunakan metode Basic Indicator Approach sesuai dengan Peraturan Otoritas Jasa Keuangan Nomor 34/ POJK.03/2016 tanggal 22 September 2016 tentang Kewajiban Penyediaan Modal Minimum Bank Umum dan Surat Edaran Otoritas Jasa Keuangan Nomor 24 /SEOJK.03/2016 tanggal 14 Juli 2016 tentang Perhitungan Aset Tertimbang Menurut Risiko Untuk Risiko Operasional Dengan Menggunakan Pendekatan Indikator Dasar.

c. Calculating the risk-weighted assets (RWA) of operational risks In calculating the Bank Operational Risk using the Basic Indicator Approach method in accordance with the Financial Services Authority Regulation No. 34/ POJK.03/2016 dated September 22, 2016 concerning the Minimum Capital Requirement for Commercial Banks and Circular Letter of the Financial Services Authority Number 24/SEOJK.03/2016 dated July 14, 2016 on Weighted Risk Asset Calculations for Operational Risk Using the Basic Indicator Approach.

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2. Pilar 2. (Supervisory Review Process) Berpedoman pada Basel II dan sesuai dengan Surat Edaran Otoritas Jasa Keuangan No. 26/SEOJK.03/2016 tanggal 14 Juli 2016 perihal Kewajiban Penyediaan Modal Minimum (KPMM) sesuai Profil Risiko dan Pemenuhan Capital Equivalency Maintained Assets (CEMA) serta sebagai bagian dari peningkatan efektivitas praktek manajemen risiko, Bank telah menerapkan Internal Capital Adequacy Assessment Process (ICAAP) yaitu proses untuk menetapkan kecukupan modal yang sesuai dengan profil risiko Bank dan penetapan strategi untuk memelihara tingkat permodalan. 3. Pilar 3. (Market Discipline) Penerapan pilar 3 Basel II yaitu terkait dengan disiplin pasar melalui transparansi dan pengungkapan (disclosure) yang memungkinkan pengguna informasi keuangan bank untuk melakukan penilaian terhadap profil risiko dan kecukupan modal bank.

2. Pilar 2. (Supervisory Review Process) Based on Basel II and pursuant to the Financial Service Authority Circular Letter No. 26/SEOJK.03/2016 dated July 14, 2016 on the Minimum Capital Adequacy Requirement in proportional to the Risk Profile and Complying with the Capital Equivalency Maintained Assets (CEMA) and as a part of effectiveness improvement in risk management practices, the Bank has implemented the Internal Capital Adequacy Assessment Process (ICAAP), i.e. a process of determining the capital adequacy proportional to Bank’s risk profile and determining a strategy to maintain the capital ratio. 3. Pilar 3. (Market Discipline) The implementation of 3 pillars of Basel II related to the market discipline through transparency and disclosure which allows users of the Bank’s financial information to conduct an assessment on the bank’s risk profile and capital adequacy.

Selain kewajiban penyediaan modal minimum sesuai profil risiko, sebagaimana disyaratkan oleh otoritas, Bank wajib membentuk tambahan modal sebagai penyangga (buffer) yang merupakan implementasi dari Basel III.

In addition to the minimum capital requirement as per the risk profile, as required by the authorities, the Bank shall establish additional capital as a buffer which is an implementation of Basel III.

Tambahan modal tersebut dapat berupa:

The additional capital may be:

1. Capital Conservation Buffer, yang berfungsi sebagai penyangga (buffer) apabila terjadi kerugian pada periode krisis. Sebagai Bank yang tergolong Buku 2, Bank tidak diwajibkan untuk menyediakan Capital Conservation Buffer karena ketentuan penyediaan modal tersebut berlaku untuk Bank Buku 3 dan Buku 4. 2. Countercyclical Buffer, yang berfungsi sebagai penyangga (buffer) untuk mengantisipasi kerugian apabila terjadi pertumbuhan kredit perbankan yang berlebihan sehingga berpotensi mengganggu stabilitas sistem keuangan. Pada bulan Mei dan November 2016, regulator menetapkan pembentukan countercyclical buffer sebesar 0% dan selanjutnya regulator akan melakukan evaluasi besaran dan waktu pemberlakuan Countercyclical Buffer paling kurang 1 (satu) kali dalam 6 (enam) bulan. 3. Capital Surcharge untuk Domestic Systemically Important Bank (D-SIB), yang berfungsi untuk mengurangi dampak negatif terhadap stabilitas sistem keuangan dan perekonomian apabila terjadi kegagalan Bank yang berdampak sistemik melalui peningkatan kemampuan Bank dalam menyerap kerugian.

1. Capital Conservation Buffer, which serves as a buffer in case of loss in the crisis period. As a Bank classified as buku 2, the Bank is not required to provide Capital Conservation Buffer as the provision of such capital is applicable only for Bank Buku 3 and Buku 4.

EVALUASI PELAKSANAAN SISTEM MANAJEMEN RISIKO

EVALUATION ON THE RISK MANAGEMENT SYSTEM IMPLEMENTATION

Penerapan sistem manajemen risiko yang komprehensif merupakan salah satu aspek penting bagi Bank untuk mengelola secara efektif berbagai risiko yang dihadapi. Tujuan dari diterapkannya praktik manajemen risiko adalah untuk melindungi Bank dari kerugian yang mungkin diakibatkan dari berbagai aktivitasnya serta menjaga tingkat risiko agar sesuai dengan arahan yang telah dicanangkan. Kebijakan, prinsip dan prosedur yang membentuk efektivitas strategi manajemen risiko senantiasa dikaji dan disempurnakan sejalan dengan perkembangan bisnis Bank yang semakin kompleks.

The implementation of a comprehensive risk management system is an important aspect for the Bank to effectively manage the various risks its faced. The purpose of applying risk management practices is to protect the Bank against losses that may arise from its various activities and to maintain the level of risk to conform to the direction it has proclaimed. The policies, principles and procedures that shape the effectiveness of risk management strategies are constantly reviewed and refined in line with the increasingly complex Bank’s business development.

2. Countercyclical Buffer, which serves as a buffer to anticipate losses in case of excessive banking credit growth that potentially disrupts the stability of the financial system. In May and November 2016, the regulator determined the formation of countercyclical buffer by 0% and subsequently the regulator will evaluate the quantity and timing of Countercyclical Buffer requirement at least once in 6 (six) months. 3. Capital Surcharge for Domestic Systemically Important Banks (D-SIB), which serves to mitigate negative impacts on the stability of the financial system and the economy in case of bank failures that have a systemic impact through the Bank’s ability to absorb losses.

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Evaluasi atas efektivitas sistem manajemen risiko bank dilakukan oleh Satuan Kerja Audit Internal dengan melakukan review dan audit terhadap penerapan manajemen risiko Bank untuk perbaikan penerapan manajemen risiko secara terus menerus. Efektivitas sistem manajemen risiko bank juga dilakukan melalui Komite-komite Bank, seperti Komite Pemantau Risiko yang salah satu tugas dan tanggung jawabnya untuk melakukan kajian dan evaluasi atas kebijakan dan pelaksanaan manajemen risiko Bank serta memberikan masukan dan rekomendasi kepada Dewan Komisaris dalam rangka melaksanaan fungsi pengawasan.

The evaluation of the effectiveness of the bank’s risk management system is conducted by the Internal Audit Unit by reviewing and auditing the Bank’s risk management implementation for continuous improvement of risk management. The effectiveness of the B risk management system is also conducted through Bank Committees, such as the Risk Monitoring Committee, which is one of its duties and responsibilities are reviewing and evaluating the Bank’s risk management policies and implementation and providing input and recommendation to the Board of Commissioners in order to implement its supervisory function.

PENERAPAN TERINTEGRASI

INTEGRATED RISK IMPLEMENTATION

MANAJEMEN

RISIKO

MANAGEMENT

Seiring dengan perkembangan globalisasi dan teknologi informasi, Lembaga Jasa Keuangan (LJK) merupakan salah satu industri yang memiliki sistem keuangan yang sangat kompleks, dinamis, dan saling terkait antar masing-masing sektor jasa keuangan baik dalam produk dan kelembagaan, maupun kepemilikan yang menyebabkan meningkatnya eksposur risiko. Menghadapi kondisi tersebut, penerapan manajemen risiko akan dilakukan secara terintegrasi dengan memperhatikan seluruh risiko, baik yang berasal dari perusahaan anak dan perusahaan terelasi (sister company), maupun entitas lainnya yang tergabung dalam suatu konglomerasi keuangan.

Along with the development of globalization and information technology, the Institute of Financial Services (LJK) is one of the industries that have a highly complex and dynamic financial system as well as interconnected between each of the financial services sector both in products and institutions, also ownership that led to increased exposure risk. Faced with these conditions, the implementation of risk management will be done in an integrated manner by taking into account all the risks, from the subsidiaries and sister company, as well as other entities incorporated in a financial conglomerate.

Manajemen Risiko Terintegrasi diterapkan secara komprehensif dan efektif, sesuai dengan Peraturan Otoritas Jasa Keuangan (OJK) No. 17/POJK.03/2014 tanggal 18 November 2014 tentang Penerapan Manajemen Risiko Terintegrasi Bagi Konglomerasi Keuangan dan Surat Edaran Otoritas Jasa Keuangan No. 14/SEOJK.03/2015 tentang Penerapan Manajemen Risiko Terintegrasi Bagi Konglomerasi Keuangan tanggal 25 Mei 2015 dan terhitung posisi Desember 2015 laporan Profil Risiko pertama kali dilakukan. Bank Victoria merupakan LJK yang ditunjuk sebagai Entitas Utama dalam hal Pengawasan Terintegrasi Konglomerasi Keuangan Grup Victoria.

An Integrated Risk Management is implemented comprehensively and effectively, in accordance with the Regulation of the Financial Services Authority (FSA) No. 17/POJK.03/2014 dated 18 November 2014 on Integrated Risk Management Implementation for Financial Conglomerate and Financial Services Authority Circular Letter No. 14/SEOJK.03/2015 on Integrated Risk Management Implementation for Financial Conglomeration dated May 25, 2015, and as of December 2015 the Risk Profile report was first published. Bank Victoria is the LJK appointed as the Main Entity in the Integrated Monitoring of the Finance Conglomerate at Victoria Group.

Dalam hal ini, penerapan Manajemen Risiko Terintegrasi dilakukan melalui pendekatan berdasarkan Risiko dengan prinsip-prinsip: 1. Agregasi Risiko, yaitu penilaian Risiko didasarkan pada Risiko yang terdapat dalam Grup Victoria secara menyeluruh dengan memperhatikan dampak yang ditimbulkan terhadap kondisi Grup Victoria. 2. Holistik, yaitu penilaian Risiko dilakukan dengan melihat keterkaitan antara satu faktor dengan faktor lainnya sehingga diperoleh kesimpulan yang memberikan gambaran mengenai Risiko Konglomerasi Keuangan secara keseluruhan. 3. Signifikansi/Materialitas dan Proporsionalitas, yaitu penilaian Risiko dilakukan dengan memperhatikan signifikansi/materialitas Risiko secara proporsional pada Grup Victoria secara keseluruhan, dengan memperhatikan struktur, karakteristik, dan kompleksitas dari Grup Victoria. 4. Komprehensif dan Terstruktur, yaitu penilaian Risiko dilakukan dengan analisis mendalam dengan memperhatikan faktor-faktor penilaian secara luas, lengkap, dan utuh.

In this case, the implementation of the Integrated Risk Management is done through a risk-based approach with the following principles: 1. Risk Aggregation, a Risk Assessment based on the Risks found in the Victoria Group as a whole by taking into account the impact on the Victoria Group condition. 2. Holistic, a Risk Assessment carried out by looking at the link between factors in order to obtain conclusions that give a picture of overall Financial Conglomerate Risk. 3. Significance/Materiality and Proportionality, a Risk Assessment carried out with due regard to the Risk significancy/ materiality in proportional way at Victoria Group as a whole, taking into account the structure, characteristics and complexity of the Group Victoria. 4. Comprehensive and Structured, a Risk Assessment carried out by in-depth analysis by taking into account comprehensive, complete and intact assessment factors.

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SISTEM PENGENDALIAN INTERNAL

INTERNAL CONTROL SYSTEM

Sistem pengawasan internal merupakan komponen penting dalam manajemen Bank dan menjadi acuan dalam kegiatan operasional yang sehat dan aman. Sistem pengendalian internal Bank Victoria ditujukan untuk:

The internal monitoring system iis an important component in the Bank’s management. It serves as reference in healthy and safe operations. Bank Victoria’s internal control system is directed to:

1. Menjaga aset Bank; 2. Menjamin tersedianya pelaporan keuangan dan manajerial yang dapat dipercaya; 3. Meningkatkan kepatuhan Bank terhadap ketentuan dan peraturan perundang-undangan yang berlaku; 4. Mengurangi risiko terjadinya kerugian, penyimpangan dan pelanggaran aspek kehati-hatian; dan 5. Meningkatkan efektivitas organisasi dan meningkatkan efisiensi biaya.

1. Maintaining the Bank’s assets; 2. Ensuring the availability of trustworthy financial and managerial reports; 3. Increasing the Bank’s compliance to applicable rules and regulations; 4. Reducing the risk of losses, frauds, and violations to the principle of care; and 5. Improving the effectiveness of operations and cost efficiency.

Melalui pengendalian internal yang baik diharapkan mampu mendukung pencapaian sasaran dan kinerja yang ditetapkan manajemen, menambah kepercayaan bagi manajemen dan mendorong kepatuhan pada ketentuan dan peraturan perundang-undangan yang berlaku serta meminimalisir risiko kerugian yang timbul melalui proses pengelolaan risiko yang akurat dan memadai.

Good internal control is expected to support the achievement of the targets and performance levels stipulated by the management, improve management confidence, encourage compliance to applicable rules and regulations, and minimize the risk of loss that might occur through an accurate and adequate risk management process.

Sistem pengendalian internal Bank Victoria mengacu pada Surat Edaran Bank Indonesia No.5/22/DPNP Tentang Pedoman Standar Sistem Pengendalian Intern bagi Bank Umum tanggal 29 September 2003. Elemen Sistem Pengendalian Internal Bank meliputi sebagai berikut.

Bank Victoria’s internal control system refers to the Circular Letter of Bank Indonesia No. 5/22/DPNP concerning Standard Guidelines for the Internal Control System of Commercial Banks dated 29 September 2003. Elements of the Bank’s Internal Control system include the following.

1. Pengawasan oleh manajemen dan kultur pengendalian. Dewan Komisaris bertanggung jawab untuk memastikan bahwa Direksi telah memantau efektivitas pelaksanaan sistem pengendalian internal, sehingga Dewan Komisaris memiliki peran aktif untuk memastikan adanya perbaikan terhadap permasalahan Bank yang dapat mengurangi efektivitas sistem pengendalian internal. Direksi bertanggung jawab untuk menetapkan kebijakan dan strategi serta prosedur pengendalian intern. Direksi juga bertanggung jawab untuk memantau kecukupan dan efektifitas dari sistem pengendalian intern. Dewan Komisaris dan Direksi bertanggung jawab dalam meningkatkan etika kerja dan integritas yang tinggi serta menciptakan kultur organisasi yang menekankan pada seluruh pegawai Bank mengenai pentingnya pengendalian internal yang berlaku di Bank.

1. Monitoring by the Management and The Culture of Control: The Board of Commissioners is responsible for ensuring that the Board of Directors has monitored the effective of the internal control system. Therefore, the Board of Commissioners has an active role of ensuring resolution to any problem of the Bank that may reduce the effectiveness of the internal control system. The Board of Directors is responsible for determining the policies, strategies, and procedures of internal control. The Board of Directors is also responsible for monitoring the adequacy and effectiveness of the internal control System. The Board of Commissioners and the Board of Directors are jointly responsible for improving work ethics, and for creating an organizational culture that emphasizes the importance of the internal control that applies at the Bank to the Bank’s employees.

2. Identifikasi dan penilaian risiko. Penilaian risiko merupakan serangkaian tindakan yang dilaksanakan oleh Direksi dalam rangka identifikasi, analisis dan menilai risiko yang dihadapi Bank untuk mencapai sasaran usaha yang ditetapkan.

2. Risk Identification and Assessment: Risk assessment is a set of actions taken by the Board of Directors in order to identify, analyze, and assess the risks faced by the Bank in its efforts to achieve the set business targets.

3. Kegiatan pengendalian dan pemisahan fungsi. Kegiatan pengendalian meliputi kebijakan, prosedur dan praktek yang memberikan keyakinan pejabat dan pegawai Bank bahwa arahan Dewan Komisaris dan Direksi Bank telah dilaksanakan secara efektif. Kegiatan pengendalian dapat membantu Direksi termasuk Komisaris Bank dalam mengelola dan mengendalikan risiko yang dapat mempengaruhi kinerja atau mengakibatkan kerugian Bank. Pemisahan fungsi dimaksudkan agar setiap orang dalam

3. Control and Separation of Function: “Control” includes policies, procedures, and practices that give assurance to the Bank’s officers and employees that the directives of the Board of Commissioners and the Board of Directors are executed effectively. Control activities may assist the Board of Directors, including the Bank’s Commissioners, in managing and controlling the risks that may affect the Bank’s performance or cause losses to it. The separation of functions is meant to keep everyone in their respec-

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jabatannya tidak memiliki peluang untuk melakukan dan menyembunyikan kesalahan atau penyimpangan dalam pelaksanaan tugasnya pada seluruh jenjang organisasi dan seluruh langkah kegiatan operasional.

tive functions, in all levels of the organization and all operational steps, from having the opportunity to perform and hide errors or frauds in the execution of their duties.

4. Sistem Akuntansi, Informasi dan Komunikasi. Sistem Akuntansi meliputi metode dan catatan dalam rangka mengidentifikasi, mengelompokkan, menganalisis, mengklasifikasi, mencatat/membukukan dan melaporkan transaksi Bank. Sistem Informasi harus dapat menghasilkan laporan mengenai kegiatan usaha, kondisi keuangan, penerapan manajemen risiko dan pemenuhan ketentuan yang mendukung pelaksanaan tugas Dewan Komisaris dan Direksi. Sistem Komunikasi harus mampu memberikan informasi pada seluruh pihak baik internal maupun ekstern, seperti otoritas pengawasan Bank, auditor ekstern, pemegang saham dan nasabah Bank.

4. Accounting, Information, and Communication Systems: The Accounting System includes methods and records that are executed in order to identify, categorize, analyze, classify, record/archive, and report the Bank’s transactions. The Information System must be able to generate reports concerning business activities, financial condition, implementation of risk management, and compliance to regulations that support the execution of the duties of the Board of Commissioners and the Board of Directors. The Communication System must be able to provide information to all parties, whether internal or external, such as Bank monitoring authorities, external auditors, and Bank shareholders and customers.

5. Kegiatan pemantauan dan tindakan koreksi penyimpangan. Bank harus melakukan pemantauan secara terus menerus terhadap efektivitas keseluruhan pelaksanaan pengendalian internal. Pemantauan terhadap risiko utama Bank harus diprioritaskan dan berfungsi sebagai bagian dari kegiatan Bank sehari-hari termasuk evaluasi secara berkala, baik oleh satuan kerja operasional maupun oleh satuan kerja audit intern (SKAI).

5. Fraud Monitoring and Correction Activities: The Bank must constantly monitor the effectiveness of the entire execution of internal control. Monitoring of the Bank’s main risk must be prioritized. It functions as part of the Bank’s daily activities, including regular evaluation, by Operational Task Force or by the IAWU/Integrated and Anti Fraud.

Dalam upaya memantau dan melakukan tindakan koreksi penyimpangan, SKAI telah melakukan kegiatan pemeriksaan operasional dan keuangan di kantor-kantor Bank yang meliputi Perkreditan, Dana Pihak Ketiga (DPK), Penerapan APU dan PPT dan Know Your Customer (KYC), Teller dan Uang Tunai, Security, Service Excellence, Laporan Keuangan, Gedung dan Inventaris, dan lain-lain.

In the effort to monitor and correct frauds, the IAWU/ Integrated and Anti Fraud has executed operational and financial audit in the Bank’s offices, including Credit, Thirdparty Funds, Implementation of APU and PPT dan Know Your Customer (KYC), Teller and Cash, Security, Service Excellence, Financial Report, Building and Inventory, and others.

PENGAWASAN OLEH MANAJEMEN KULTUR PENGENDALIAN

DAN

SUPERVISION BY THE MANAGEMENT AND CONTROL

Dewan Komisaris dan Direksi Bank meyakini bahwa kinerja yang baik dan peningkatan nilai perusahaan hanya dapat dicapai melalui penerapan tata kelola perusahaan secara baik dan benar. Salah satu implementasinya adalah sistem pengawasan internal yang dilaksanakan secara efektif.

The Board of Commissioners and the Board of Directors of the Bank believe that good performance and increased value of the Company can only be achieved through proper implementation of corporate governance. One of the means of this implementation is an effective internal monitoring system.

Direksi bertanggung jawab untuk menerapkan sistem pengendalian intern yang baik pada setiap kegiatan usaha Bank di seluruh tingkatan atau jenjang organisasi, senantiasa memastikan bahwa sistem pengawasan intern telah dijalankan secara efisien dan efektif, memastikan pelaksanaan prosedur secara tertib serta mempertahankan lingkungan yang menunjang dalam upaya pengawasan internal. Penilaian secara terpisah dilakukan oleh Satuan Kerja Audit Internal (SKAI) sebagai audit internal Bank sesuai dengan rencana kerja audit yang telah disetujui oleh manajemen. Sedangkan Dewan Komisaris bertanggung jawab terhadap pengawasannya, dibantu oleh komite-komite yang telah dibentuk, yaitu Komite Audit dan Komite Pemantau Risiko.

The Board of Directors is responsible for implementing good internal control system in all the Bank’s business activities, at all organizational ranks or levels; for constantly ensuring that the internal monitoring system is run efficiently and effectively; ensuring that all procedures are executed in an orderly manner; and for maintaining environment that support the efforts of internal monitoring. Separate assessment is made by the IAWU/ Integrated and Anti Fraud, according to the audit work plan approved by the Management, as the Bank’s internal audit. Meanwhile, the Board of Commissioners is responsible for monitoring of the above, with the assistance of the established committees, i.e. the Audit Committe and the Risk Monitoring Committee.

Seluruh karyawan Bank Victoria adalah bagian tak terpisahkan dari Sistem Pengendalian Internal dan dalam tugas fungsionalnya sehari-hari wajib mempelajari dan memahami kebijakan sistem pengendalian internal Bank. Dengan memahami kebijakan tersebut maka akan terjadi kesamaan pemahaman dan persepsi

All of Bank Victoria’s employees are an inseparable part of the Internal Control system. In their daily functional duties, employees must learn and understand the Bank’s internal control system policies. By understanding these policies, there shall be a uniformity of understanding and perception in the

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dalam implementasinya serta tercapai keseimbangan yang baik antara kualitas layanan kepada nasabah dengan tidak mengabaikan kualitas administrasi terutama transaksi yang mengandung risiko.

implementation. This would generate good balance between the quality of service to the customers and the quality of admi nistration (i.e. there is no neglect of either), especially in relation with risky transactions.

KEGIATAN PENGENDALIAN INTERNAL

INTERNAL CONTROL ACTIVITIES

Sebagai bentuk penerapan pengendalian internal, Direksi Bank Victoria selaku top level management secara berkala mengadakan rapat dengan Dewan Komisaris dan Satuan kerja Audit Intern, yang diantaranya membahas mengenai Laporan Hasil Pemeriksaan audit yang dilakukan oleh auditor internal. Dalam kesempatan tersebut dimungkinkan bagi Direksi untuk melakukan kaji ulang (review) atas hasil pemeriksaan audit rutin maupun khusus. Selain itu, sebagai bentuk kaji ulang atas kinerja operasional, SKAI juga rutin mengadakan pertemuan/ rapat dengan Komite-komite di bawah Direksi seperti ALCO, Komite Manajemen Risiko dan Komite GCG setiap bulannya, guna memastikan pengendalian internal telah berjalan pada level operasional.

As part of the implementation of internal controls, the Board of Directors of Bank Victoria as the top-level management regularly holds meetings with the Board of Commissioners and the IAWU/ Integrated and Anti Fraud, which among others discussed the Audit Reports conducted by the internal auditor. In this meeting, the Board of Directors has the chance to conduct review on the results of regular audits and special examinations. In addition, as a form of review of operational performance, the IAWU/ Integrated and Anti Fraud also regularly hold meetings with the Committees under the Board of Directors such as ALCO, Risk Management Committee and Corporate Governance Committee each month, to ensure that internal controls have been executed at the operational level.

Bank juga telah menerapkan pengendalian internal atas sistem informasi dan teknologi, dengan melaksanakan verifikasi terhadap akurasi dan kelengkapan dari transaksi dan melaksanakan prosedur otorisasi sesuai dengan ketentuan internal Bank. Hal tersebut dilakukan melalui kegiatan audit rutin pada Divisi Teknologi Sistem Informasi (TSI) serta Divisi MNS. Sedangkan, pengendalian atas aset fisik dilaksanakan untuk menjamin terselenggaranya pengamanan fisik terhadap aset yang dimiliki oleh Bank, dalam hal ini Bank Victoria rutin mengadakan audit tahunan kepada Divisi General Affair.

The Bank has also implemented internal control over technology and information systems, carried out verification of the accuracy and completeness of the transaction and executed the authorization procedures in accordance with the Bank’s internal regulations. These were done through regular audits of the Information Systems Technology (TSI) Division and the Division of MNS. Meanwhile, control over physical assets was done for ensuring the physical security of Bank’s assets, in this case Bank Victoria routinely conduct annual audits on the General Affairs Division.

Terkait dengan dokumentasi atas kegiatan pengendalian internal, maka Bank Victoria telah melakukan formalisasi dan pendokumentasian atas seluruh kebijakan, prosedur, sistem dan standar akuntansi serta proses audit dengan memadai. Beberapa bentuk pendokumentasi tersebut diantaranya adalah penerbitan SK Direksi No.015/SK-DIR/07/14 tanggal 14 Juli tentang Kebijakan dan Prosedur Corporate Affair dan SE Direksi No.005/SE-DIR/11/15 tanggal 27 November 2015 tentang Sistem File Kredit. Selain itu, Bank juga melakukan pemutakhiran secara berkala terhadap kebijakan maupun SOP yang dimiliki, sehingga dapat mengakomodir kebutuhan dan menggambarkan kebutuhan Bank secara aktual. Pemutakhiran terkait kebijakan maupun SOP selalu diinformasikan kepada pejabat dan pegawai Bank.

Related to the documentation of internal control activities, Bank Victoria has done formalization and documentation of all policies, procedures, systems and accounting standards as well as the audit process adequately. Some of them is in the form the issuance of Board of Directors’ Decision Letter SK No. 015/SK-DIR/07/14 dated July 14 on Corporate Affairs Policies and Procedures and the Board of Directors’ Decision Letter No. 005/SE-DIR/11/15 dated 27 November 2015 on the Credit File System. In addition, the Bank also conducted periodic updates on their policy and SOP, so it can accommodate the needs and describe the actual needs of the Bank. Updates related to the policies and SOPs are always informed to the Bank’s management and employees.

Guna tercapainya sistem pengendalian internal yang efektif, maka Bank menerapkan prinsip pemisahan fungsi, yang bertujuan agar setiap orang dalam jabatannya tidak memiliki peluang untuk melakukan kesalahan atau penyimpangan dalam pelaksanaan tugasnya di setiap level organisasi. Penerapan pemisahan fungsi tersebut, salah satunya terwujud dalam SK Direksi No.004/SKDIR/07/13 tentang Pendelegasian Wewenang Pengeluaran Biaya PT Bank Victoria International Tbk tanggal 11 Juli 2013.

In order to achieve an effective internal control system, the Bank applies the principle of separation of functions, which aims to make everyone in the office does not have the opportunity to make mistakes or irregularities in the execution of his duty at every level of the organization. Application of the separation of these functions, one of which materialized in SK Directors No. 004 / SK-DIR / 07/13 on the Delegation of Authority Expenditures PT Bank Victoria International Tbk dated July 11, 2013.

EVALUASI EFEKTIVITAS SISTEM PENGENDALIAN INTERNAL

EVALUATION OF THE INTERNAL CONTROL SYSTEM EFFECTIVENESS

Bank Victoria senantiasa melakukan evaluasi atas pelaksanaan sistem pengendalian internal di Bank dan memberikan usulan perbaikan dalam mencapai peningkatan yang berkelanjutan dari proses lini yang ada. Segala sesuatu terkait dengan permasalahan

Bank Victoria constantly evaluates the implementation of the internal control system at the Bank, as well as giving suggestions for improvement in order to achieve continuous improvement of existing line processes. Everything that

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kecukupan pengendalian internal telah dilaporkan kepada Direksi. Langkah-langkah tindak lanjut telah dilakukan untuk meminimalkan risiko. Laporan juga disampaikan kepada Dewan Komisaris melalui Komite Audit yang telah dibentuk.

is related to the issue of the internal control sufficiency has been reported to the Board of Directors. Follow-up actions have also been taken to minimize risk. Reports have also been submitted to the Board of Commissioners through the established Audit Committee.

KESESUAIAN PENGENDALIAN DENGAN KERANGKA COSO

INTERNAL

THE ALIGNMENT OF INTERNAL CONTROL WITH COSO FRAMEWORK

Sistem pengendalian internal Bank telah sesuai dengan Internal Control Integrated Framework yang dikembangkan oleh The Committee of Sponsoring Organization of the Treadway Commission (COSO) di tahun 2013. Tujuan pengendalian internal menurut COSO meliputi tujuan operasional, tujuan pelaporan dan tujuan kepatuhan. Hal ini sesuai dengan tujuan sistem pengendalian internal Bank yang telah diuraikan di atas.

The Bank’s internal control system is in accordance with the Internal Control Integrated Framework developed by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) in 2013. The purpose of internal control in accordance with COSO include operational objectives, the purpose of reporting and compliance purposes. This is consistent with the objectives of the Bank’s internal control system described above.

Tujuan operasional berkaitan dengan efektivitas efisiensi operasi. Tujuan pelaporan berkaitan dengan kepentingan pelaporan keuangan yang memenuhi kriteria andal, tepat waktu, transparan dan persyaratan lain yang ditetapkan oleh regulator maupun Bank. Sedangkan tujuan kepatuhan berkaitan dengan kepatuhan Bank terhadap hukum dan peraturan perundangundangan.

Operational objectives related to the effectiveness of the operation efficiency. Reporting purposes related to the purpose of financial reporting that meets the following criterias of reliable, timely, transparent and other requirements set by the regulator and the Bank. While the purpose of compliance related to the Bank’s compliance with laws and regulations.

Menurut COSO, unsur-unsur pengendalian internal meliputi komponen-komponen sebagai berikut. 1. Lingkungan pengendalian; 2. Penilaian risiko; 3. Kegiatan pengendalian; 4. Informasi dan Komunikasi; 5. Kegiatan pemonitoran.

According to COSO, the elements of internal control include the following components: 1. The control environment; 2. Assessment of risk; 3. Control activities; 4. Information and Communication; 5. Monitoring activities.

Kelima unsur pengendalian internal menurut COSO sejalan dengan Elemen Sistem Pengendalian Internal Bank menurut Surat Edaran Bank Indonesia No.5/22/DPNP Tentang Pedoman Standar Sistem Pengendalian Internal bagi Bank Umum tanggal 29 September 2003.

The five elements of internal control in accordance with the Bank’s Internal Control System Elements according to Bank Indonesia Circular Letter No. 5/22/DPNP on Standard Guidelines for Internal Control System for Commercial Banks dated 29 September 2003.

Adapun pengertian terkait dengan kelima unsur pengendalian internal berdasarkan Surat Edaran Bank Indonesia No.5/22/ DPNP secara ringkas adalah sebagai berikut:

The notion associated with the five elements of internal control is based on Bank Indonesia Circular Letter No. 5/22/DPNP are summarized as follows:

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• The control environment reflects the overall commitment, behavior, concern and the steps of the Bank’s Board of Commissioners and Board of Directors in implementing the Bank’s operational control activities. • Risk assessment is a series of actions taken by the Board of Directors in order to identify, analyze and assess the risks faced by the Bank to achieve predetermined business objectives. • The control activities include establishing policies and control procedures as well as earlier verification process to ensure that these policies and procedures are consistently followed and become an activity inseparable from any Bank’s function or daily activities.

Lingkungan pengendalian mencerminkan keseluruhan komitmen, perilaku, kepedulian dan langkah-langkah Dewan Komisaris dan Direksi Bank dalam melaksanakan kegiatan pengendalian operasional Bank. - Penilaian risiko merupakan suatu serangkaian tindakan yang dilaksanakan oleh Direksi dalam rangka identifikasi, analisis dan menilai risiko yang dihadapi Bank untuk mencapai sasaran usaha yang ditetapkan. - Kegiatan pengendalian mencakup penetapan kebijakan dan prosedur pengendalian serta proses verifikasi lebih dini untuk memastikan bahwa kebijakan dan prosedur tersebut secara konsisten dipatuhi, serta merupakan kegiatan yang tidak terpisahkan dari setiap fungsi atau kegiatan Bank sehari-hari. - Ketersediaan informasi internal dan saluran komunikasi yang efektif diperlukanguna pengambilan keputusan yang tepat dan dapat dipertanggungjawabkan serta agar seluruh pejabat dan pegawai Bank sepenuhnya memahami dan mematuhi kebijakan dan prosedur yang berlaku dalam melaksanakan tugas dan tanggungjawabnya.

• Availability of effective internal information and communication channels is necessary for making the right and accountable decisions also so that all of the Bank’s management and employees can fully understand and comply with prevailing policies and procedures in carrying out their tasks and responsibilities.

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- Kegiatan pemonitoran merupakan proses penilaian atas aktivitas pemantauan efektifitas rancangan dan operasi struktur pengendalian internal dan kinerja manajemen apakah telah dilaksanakan dengan semestinya dan telah diperbaiki sesuai dengan keadaanya.

• The monitoring activity is the assessment process on the monitoring activity of the internal control and performance management structure design and operation effectiveness whether it has been properly executed and has been improved in accordance with the situation.

FUNGSI KEPATUHAN

COMPLIANCE FUNCTION

Kompleksitas kegiatan usaha Bank semakin meningkat sejalan dengan perkembangan teknologi informasi, globalisasi, dan integrasi pasar keuangan. Hal ini memberikan dampak yang sangat besar terhadap eksposur risiko yang dihadapi oleh Bank sehingga diperlukan penegakan prinsip kehati-hatian serta upaya untuk memitigasi risiko kegiatan usaha Bank, baik yang bersifat preventif (ex-ante) maupun kuratif (ex-post). Upaya yang bersifat ex-ante dapat ditempuh dengan mematuhi berbagai kaidah perbankan yang berlaku untuk mengurangi atau memperkecil risiko kegiatan usaha Bank.

The complexity of the Bank’s business activity is increasing in line with the development of information technology, globalization, and the integration of financial markets. This gives a very large impact on the risk exposure faced by the Bank so that they need to enforce the prudence principle and make some efforts to mitigate the Bank’s business activities risk, both preventive (ex-ante) and curative (ex-post). Ex-ante efforts can be executed by complying with applicable various banking rules to reduce or minimize the Bank’s business activities risk.

Bank melalui jajaran Dewan Komisaris, Direksi dan seluruh karyawan berkomitmen untuk melaksanakan prinsip-prinsip tata kelola perusahaan (Good Corporate Governance) yang baik dan prinsip kehati-hatian dalam kegiatan bisnis sehari-hari sesuai dengan nilai-nilai pokok yang tertuang dalam GCG. Hal ini dilaksanakan dalam rangka melindungi kepentingan stakeholder, meningkatkan Kepatuhan terhadap peraturan yang berlaku serta nilai-nilai yang berlaku di dunia perbankan. Bank melakukan penilaian terhadap 11 (sebelas) aspek yang diantaranya terdapat salah satu aspek yaitu Fungsi Kepatuhan.

Through its Board of Commissioners, the Board of Directors and all employees, the Bank is committed to implementing the principles of Good Corporate Governance and the prudent principle in the ordinary course of business in accordance with our main values specified in the GCG. It is carried out in order to protect the interests of stakeholders, improve compliance with the applicable regulations and values in the banking business. The Bank conducts an assessment of 11 (eleven) aspects with one of them is the Compliance Function aspect.

STRUKTUR KEPATUHAN

COMPLIANCE STRUCTURE

ORGANISASI

FUNGSI

Fungsi kepatuhan di Bank Victoria dijalankan oleh Divisi Kepatuhan, UKPN/Terintegrasi, dan Sistem Prosedur. Adapun struktur organisasi dari Divisi Kepatuhan, UKPN/Terintegrasi, dan Sistem Prosedur adalah sebagai berikut.

FUNCTION

ORGANIZATION

The compliance function at Bank Victoria is run by the Compliance, UKPN/ Integrated, and Systems Procedures Division. The organizational structure of the Compliance, UKPN/ Integrated, and Systems Procedures Division is as follows.

Direktur Kepatuhan dan Manajemen Risiko Director of Compliance and Risk Management Tamunan Kepala Divisi Kepatuhan, UKPN/Terintegrasi dan Sistem Prosedur Division Head of Compliance, UKPN/ Integrated, and Systems Procedures Syarifudin

Wakil Kepala Divisi Deputy Division Head Schubert CH KOMITE PP - GCG

KEPATUHAN

TERINTEGRASI

Budi (Kabag) Wida (Kasie) Zaldy (Kasie)

V.INSURANCE VMI VSI V.SYARIAH

UKPN

SISDUR

Chairul b (Kabag) Resya (Staff)

Dinar (Kasie) Abraham (Staff)

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PROFIL KEPALA DIVISI KEPATUHAN, UKPN/ TERINTEGRASI DAN SISTEM PROSEDUR

DIVISION HEAD OF Compliance, UKPN/ Integrated, and Systems Procedures PROFILE

Sejak Juni 2013 Divisi Kepatuhan, UKPN/Terintegrasi, dan Sistem Prosedur dijabat oleh Syarifudin melalui Surat Keputusan Direksi Nomor: 032/SK-DIR/06/13. Profil Kepala Divisi Kepatuhan, UKPN/Terintegrasi dan Sistem Prosedur sebagai berikut.

Since June 2013, the Compliance, UKPN/ Integrated, and Systems Procedures held by Syarifudin in accordance with the Board Directors’ Decree Letter No.032/SK-DIR/06/13. The Division Head of Compliance, UKPN/ Integrated, and Systems Procedures Profile is as follows.

Syarifudin

Warga Negara Indonesia, 52 tahun, lahir di Bangka pada tahun 1965. Menjabat sebagai Kepala Divisi Kepatuhan, UKPN/Terintegrasi, dan Sistem Prosedur dan Sisdur sejak 2013 berdasarkan Surat Keputusan Direksi No. 032/SK-DIR/06/13. Sebelumnya di Bank International Indonesia (BII atau Maybank) sejak 1995 sampai 2012, dengan jabatan terakhir sebagai Wakil Kepala Divisi KYC/AML (2011-2012), sebagai Kepala Bagian Policy and Analyst Divisi KYC/AML (2005-2011) dan sebagai Auditor SKAI di Region dan Kantor Pusat (1995-2005). Pernah bekerja di BDNI sebagai Kepala Bagian Akunting (1990-1995). Memperoleh gelar Sarjana Ekonomi dari Universitas Lampung (1990). Indonesian Citizen, 52 years old, born in Bangka in 1965. He served as Chief of the Division of Compliance and UKPN/Integrated since 2013 based on Board of Directors’ Decree Letter No. 032/SK-DIR/06/13. Earlier, he worked at Bank International Indonesia (BII or Maybank) from 1995 to 2012, with his last position as Vice Chief of the KYC/AML Division (2011-2012), as the Policy and Analyst Section Head at KYC/AML Division (20052011) and as an Internal Auditor in the Region and Central Office (1995-2005). Worked at BDNI as Head of Accounting (1990-1995). Earned a degree as Bachelor of Economics from the University of Lampung (1990).

TUGAS DAN KEPATUHAN

TANGGUNG

JAWAB

FUNGSI

COMPLIANCE FUNCTION RESPONSIBILITIES

TASKS

AND

Dalam rangka meningkatkan efektifitas penerapan Fungsi Kepatuhan, agar sesuai dengan kebijakan dan prosedur yang berlalu, maka Bank Victoria secara berkesinambungan telah menetapkan tugas dan tanggung jawab pada Divisi Kepatuhan, UKPN/Terintegrasi dan Sistem Prosedur dalam berbagai rencana dan langkah strategis untuk: 1. Mewujudkan terlaksananya Budaya Kepatuhan pada semua tingkatan organisasi dan kegiatan usaha Bank; 2. Mengelola Risiko Kepatuhan yang dihadapi oleh Bank; 3. Memastikan agar kebijakan, sistem, dan prosedur serta kegiatan usaha yang dilakukan oleh Bank telah sesuai dengan kebijakan Bank Indonesia (BI) dan atau Otoritas Jasa Keuangan (OJK) serta peraturan perundang-undangan yang berlaku; 4. Memastikan kepatuhan Bank terhadap komitmen yang dibuat oleh Bank kepada BI dan/atau OJK serta pengawas lain yang berwenang.

To improve effectiveness of the Compliance Function implementation, in order to conform with the policies and procedures, Bank Victoria has continuously set the tasks and responsibilities of the Compliance Division in various plans and strategic measures to:

Dalam penerapan tugas dan tanggung Jawab dimaksud, termasuk juga menetapkan langkah-langkah yang bersifat ex-ante (preventif) untuk memitigasi risiko dalam penerapan kegiatan usaha Bank dan penyempurnaan serta pengembangan secara efektif sesuai best practice terkini.

In the implementation of its tasks and responsibilities, the Bank include setting out the measures that are ex-ante (preventive) to mitigate risks in the execution of the Bank’s business activities and improving and developing effective current best practices.

PENGEMBANGAN KEPATUHAN

FUNGSI

THE COMPETENCE DEVELOPMENT FOR THE COMPLIANCE FUNCTION

Untuk mendukung pelaksanaan tugasnya, anggota Divisi Kepatuhan, UKPN/Terintegrasi dan Sistem Prosedur telah mengikuti program pengembangan kompetensi, berupa pendidikan dan pelatihan. Pengembangan kompetensi yang diikuti anggota Divisi selama 2016 adalah sebagai berikut.

To support the implementation of its duties, members of the Compliance, UKPN & Integrated Division have participated in competency development programs, in the form of education and training. The development of competencies attended by members of Compliance/Integrated, UKPN, Systems & Procedures Division during 2016 as follows.

KOMPETENSI

1. Realize Compliance Cultural at all levels of the organization and the Bank’s business activities; 2. Managing Compliance Risks faced by the Bank; 3. Ensure that the policies, systems, and procedures and business activities conducted by the Bank is in accordance with the policies of Bank Indonesia (BI) and/or the Financial Services Authority (FSA) as well as the prevailing laws and regulations; 4. Ensure the Bank’s compliance with the commitments made by the Bank to BI and/or the FSA and other supervisory authorities.

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2016 Annual Report

Nama Name

No

Jenis Kegiatan Pengembangan Kompetensi Competence Development Acitivity Type

Tanggal Date 12 & 19 Maret 2016 12 & 19 March 2016

1

Safitri Wida, Resya Agung S.

2

Syarifudin, chairul Bahri, Budi Setiawan, Safitri Wida

3

Chairul Bahri

23 & 24 Maret 2016 23 & 24 March 2016

4

Resya Agung

6 & 7 April 2016 6 & 7 April 2016

5

Syarifudin

19 & 21 April 2016 19 & 21 April 2016

6

Syarifudin

7

8

14 Mei 2016 14 May 2016


Tempat Venue

Audit Treasury

Hotel Ciputra Jakarta

Penyelarasan fungsi Kepatuhan, Pengendalian Internal, dan Management Risiko dalam rangka peningkatan efektifitas penerapan Good Corporate Governance.

Hotel Grand Mercure Jakarta

Analisa Transaksi Keuangan Mencurigakan.

Griya Bappenas

Peranan Bank Dalam Mencegah Kejahatan Perbankan Melalui Pengawasan Internal Hotel Santika Premiere Terpadu. Investasi efisiensi sinergy untuk perbankan/lembaga jasa keuangan.

Hotel Novotel


Workshop Sistem Penyampaian Informasi Nasabah Asing Dalam Rangka Implementasi Foreigh Account Tax Compliance Act (FATCA).

Ruang Serba Guna, Menara Radius Prawiro

Syarifudin


Sosialisasi Market Code Of Conduct dan PBI Pasar Uang.

Funcion Room Gedung Thamrin Lantai 4, Kantor Pusat BI

Syarifudin

31 Agustus – 1 September 2016 31 August – 1 September 2016

Sosialisasi Ketentuan Bank Umum.

Hotel The Ritz Carlton

3-4 November 2016 3-4 November 2016

Sharing Knowlegde dalam penanganan Tindak Pidana Pencucian Uang di lingkungan perbankan serta menyamakan persepsi dalam penerapan Program Pelaksanaan APU & PPT.

Hotel Sahira, Bogor

9

Syarifudin & Resya Agung Sunihar

10

Chairul Bahri


Seminar dan Pelatihan Common Reporting Standart (CRS).

Hotel Westin, Jakarta

11

Chairul Bahri


Rencana Penerapan Penyampaian Informasi Pengguna Jasa Terpadu secara online.

Gedung PPATK, Jakarta

12

Syarifudin


Sosialisasi IFEMC market Code Of Counduct (COC) Edisi kedua.

OJK Jakarta

PROGRAM KERJA FUNGSI KEPATUHAN TAHUN 2016

WORK PROGRAM OF COMPLIANCE FUNCTION IN 2016

Dalam rangka mewujudkan tujuan tersebut di atas, telah diatur pada Program Kerja pada masing-masing tingkatan sesuai dengan peran dan fungsinya.

In order to realize the aforementioned objective, the Compliance Function have established Work Program on each level in accordance with its role and function.

1. Pengawasan Aktif Dewan Komisaris Dewan Komisaris telah melakukan pengawasan aktif terhadap Fungsi Kepatuhan dengan: a. Mengevaluasi pelaksanaan Fungsi Kepatuhan Bank paling kurang 2 (dua) kali dalam satu tahun. b. Memberikan saran-saran dalam rangka meningkatkan kualitas pelaksanaan Fungsi Kepatuhan Bank. c. Berdasarkan hasil evaluasi pelaksanaan Fungsi Kepatuhan, Dewan Komisaris menyampaikan saransaran dalam rangka peningkatan kualitas pelaksanaan Fungsi Kepatuhan kepada Direktur Utama dengan tembusan kepada Direktur Kepatuhan dan Manajemen Risiko.

1. Active Supervision by the Board of Commissioners The Board of Commissioners has conducted active supervision of the Compliance Function by: a. Evaluated the implementation of the Bank’s Compliance Function at least two (2) times in one year. b. Provided suggestions in order to improve the quality of the Bank’s Compliance Function. c. Based on the evaluation of the Compliance Function implementation, the Board of Commissioners gave advices In order to improve the quality of the Compliance Function implementation to the President Director with a copy to the Director of Compliance and Risk Management.

2. Direktur Kepatuhan dan Manajemen Risiko Direktur Kepatuhan dan Manajemen Risiko, yang membawahi Fungsi Kepatuhan telah menetapkan langkahlangkah yang diperlukan guna memastikan kepatuhan Bank terhadap Kebijakan BI/OJK, peraturan perundang-undangan lain yang berlaku dan perjanjian serta komitmen dengan BI/ OJK, dengan tugas dan tanggung jawab sebagai berikut.

2. Director of Compliance and Risk Management Director of Compliance and Risk Management, which oversees the Compliance Function has set the necessary steps to ensure the Bank’s compliance with BI/FSA Policy regulations and other applicable agreements and commitments with BI/FSA, with tasks and responsibilities as follows.


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a. Merumuskan strategi guna mendorong terciptanya Budaya Kepatuhan Bank. b. Mengusulkan kebijakan kepatuhan atau prinsip-prinsip kepatuhan yang akan ditetapkan oleh Direksi. c. Menetapkan sistem dan prosedur kepatuhan yang akan digunakan untuk menyusun kebijakan dan pedoman internal Bank. d. Memastikan bahwa seluruh kebijakan, sistem, prosedur dan kegiatan usaha yang dilakukan Bank telah sesuai dengan kebijakan BI/OJK dan peraturan perundangundangan yang berlaku. e. Meminimalkan Risiko Kepatuhan Bank. f. Melakukan tindakan pencegahan agar kebijakan dan/atau keputusan yang diambil Direksi Bank tidak menyimpang dari kebijakan BI/OJK dan peraturan perundang-undangan yang berlaku. g. Melakukan tugas-tugas lainnya yang terkait dengan Fungsi Kepatuhan.

a. Formulates strategies to encourage the existence of the Bank’s Compliance Culture. b. Proposes compliance policies or principles to be determined by the Board of Directors. c. Establishes compliance systems and procedures that will be used to develop the Bank internal guidelines and policies. d. Ensures that all policies, systems, and procedures, as well as the Bank’s business activities are conducted in accordance with BI/FSA policies and prevailing laws and regulations. e. Minimizes the Bank’s Compliance Risk. f. Performs preventive measures to ensure that policies and/or decisions taken by the Board of Directors do not deviate from BI/FSA policies and the legislation in force.

Direktur Kepatuhan dan Manajemen Risiko melaporkan pelaksanaan tugas dan tanggung jawabnya kepada Direktur Utama dengan tembusan kepada Dewan Komisaris, paling kurang secara triwulanan.

Director of Compliance and Risk Management in charge of the Compliance Function reports its tasks and responsibilities to the President Director with a copy to the Board of Directors, at least on a quarterly basis.

Direktur Kepatuhan dan Manajemen Risiko yang telah ditunjuk sebagai Direktur in Charge dalam Konglomerasi Keuangan Grup Victoria telah merumuskan langkah-langkah strategis dalam mendukung dan meningkatkan efektifitas penerapan fungsi kepatuhan, penerapan manajemen risiko serta penerapan tata kelola terintegrasi pada konglomerasi Keuangan Grup Victoria.

Director of Compliance and Risk Management that has been appointed as Director in Charge in Victoria Group Financial Conglomerate has formulated strategic steps to support and improve the effectiveness of the implementation of compliance function, risk management and integrated governance in Victoria Group Financial Conglomerate.

3. Divisi Kepatuhan, UKPN/Terintegrasi dan Sistem Prosedur Divisi Kepatuhan, UKPN/Terintegrasi dan Sistem Prosedur adalah Divisi yang membawahi Fungsi Kepatuhan, telah menetapkan tugas dan tanggung jawab sebagai berikut. a. Membuat langkah-langkah dalam rangka mendukung terciptanya Budaya Kepatuhan pada seluruh kegiatan usaha Bank pada setiap jenjang organisasi. b. Melakukan identifikasi, pengukuran, monitoring dan pengendalian terhadap risiko kepatuhan dengan mengacu pada kebijakan BI/OJK mengenai penerapan manajemen risiko bagi Bank. c. Menilai dan mengevaluasi efektifitas, kecukupan dan kesesuaian kebijakan, sistem maupun prosedur yang dimiliki oleh Bank dengan kebijakan BI/OJK dan peraturan perundang-undangan yang berlaku. d. Melakukan review dan/atau merekomendasikan pengkinian dan penyempurnaan kebijakan, sistem maupun prosedur yang dimiliki oleh Bank agar sesuai dengan kebijakan BI dan peraturan perundang-undangan yang berlaku. e. Melakukan upaya-upaya untuk memastikan bahwa kebijakan, sistem dan prosedur serta kegiatan usaha Bank telah sesuai dengan kebijakan BI/OJK dan peraturan perundang-undangan yang berlaku. f. Melakukan tugas-tugas lainnya yang terkait dengan Fungsi Kepatuhan.

3. Integrated/Compliance, UKPN, System & Procedur Division Integrated/Compliance, UKPN, System & Procedur Division is a Working Unit in charge of Compliance Function, has set the tasks and responsibilities as follows. a. Creates the steps in order to support the establishment of a Compliance Culture on all Bank’s business activities at every level of the organization.

g. Perform other duties related to the compliance function.

b. Performs identification, measurement, monitor and control activities over compliance risk with reference to BI/FSA policy regarding the application of risk management by the Bank. c. Assesses and evaluates the effectiveness, adequacy and suitability the Bank’s policies, systems and procedures with BI/OJK policies and the legislation in force. d. Reviews and/or recommends updating and refinement the Bank’s policies, systems and procedures to comply with the Bank’s policies and applicable regulations; e. Makes efforts to ensure that the policies, systems and procedures, as well as the Bank’s business activities is in accordance with BI/OJK policies and applicable regulations; and f. Performs other tasks related to the Compliance Function.

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2016 Annual Report


Divisi Kepatuhan Terintegrasi pada Konglomerasi Keuangan Grup Victoria telah menetapkan tugas dan tanggung jawab sebagai berikut.

Integrated Compliance Division at Bank Victoria Financial Conglomeration has determined the following task and responsibilities.

a. Menetapkan langkah-langkah dalam rangka mendukung terciptanya Budaya Kepatuhan pada Konglomerasi Keuangan. b. Mendistribusikan dan mengkomunikasikan setiap kebijakan baru Terintegrasi dari BI dan OJK maupun kebijakan eksternal lainnya. c. Mengkomunikasikan dan mengkoordinir penyampaian data/informasi kepada Pihak Berwenang atau Regulator. d. Mengkomunikasikan dan mengkoordinir dalam proses pembuatan laporan kepada Pihak Berwenang atau Regulator.

a. Establishes measures in order to support the creation of Compliance in the Culture Financial Conglomerate.

Divisi Kepatuhan Terintegrasi bertanggung jawab dan melaporkan seluruh aktivitasnya langsung kepada Direktur Kepatuhan dan Manajemen Risiko baik secara individu maupun secara terintegrasi.

PELAKSANAAN PROGRAM KEPATUHAN TAHUN 2016

KERJA

b. Distributes and communicates any new policy Integrated from BI and the OJK or other external policy. c. Communicates and coordinates the submission of data/ information to the Authorities or regulators. d. Communicates and coordinates the process in preparing a report to the Authorities or regulator.

Integrated Compliance Division is responsible and report all activities directly to Director of Compliance and Risk Management, in individual or integrated manner.

FUNGSI

THE EXECUTION OF WORK PROGRAM OF COMPLIANCE FUNCTION IN 2016

Sepanjang tahun 2016, Fungsi Kepatuhan telah melakukan beberapa kegiatan sebagai bentuk realisasi program kerjanya, diantaranya adalah:

Throughout 2016, the Compliance Function has conducted several activities to realize the work program, including.

1. Penerapan Budaya Kepatuhan Dalam rangka mewujudkan Budaya Kepatuhan baik terhadap Kebijakan maupun pelaksanaanya, telah dilakukan langkah-langkah sebagai berikut: a. Memantau secara rutin dan berkesinambungan terhadap kebijakan baru yang telah dikeluarkan oleh BI/OJK serta instansi lainnya; b. Mendistribusikan setiap kebijakan baru dari BI dan OJK maupun kebijakan eksternal lainnya; c. Mendaftarkan Kebijakan baru ke website intranet Bank, yang dapat diakses oleh seluruh karyawan, sehingga karyawan memiliki awareness untuk mematuhi peraturan-peraturan tersebut; d. Membuat resume atau kajian terhadap kebijakan baru, yang selanjutnya disampaikan kepada seluruh Unit Kerja dan manajemen; e. Melakukan kajian terhadap setiap Kebijakan dan Prosedur internal yang akan dikeluarkan oleh Divisi; f. Melakukan sharing informasi dan knowledge pada rapat bulanan yang dihadiri oleh Direksi, Kepala Divisi dan Kantor Cabang; g. Untuk efektivitas penerapannya telah dibuat email ”Compliance_aml”, sebagai media komunikasi dalam rangka meningkatkan hubungan antara Divisi Kepatuhan dengan Divisi lainnya di Kantor Pusat serta Kantor Cabang, baik terkait dengan Kebijakan dan Prosedur maupun penerapannya; h. Melakukan pemantauan terhadap kewajiban pelaporan Bank, untuk memastikan bahwa laporan telah disampaikan tepat pada waktunya.

1. Application of Compliance Culture In order to realize Compliance Culture to the Policy and its implementation, the Compliance Function has done the following steps. a. Monitored regularly and continuously against new policy that has been issued by BI/FSA and other agencies; b. Distributed any new policy from BI and the FSA as well as other external policies; c. Registered new Policies to the Bank’s intranet website, which can be accessed by all employees, so that employees have the awareness to comply with these regulations; d. Prepared a resume or a study of the new policy to be submitted by all Working Unit and the management; e. Review Policies and Internal Procedure will be issued by Division; f.

Shared information on a monthly and or quarterly meeting, attended by the Board of Commissioners, Directors, Heads of Divisions and Branches; g. For the effectiveness of the implementation, the Bank has created an e-mail “Compliance_aml,” as a medium of communication in order to improve the relationship between the Division of Compliance with other Divisions in the Head Office and Branch Offices, related to the Policies and Procedures and its application; h. Conducted monitoring of the Bank’s reporting obligations, to ensure that the report was submitted on time.


2. Penerapan Dalam Mengelola Risiko Kepatuhan a. Identifikasi Risiko kepatuhan timbul akibat Bank tidak mematuhi dan/atau tidak melaksanakan peraturan perundangundangan dan kebijakan yang berlaku, sehingga identifikasi yang dilakukan adalah dengan melihat dan menilai pelanggaran yang dilakukan oleh Divisi terhadap peraturan yang berlaku, yang meliputi: - Jenis pelanggaran yang dilakukan; - Frekuensi pelanggaran yang dilakukan atau track record kepatuhan Bank; - Pelanggaran terhadap kebijakan atas transaksi keuangan tertentu. b. Pengukuran Pengukuran dilakukan dengan meminta kepada seluruh Divisi atau Unit Kerja untuk melakukan self assessment dan melakukan penilaian serta mengungkapkan pelanggaran yang terjadi, termasuk besarnya denda dan frekuensi terjadinya pelanggaran. Berdasarkan self assessment tersebut, melakukan kompilasi dan pengukuran untuk mendapatkan risk profile risiko kepatuhan. c. Monitoring Mengingat bahwa risiko kepatuhan melekat pada setiap aktivitas di seluruh Divisi atau Unit Kerja, maka monitoring risiko kepatuhan dilakukan oleh: - Komisaris, melalui Laporan Triwulanan dan Semesteran dan melalui laporan lainnya yang disampaikan kepada Komisaris; - Direksi, melalui Laporan Bulanan, Triwulan, Semesteran dan Tahunan, serta rapat rutin Direksi dan melalui laporan yang dibuat oleh Divisi atau Kantor Cabang;

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2. Application in Managing Compliance Risk a. Identified Compliance Risks arisen because the Bank did not comply and/or did not adhere to prevailing laws and policies, so the identification done was by oversee and assessed any violations committed by the Division of prevailing regulations, which include: • Type of offense committed; • Frequency of offenses committed or the Bank’s compliance track record; • Violations of the policy on certain financial transactions. b. Measurement Measurements were made with a request to all Division or Working Unit to do self-assessment and assessment, and revealed violations, including fines magnitude and frequency of the violation occurrences. Based on the selfassessment, preformed compilation and measurement to obtain the risk profile of the compliance risk.

Divisi, melalui Laporan Bulanan Divisi dan rapat rutin yang dilakukan dengan Divisi dan atau Kantor Cabang; - Cabang, melalui aktivitas rutin dan rapat dengan Kantor Cabang. d. Pengendalian Pengendalian dilakukan dari sejak diterbitkannya kebijakan baru, perubahan/pembaharuan kebijakan internal, pelaksanaan kebijakan dan pemantauan penerapannya pada seluruh Divisi atau Unit Kerja dan Kantor Cabang.

c. Monitoring Given that compliance risks inherent in any activity throughout the Division or Working Unit, the monitoring of compliance risk was done by: • Board of Commissioners, through the Quarterly and Semi-Annual Report and through other reports submitted to the Board of Commissioners; • Board of Directors, through the Monthly, Quarterly, Semi-Annual and Annual Report, as well as regular Board of Directors’ meetings and through reports prepared by the Division or Branch Office; • The Division, through the Division Monthly Reports and regular meetings conducted by the Division or Branch Office; • The Branch, through regular activities and meetings with Branch Office. d. Control Control was carried out since the issuance of the new policy, changes/updates to the internal policy, policy implementation and monitoring of the implementation in the whole Division or Working Unit and the Branch Office.

3. Penerapan Fungsi Kepatuhan Terhadap Kebijakan dan Prosedur Serta Sistem Dalam rangka meningkatkan kepatuhan Bank pada Kebijakan, Prosedur dan Sistem yang digunakan Bank, telah dilakukan kegiatan sebagai berikut:

3. The Implementation of Compliance Function to the Policies and Procedures and Systems In order to improve the Bank’s compliance to the Policies, Procedures and Systems used by the Bank, the Compliance Function has conducted the following activities.

a. Melakukan review dan update terhadap Kebijakan dan Prosedur Kepatuhan sehingga Pedoman yang digunakan dapat mencerminkan semua aspek yang dapat meningkatkan kinerja kepatuhan dan dapat memitigasi risiko Kepatuhan yang berkembang; b. Melakukan pengembangan materi training kepatuhan untuk meningkatkan kualitas pegawai Bank serta meningkatkan budaya kepatuhan serta memitigasi risiko Kepatuhan; c. Melakukan sosialisasi Peraturan Bank Indonesia, Surat Edaran Bank Indonesia, Peraturan dan Surat Edaran OJK;

a. Reviewed and updated of the Compliance Policies and Procedures so that the Guidelines used can reflect all aspects that can improve the performance of compliance performance and mitigate growing Compliance Risks;

-

b. Developed compliance training materials to improve the quality of the Bank’s employee as well as improving the compliance culture and mitigate compliance risks; c. Socialized Bank Indonesia Regulations, Bank Indonesia Circular Letters, FSA Regulations and Circular Letters;

2016 Annual Report

d. Melakukan review terhadap Kebijakan/Aktivitas Produk Baru agar sesuai dengan peraturan yang berlaku dan selalu update dengan kebijakan terkini; e. Melakukan pemantauan dan ikut serta setiap ada pengembangan atau update sistem yang dilakukan Bank. 4. Penerapan Fungsi Kepatuhan Dalam Penerapan Prinsip

Kehati-hatian Kegiatan pemantauan yang dilakukan dalam penerapan prinsip-prinsip kehati-hatian dilakukan secara periodik dan berkesinambungan memantau beberapa hal sebagai berikut. a. Melakukan kajian dalam Penyediaan Dana (Kredit dan treasury); b. Melakukan pemantauan BMPK (Batas Maksimum Pemberian Kredit); c. Melakukan analisis dan kajian terhadap pencapaian kinerja Bank, diantarnya Capital Adequacy Ratio (CAR); Giro Wajib Minimum (GWM); Loan to Deposit Ratio (LDR); BOPO; Net Interest Margin (NIM); Return on Asset (ROA); Return on Equity (ROE); Non Performing Loan (NPL); Debitur inti; Deposan Inti dan lain-lain.

5. Penerapan Fungsi Kepatuhan Terhadap Komitmen

Kegiatan pemantauan dalam penerapan kepatuhan terhadap komitmen pada BI/OJK ataupun Pihak Lainnya dilakukan secara periodik dan berkesinambungan dengan mekanisme sebagai berikut. a. Menginventarisasi perjanjian dan/atau komitmen lainnya yang dibuat antara Bank dengan BI/OJK selain tindak lanjut hasil pemeriksaan BI/OJK; b. Mengkaji materi setiap perjanjian dan/atau komitmen untuk mengetahui hal-hal yang perlu dipenuhi oleh Bank; c. Memastikan dari waktu ke waktu kepatuhan Bank terhadap kewajiban-kewajiban yang timbul sehubungan dengan perjanjian dan/atau komitmen tersebut; d. Melaporkan kepada BI/OJK ataupun Pihak Lainnya atas komitmen yang dibuat sesuai kebijakan dan perundangundangan yang berlaku; e. Melakukan pemantauan atas tindak lanjut hasil pemeriksaan BI/OJK atau instansi lainnya serta melaporkannya secara periodik atas progres dan penyelesaian yang telah dilakukan.

6. Penerapan Fungsi Kepatuhan Terintegrasi pada Grup Victoria Dalam rangka pelaksanaan fungsi kepatuhan terintegrasi pada Konglomerasi Keuangan Grup Victoria, telah melaksanakan beberapa hal, sebagai berikut. a. Penetapan Entitas Utama (EU) dan anggota Lembaga Jasa Keuangan (LJK) Grup Victoria serta perubahannya; b. Pembentukan dan penetapan Struktur, Tugas dan Tanggung Jawab pada elemen Entitas Utama serta perubahannya; c. Pembentukan dan penetapan Komite Manajemen Risiko Terintegrasi beserta tugas & tanggung jawabnya termasuk perubahannya; d. Pembentukan dan penetapan Komite Tata Kelola Terintegrasi beserta Tugas & Tanggung jawabnya termasuk perubahannya;

447


d. Conducted a review of New Product Policy/Activity to comply with prevailing regulations and always updated with the latest policies; e. Monitored and participated whenever there is development or system update done by the Bank.

4. The Implementation of Compliance Function in the Implementation of Prudent Principle Monitoring activities carried out by implementing prudent principles was done periodically and continuously by monitoring some of the following. a. Assessed the Funds Provision (credit and treasury); b. Monitored the LLL (lending limit); c. Conducted analysis and study of the Bank’s performance achievement, among others the Capital Adequacy Ratio (CAR); Statutory (GWM); Loan to Deposit Ratio (LDR); ROA; Net Interest Margin (NIM); Return on Assets (ROA); Return on Equity (ROE); Non Performing Loan (NPL); Core debtor; Core depositors and others. 5. The Implementation of Compliance Function to the Commitment Monitoring activities in the compliance implementation of the commitments to BI/FSA or Other Parties conducted periodically and continuously with the following mechanism. a. Recorded every agreements and/or other commitments made between the Bank and BI/FSA in addition to follow-up the results of BI/FSA examination; b. Assessed any material agreements and/or commitments to know the things that need to be fulfilled by the Bank; c. Ensured from time to time the Bank’s compliance to the obligations arising in connection with the agreements and/or commitments; d. Reported to BI/FSA or Other Parties about the commitments made at the discretion of the prevailing law and regulations; e. Monitored the follow-up on the results of BI/FSA or other agencies examination and periodically reported the progress and completion that has been done.

6. The Implementation of Integrated Compliance Function in Victoria Group In the implementation of integrated compliance function in the Victoria Group Financial Conglomerate, the Bank has carried out the following in 2016. a. Establishment of the Main Entity and members of the Institute of Financial Services (LJK) Victoria Group and its changes; b. Establishment and determination of Structure, Duties and Responsibilities of the Main Entity and its changes; c. The formation and establishment of Risk Management Committee and its Responsibilities and its changes; d. Establishment and determination the Governance Committee along with its Responsibilities and its changes;

Integrated tasks and Integrated Tasks and

448



e. Penyusunan dan pembuatan Pedoman Kerja bagi setiap elemen pada Entitas Utama; f. Penetapan sumber daya manusia dalam pelaksanaan tugas dan tanggungjawab pada EU maupun LJK; g. Pembuatan dan penyampaian Laporan Terintegrasi sesuai ketentuan berlaku dan tepat waktu.

e. Development and preparation of Working Guidelines for each element on the Main Entity; f. Establishment of human resources in the execution of tasks and responsibility of Main Entity and LJK; g. Preparation and submission of Integrated Reports in accordance prevailing regulation and in timely fashion.

Dalam mendukung pelaksanaan tugas dan tanggung jawab di atas, Konglomerasi Keuangan Grup Victoria selama tahun 2016, telah melakukan rapat-rapat sebagai berikut.

In supporting the implementation of aforementioned tasks and responsibilities, Victoria Group Financial Conglomeration has conducted meetings as follows:

No

Tanggal Date

Agenda Pembahasan Discussion Agenda

1


Komite TKT dengan OJK, Presentasi Manajemen Risiko Terintegrasi, Kepatuhan Terintegrasi, dan SKAI Terintegrasi.

2


Rapat Unit Kerja Kepatuhan Terintegrasi dengan Komite TKT Grup Victoria: • Penyampaian progress kerja Unit Keptuhan Terintegrasi selama tahun 2015; • Pembahasan proses pembuatan Laporan Semesteran 2015.

3

17 Maret 2016 17 March 2016

Pelaporan TKT

4

06 April 2016 06 April 2016

Pembahasan Laporan Tata Kelola Terintegrasi dan Manajemen Risiko Terintegrasi Tahunan.

5

27 April 2016 27 April 2016

Komite TKT, membahas proses mapping Grup Victoria posisi akhir tahun 2015.

6

03 Juni 2016 03 June 2016

Penyampaian Tugas dan Tanggung Jawab Fungsi Kepatuhan EU dan Masing-masing Anggota Anggota LJK Grup Victoria.

7


Komite TKT – Pelaporan dan Rapat

Pelaporan yang telah disampaikan pada tahun 2016, sebagai berikut:

No

The Reports that have been submitted in 2016 were as follows:

Jenis Laporan Kind of Report

1

Laporan Semester II 2016 Report Semester II 2016

2

Laporan Semester I 2016 Report Semester II 2016

3 4

Laporan Tahunan Pelaksanaan TKT Grup Victoria tahun 2015

Implementation of TKT Victoria Group Annual Report Laporan Semester II 2015 Report Semester II 2015

PROGRAM ANTI PENCUCIAN UANG (APU) DAN PENCEGAHAN PENDANAAN TERORISME (PPT)

ANTI MONEY LAUNDERING (APU) AND PREVENTION OF FUNDING TERRORISM (PPT) PROGRAM

Seiring dengan kegiatan operasional perbankan saat ini yang ditandai dengan semakin kompleksnya produk dan aktivitas perbankan yang ditawarkan, serta meningkatnya kegiatan operasional perbankan, maka kondisi ini meningkatkan risiko Bank sebagai media atau tujuan kegiatan pencucian uang dan pendanaan terorisme.

In line with current banking operations acitvities characterized by the increasing complexity of banking products and activities offered, as well as increased banking operations, these conditions increase the Bank’s risk as a medium or purpose of money laundering and terrorism financing activities.

Dalam rangka mencegah Bank dijadikan sasaran kegiatan pencucian uang dan pendanaan terorisme, maka Bank tunduk kepada UU Republik Indonesia tentang Pencegahan dan Pemberantasan Tindak Pidana Pencucian Uang No. 8 Tahun 2010 dan Peraturan Bank Indoensia No.14/27/PBI/2012 tanggal 28 Desember 2012 dan Surat Edaran Bank Indonesia No. 15/21/ DPNP tanggal 14 Juni 2013 tentang Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme Bagi Bank Umum, yang mewajibkan kepada seluruh Bank di Indonesia untuk menerapkan program Anti Pencucian Uang (APU) dan Pencegahan Pendanaan Terorisme (APU/PPT).

In order to prevent the Bank from being targeted for money laundering and terrorism financing activities, the Bank shall be subject to the Law of the Republic of Indonesia concerning the Prevention and Eradication of Money Laundering Criminal Acts. 8 of 2010 and Bank Indonesia Regulation No. 14/27/PBI/2012 dated December 28, 2012 and Circular Letter of Bank Indonesia no. 15/21/DPNP dated June 14, 2013 on the Implementation of Anti Money Laundering and Counter-Terrorism Financing Program for Commercial Banks, requiring all Banks in Indonesia to implement Anti Money Laundering (APU) and Terrorism Financing (APU/PPT) programs.

2016 Annual Report

449


Dalam rangka penerapan program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU & PPT) agar dapat berjalan dengan efektif, Bank telah melakukan beberapa hal sebagai berikut:

In order to implement the Anti Money Laundering and CounterTerrorism Prevention (APU & PPT) programs effectively, the Bank has done the following:

1. Kebijakan dan Prosedur, yang meliputi diantaranya: a. Penerimaan dan identifikasi Nasabah (termasuk Beneficial Owner) b. Customer Due Diligence (CDD) atau penerapan prinsipprinsip Know Your Customer (KYC) dan Enhance Due Dilligence (EDD) c. Penerapan Risk Based Approach (RBA) d. Area berisiko tinggi dan Politically Exposed Person (PEP) e. Pelaksanaan CDD/KYC oleh pihak ketiga f. Pemantauan dan pelaporan g. Prosedur transfer dana h. Sistem informasi manajemen i. Sumber Daya Manusia dan pelatihan j. Pengendalian Internal

1. Policies and Procedures, which include: a. Acceptance and identification of the Customer (including Beneficial Owner) b. Customer Due Diligence (CDD) or the application of the principles of Know Your Customer (KYC) and Enhance Due Dilligence (EDD) c. Application of Risk Based Approach (RBA) d. High risk areas and Politically Exposed Person (PEP)

2. Pengawasan Manajemen Direksi Bank bertanggung jawab untuk memastikan bahwa penerapan Prinsip APU dan PPT berjalan secara efektif dengan cara sebagai berikut: a. Memastikan bahwa Bank telah mempunyai kebijakan dan prosedur penerapan program APU/PPT; b. Merekomendasikan kebijakan dan prosedur tentang program APU dan PPT kepada Dewan Komisaris; c. Memastikan bahwa pelaksanaan program APU dan PPT telah sesuai dengan kebijakan yang berlaku; d. Memastikan bahwa seluruh unit kerja telah melaksanakan program APU dan PPT; e. Membentuk Unit Kerja UKPN dan pejabat yang bertanggung jawab melaksanakan pemantauan program APU dan PPT di kantor pusat; f. Memantau pelaksanaan tugas Unit Kerja UKPN yang bertanggung jawab dalam melaksanakan pemantauan program APU dan PPT; g. Memastikan bahwa seluruh karyawan kantor cabang dan kantor cabang pembantu maupun Kantor Kas, yang ditunjuk telah memahami dan menjalankan fungsinya dalam melaksanakan program APU dan PPT; h. Memastikan bahwa kebijakan dan prosedur tentang program APU dan PPT telah sejalan dengan perubahan dan pengembangan produk, jasa dan teknologi informasi perbankan; i. Memastikan bahwa seluruh karyawan telah berpartisipasi mengikuti program pelatihan mengenai APU dan PPT.

2. Management Supervision The Board of Directors of the Bank is responsible for ensuring that APU & PPT principles apply effectively in the following ways: a. Ensure that the Bank has policies and procedures for implementing APU / PPT programs; b. Recommend policies and procedures on APU & PPT programs to the Board of Commissioners; c. Ensure that the implementation of APU & PPT programs are in compliance with applicable policies; d. Ensure that all working units have implemented APU & PPT programs; e. Establish the UKPN Work Unit and officials responsible for monitoring the APU & PPT program at headquarters;

Dewan komisaris bertanggung jawab: a. Menyetujui kebijakan tentang program APU & PPT; b. Memantau pelaksanaan tugas dan tanggung jawab Direksi dalam melaksanakan program APU & PPT.

3. Sumber Daya Manusia dan Pelatihan Untuk menghasilkan sumber daya manusia yang mempunyai pengetahuan yang memadai didalam menjalankan tugas-

e. f. g. h. i. j.

Implementation of CDD / KYC by a third party Monitoring and reporting Fund transfer procedures Management information System Human Resources and training Internal Control

f.

Monitor the implementation of the UKPN Work Unit tasks responsible for implementing the monitoring of APU & PPT programs; g. Ensure that all employees at the branch offices and sub-branch offices and the designated Cash Office have understood and performed their functions in implementing the APU & PPT program; h. Ensure that policies and procedures concerning APU & PPT programs are in line with changes and development of banking products, services and information technology; i. Ensure that all employees have participated in the APU & PPT training program.

Board of Commissioners responsible of: a. Approving policies on the APU & PPT programs; b. Monitoring the implementation of the Board of Directors duties and responsibilities in implementing the APU & PPT program. 3. Human Resource and Training To produce human resources who have sufficient knowledge in carrying out their duties, the Bank is obliged to provide

450



tugasnya, maka Bank berkewajiban menyediakan program pelatihan bagi seluruh karyawannya dibidang APU & PPT. Adapun cakupan materi pelatihan diantaranya adalah sebagai berikut: a. Implementasi peraturan perundang-undangan yang terkait dengan program APU & PPT; b. Tipologi pencucian uang dan pendanaan terorisme ; dan c. Kebijakan dan prosedur internal penerapan program APU & PPT serta peran dan tanggung jawab karyawan dalam memberantas pencucian uang dan pendanaan terorisme.

training programs for all employees in the field of APU & PPT. The coverage of training materials are as follows:

4. Audit dan Kepatuhan Untuk menguji efektivitas bahwa pelaksanaan program APU & PPT tersebut telah dilaksanakan sesuai dengan ketentuan yang berlaku, maka diperlukan pemantauan oleh pihak independen secara berkala oleh Internal Audit dan Eksternal Audit.

4. Audit and Compliance To test the effectiveness that the implementation of the APU & PPT program has been implemented in accordance with applicable provisions, periodic independent monitoring is required by the Internal Audit and External Audit.

PERMASALAHAN HUKUM

LEGAL CASES

Sepanjang tahun 2016, jumlah permasalahan hukum perdata dan pidana yang telah selesai (telah mempunyai kekuatan hukum yang tetap) dan yang masih dalam proses penyelesaian dapat disajikan melalui tabel sebagai berikut.

Throughout 2016, the number of civil and criminal legal cases that have been completed (have a permanent legal force) and which are still in the process of completion are presented through the table as follows.

a. Implementation of laws and regulations related to APU & PPT programs; b. The typology money laundering and financing of terrorism; and c. Internal policies and procedures for the implementation of APU & PPT programs and the roles and responsibilities of employees in combating money laundering and terrorism financing.

Tabel Permasalahan Hukum Table of Legal Case Jumlah Total

Permasalahan Hukum

Legal Case

Perdata Civil

Pidana Criminal

Hubungan Industrial Industrial Relation

Telah Selesai (telah mempunyai kekuatan hukum yang tetap)

-

-

-

Finished Cases

Dalam proses penyelesaian

4

-

-

Cases still in progress

TOTAL

4

-

-

TOTAL

PERKARA PENTING PERUSAHAAN

YANG

DIHADAPI

SIGNIFICANT CASES FACED BY THE COMPANY

Selama tahun 2016, tidak terdapat perkara penting yang sedang dihadapi oleh Bank Victoria.

Throughout 2016, there are no significant cases faced by Bank Victoria.

PERMASALAHAN HUKUM YANG SEDANG DIHADAPI DEWAN KOMISARIS DAN DIREKSI YANG SEDANG MENJABAT

LEGAL CASES FACED BY CURRENT BOARD OF COMMISSIONERS AND DIRECTORS

Selama tahun 2016 tidak terdapat permasalahan hukum yang sedang dihadapi Dewan Komisaris dan Direksi yang sedang menjabat.

During 2016, there were no legal issues currently being faced by the current Board of Commissioners and Board of Directors.

PERKARA HUKUM YANG DIHADAPI ENTITAS ANAK

LEGAL CASES FACED BY SUBSIDIARY ENTITIES

Selama 2016, Bank Victoria Syariah sebagai anak perusahaan Bank Victroria menghadapi beberapa kasus hukum diantaranya adalah sebagai berikut.

During 2016, Bank Victoria Syariah as a subsidiary of Bank Victroria faced several legal cases as follows.

451

2016 Annual Report


Tabel Perkara Hukum yang Dihadapi Entitas Anak Table of Legal Case Faced by Subsidiaries Pokok Perkara Legal Case Kasus PT Hanusa Persada (KPO) : Perkara perdata di Pengadilan Negeri Jakarta Selatan No. 675/ Pdt.G/2016/PN.JKT.SEL. PT Hanusa Persada (KPO) Case : Civil case in Pengadilan Negeri Jakarta Selatan No. 675/ Pdt.G/2016/PN.JKT.SEL. Kasus Helga Anastasia dan Lintang Benowo Sakti – (Penjamin Pembiayaan BVS Kepada Nasabah Bernama Siti Maryani : Perkara perdata di Pengadilan Agama Karanganyar No. 1215/ Pdt.G/2016/PA.Kra. Helga Anastasia and Lintang Benowo Sakti Case – (Penjamin Pembiayaan BVS Kepada Nasabah Bernama Siti Maryani : Civil case in Pengadilan Agama Karanganyar No. 1215/ Pdt.G/2016/PA.Kra.

Status Penyelesaian Settlement Status masih dalam proses persidangan di Pengadilan Negeri Jakarta Selatan. still on trial in Pengadilan Negeri Jakarta Selatan.

masih dalam proses persidangan di Pengadilan Agama Karanganyar. still on trial in Pengadilan Agama Karanganyar.

Pengaruh terhadap Perusahaan Effect to the Company

Sanksi Administrasi Administrative Sanction

-

-

-

-

Kasus Mirza Hasbullah (Cirebon) : Perkara perdata di Pengadilan Negeri Pekalongan No. 63/ Pdt.G/2016/PN.Pkl. Mirza Hasbullah (Cirebon) Case: Civil case in Pengadilan Negeri Pekalongan No. 63/Pdt.G/2016/ PN.Pkl

Telah diputuskan Had been resolved

-

Rp 676.000

Kasus Topirin (Tegal) : Perkara perdata di Pengadilan Agama Tegal No. 0655/Pdt.G/2016/ PA.TG Topirin (Tegal) Case: Civil case in Pengadilan Agama Tegal No. 0655/Pdt.G/2016/PA.TG

perkara ini masih dalam proses persidangan di Pengadilan Agama Tegal. this case is still on trial in Pengadilan Agama Tegal.

-

-

Kasus Charly Lam : Perkara perdata di Pengadilan Negeri Jakarta Utara No. 591/Pdt. Bth/2016/PN.JKT.Utr. Charly Lam Case: Civil case in Pengadilan Negeri Jakarta Utara No. 591/Pdt.Bth/2016/PN.JKT. Utr.

perkara ini masih dalam proses persidangan di Pengadilan Negeri Jakarta Utara. this case is still on trial in Pengadilan Negeri Jakarta Utara.

-

-

Kasus PT. DUNIA MILIK BERSAMA : Perkara perdata di Pengadilan Agama Jakarta Selatan No. 1008/Pdt.G/2-16/ PA.JS PT. DUNIA MILIK BERSAMA Case: Civil case in Pengadilan Agama Jakarta Selatan No. 1008/ Pdt.G/2-16/PA.JS

proses persidangan di Pengadilan Agama Jakarta Selatan sudah berlangsung dan belum ada putusan. the trial has been going on in Pengadilan Agama Jakarta Selatan and there has been no decision

-

-

452


PEMBERIAN POLITIK

DANA

KEGIATAN


FUNDING FOR POLITICAL PURPUSES

Sepanjang tahun 2016, Bank tidak terlibat di dalam kegiatan politik dan tidak memberikan donasi untuk kepentingan politik.

Throughout 2016, the Bank is not involved in any political activities and does not make any donations for political interests.

PENYEDIAAN DANA KEPADA PIHAK TERKAIT DAN PENYEDIAAN DANA BESAR

PROVISION OF FUNDS TO RELATED PARTIES AND PROVISION OF LARGE FUNDS

Bank Victoria telah memiliki kebijakan dan prosedur tertulis terkaitdengan penyediaan dana kepada pihak terkait dan penyediaan dana besar dalam bentuk Kebijakan Perkreditan Bank (KPB), Standar Operating Procedure (SOP) maupun Surat Keputusan dan Surat Edaran yang dikeluarkan Direksi.

Bank Victoria has established policies and procedures related to the provision of funds to related parties and large fund in the form of Bank Credit Policy (KPB), Standard Operating Procedure (SOP) and the Decree Letter and Circular Letter issued by the Board of Directors.

Penetapan batas (limit) Penyediaan Dana kepada Pihak Terkait/ Penyediaan Dana Besar paling tinggi sebesar 10% (sepuluh persen) dari modal Bank. Limit Penyediaan Dana ditetapkan berdasarkan analisis dampak Penyediaan Dana terhadap struktur neraca dan profil risiko Bank.

The determination of the limit for Provision of Funds to the Related Party/Provision of Funds shall be at the maximum of 10% (ten percent) of the Bank’s capital. The Limit on Provision of Funds has been determined based on an analysis of the impact of Provision of Funds on the balance sheet structure and the Bank’s risk profile.

Analisis dampak pada struktur neraca dan profil risiko Bank dilakukan dengann mempertimbangkan besar Penyediaan Dana, jenis, jangka waktu, dan diversifikasi portofolio Penyediaan Dana terkonsentrasi pada satu Peminjam atau Kelompok Peminjam tertentu. Dalam rangka penyediaan dan yang dimaksud, Bank Victoria tidak penah melanggar dan/atau pelanggaran BMPK sebagaimana ketentuan yang diatur oleh Bank Indonesia.

The impact analysis on the balance sheet structure and the Bank’s risk profile is conducted by considering the amount of Fund Provision, type, timeframe, and diversification of the Provision Fund portfolio is concentrated on a particular Borrower or Group of Borrowers. In the framework of the fund provision, Bank Victoria has not violated any LLL as stipulated by Bank Indonesia.

Sepanjang 2016, tidak terdapat pelampauan maupun pelanggaran terhadap Batas Maksimum Pemberian Kredit (BMPK) pada Bank, sesuai dengan Peraturan Bank Indonesia yang mengatur hal tersebut. Bank juga senantiasa melakukan diskonsentrasi pinjaman kepada individu, kelompok atau industri untuk meminimalisir risiko.

Throughout 2016, there is no exceedance or violation of the Legal Lending Limit (BMPK) at the Bank, in accordance with Bank Indonesia Regulation governing such matter. The Bank also constantly disconnects loans to individuals, groups or industries to minimize risks.

Adapun penyediaan dana kepada pihak terkait dan penyediaan dana besar posisi 31 Desember 2016 adalah sebagai berikut.

The provision of funds to related parties and the provision of large funds position December 31, 2016 is as follows.

Penyediaan Dana Provision of Funds

Jumlah (Juta Rupiah) Total (Million Rupiah)

Kepada Pihak Terkait To related parties

58.014

Kepada 50 Debitur Besar To 50 Major Debtors

INFORMATION GOVERNANCE

6.757.125

TECNOLOGY

Tata kelola Information Technology (IT Governance) merupakan pengelolaan kepemimpinan, struktur organisasi dan prosesproses yang berkelanjutan, untuk memastikan bahwa organisasi IT selaras dengan strategi dan tujuan bisnis organisasi. Pemilihan kerangka kerja (framework) Tata kelola IT yang baik membutuhkan keseimbangan antara aspek People, Process dan Technology. Atas pertimbangan tersebut, implementasi tata kelola IT di Bank Victoria mengadopsi berbagai kerangka kerja yang sesuai dengan area layanan IT di Bank Victoria.

INFORMATION GOVERNANCE

TECNOLOGY

IT Governance is a leadership management, organizational structure and sustainable processes, to ensure that IT organizations are aligned with the organization’s business strategy and objectives. The selection of a good IT governance framework requires a balance between aspects of People, Process and Technology. Considering these considerations, the implementation of IT governance at Bank Victoria adopts various frameworks to suit the areas of IT services at Bank Victoria.

453

2016 Annual Report


Oleh karena itu, IT Governance harus selalu di-review kecukupannya, sehingga efektif untuk menjaga kualitas pelaksanaan proses operasional IT Bank. Hasil review dalam penyusunan Rencana Strategi Teknologi Informasi (RSTI) memperlihatkan bahwa IT Governance Bank Victoria terus diperbaiki dan diselaraskan supaya lebih lengkap, jelas/transparan dan tanggung jawab operasional pada setiap prosesnya, serta ada tolak ukuran pada setiap prosesnya. Selain IT Governance, disisi kebijakan pendukung lainnya juga terus dikaji dan dilengkapi, seperti Kebijakan keamanan informasi, kebijakan pengembangan aplikasi, kebijakan proses standarisasi infrastruktur (hardening), kebijakan IT kontrol dan kebijakan lainnya, termasuk SOP yang lengkap sebagai panduan detail untuk pelaksanannya.

Therefore, IT Governance should always be reviewed adequately, so it is effective to maintain the quality of IT Bank operational process implementation. The results of the review in the preparation of the Information Technology Strategy Plan (RSTI) show that IT Governance at Bank Victoria continues to be improved and aligned to be more complete, clear/ transparent and operational responsibilities in each process, and there is a starting point in each process. In addition to IT Governance, other supporting policies are also continuously reviewed and complemented, such as information security policies, the application development policies, infrastructure standarization process policy (hardening), IT control policies and other policies, including complete SOPs as detailed guidance for implementation.

Selanjutnya Control Objectives for Information and related Technology (COBIT) sebagai salah satu pedoman framework IT Governance yang kita gunakan, juga menyatakan pentingnya memiliki IT Strategic Plan yang selaras (align) dengan strategi bisnis.

Furthermore, Control Objectives for Information and Related Technology (COBIT) as one of the guidelines of the IT Governance framework that we use, also expressed the importance of having IT Strategic Plan aligned with the business strategy.

Berikut di jabarkan strategic planning IT Governance Bank Victoria:

Bank Victoria strategic planning IT Governance are described as follows:

STRATEGIC PLANNING IT GOVERNANCE, RISK DAN ORGANISASI

Project Manajement

Risk Assessment

SLA & OLA

Risk Awareness Program It risk management & compliance

ID Management End User Computing

It Governance

Business Continuity Plan IT Security

Policy And Procedure Financial Management

It organitation

Access Control

LEGEND Critical Area, prioritas pertama untuk peningkatan dan pengembagan Prioritas Kedua untuk peningkatan dan pengembangan

Roles Capacity And Capability

Sudah Cukup Baik pengendaliannya

454



STRATEGIC PLANNING IT OPERATION - Memonitor secara teratur untuk melakukan perencanaan kapasitas sistem sesuai dengan pertumbuhan bisnis bank, sehingga mencapai utilitasi yang maksimal didalam sistem

Service Management

-

-

-

IT Operation memiliki management yang handal dan responsif, untuk mendukung peningkatan layanan kepada pengguna (bisnis unit). Memiliki IT infrastruktur yang availlability dan reability dalam proses operasionalnya, sehingga tercipta: a. peningkatan SLA kepada BU (bisnis unit) b. Mengurangi risk operasional c. Meningkatkan sistem layanan d.

Managing Change

-

Services Planning

Security Management

meningkatkan layanan, manajemen dan perbaikan proses layanan dengan aplikasi helpdesk Meningkatkan dan memudahkan pemantauan terhadap Operasional level aggreement (OLA) antara IT dan ex ternal (vendor) Untuk peningkatan SLA antara IT dan pengguna (user)

Office Automation Infrastructure Disaster Recovery Infrastructure Data Center Infrastructure

-

-

-

Network and Infrastructure

kepada cabang. Peningktan bisnis prosess kepada bisnis unit.

-

System Management

-

-

meningkatkan layanan manajemen dan perbaikan proses layanan dengan aplikasi helpdesk Perbaikan proses Sistem Development Life Cycle (SDLG) Melakukan Standarisasi proses permintaan layanan (service request) dengan metode change management yang baku

Memelihara dan menyelesaikan infrastruktur saat Data Center (DC) dan Disaster Recovery Center (DRC) Melakukan real-time monitoring pada semua sistem infrastruktur dan jaringan Melakukan pengukuran performance dan avaibility infrastruktur yangtersentralisasi

STRATEGIC PLANNING IT SECURITY

Application Database Operating System Hardware Network

Policy and Standard

Security Awarness

Tidak memiliki sentralisasi aplikasi monitoring & semua port kebuka Tidak memiiki standarisasi DB & Control Tidak ada pembatasan user akses server / tidak sentralisasi monitoring Di Network, tidak ada firewall dan tidak sentralisasi monitoring

Target Security Management

Security Audit

Physical Environment

Tidak sentralisasi Security monitoring investigasi / No centralized Security in monitoring investigation Tidak memiliki aplikasi monitoring user / Does not have any application to monitor user DC/DR tidak memiliki access control secara sentralisasi perangkat dan hanya menggunakan log book

Security Admin

Physical Environment Application Database

Security Operation

Security Admin

Security Operation

Security Audit

Current Security Management

Operating System Hardware Network Policy and Standard

Security Awarness

Investasi terbatas untuk infrastruktur keamanan IT Security hanya fokus pada perbaikan infrastruktur Kurangnya program kesadaran keamanan Minimnya keterlibatan IT Sec dalam proses pengembangan aplikasi baru

Memiliki sentralisasi aplikasi monitoring & semua port kebuka Memiiki standarisasi DB & Control Pembatasan user akses server / tidak sentralisasi monitoring Di Network, ada firewall dan sentralisasi monitoring Pentest & VA setiap tahun / Pentest & VA every year Rutin osialisasi program kesadaran keamanan / A routine security awareness socialization program Kebijakan dan prosedur selalu direview dan to update / Policies and procedures always reviewed and updated

Tidak Pentest & VA / No Pentest & VA Kurangnya sosialisasi program kesadaran keamanan / Lack of Security awareness socialization program Kebijakan dan prosedur sangat terbatas / Very limited policies and procedures    

Sentralisasi Security monitoring Investigasi / Centralized Security to monitor Investigation Memiliki aplikasi Monitoring & performance user / Have a Monitoring application & User performance DC/DR memiliki access control secara sentralisasi perangkat dan hanya menggunakan log book

 Akan melakukan secara aktif & regular untuk penerapan VA & penteser  Melakukan investasi untuk perbaikan infrastruktur  Peningkatan prosedur keamanan yang komprehensif & sesuai dengan

standar SOP keamanan yang sudah ditentukan  Akan melakukan program kesadaran keamanan yang terintegrasi dan

terpadu serta meakukan penegasan kesadaran prosedur keamanan  IT Sec akan dilibatkan dalam pengembangan aplikasi baru

2016 Annual Report

455


AKSES INFORMASI

ACCESS TO INFORMATION

Bank Victoria telah menyediakan informasi kepada stakeholders yang memungkinkan stakeholders menggunakan haknya. Penyebaran informasi Bank antara lain dilakukan melalui media sebagai berikut. 1. Media elektronik seperti situs dan email (corsec@ victoriabank.co.id) untuk menyampaikan informasi yang relevan termasuk laporan tahunan. Stakeholders yang ingin mendapatkan informasi Perusahaan secara berkala melalui email tersebut dapat mendaftarkan identitas dan alamat email pada mailing list melalui situs Perusahaan (www. victoria.co.id). 2. Dalam situs www.victoriabank.co.id juga telah disediakan bagian khusus informasi Pemegang saham, berbagai laporan dan publikasi yang dengan mudah dapat diunduh oleh stakeholders. 3. Informasi mengenai perkembangan harga saham Bank Victoria dapat diakses melalui website Bursa Efek Indonesia (www.idx.co.id). 4. Informasi melalui media lainnya, antara lain email, majalah/ buletin internal, poster dan banner.

Bank Victoria has provided information to the stakeholders that allows stakeholders to exercise their rights. The dissemination of the Bank’sinformation among others is done through the following media. 1. Electronic media such as websites and email (corsec@ victoriabank.co.id) to convey relevant information including annual reports. The stakeholders who wish to obtain Company information periodically via email can register their identity and email address on mailing list through Company website (www.victoria.co.id). 2. The www.victoriabank.co.id website has also provided a special section of Shareholder information consists of various reports and publications that can easily be downloaded by the stakeholders. 3. Information on the development of Bank Victoria’s share price can be accessed through the Indonesia Stock Exchange website (www.idx.co.id). 4. Information through other media, including emails, internal magazines / bulletins, posters and banners.

Untuk mendapatkan informasi lebih lanjut mengenai Bank Victoria, masyarakat umum dan investor dapat menghubungi:

To get more information on Bank Victora, the public and investors can contact:


CORPORATE SECRETARY

Ruly Dwi Rahayu Panin Tower Lt. 15, Senayan City Jl. Asia Afrika Lot 19 Kel. Gelora, Kec. Tanah Abang Jakarta Pusat, 10270 Indonesia Telepon : (021) 72781800 Fax : (021) 72781900 E-mail : [email protected] Website : www.victoriabank.co.id

Ruly Dwi Rahayu Panin Tower Lt. 15, Senayan City Jl. Asia Afrika Lot 19 Kel. Gelora, Kec. Tanah Abang Jakarta Pusat, 10270 Indonesia Telephone: (021) 72781800 Fax : (021) 72781900 E-mail : [email protected] Website : www.victoriabank.co.id

WEBSITE

WEBSITE

Dengan diberlakukannya Peraturan Otoritas Jasa Keuangan No.8/POJK.04/2015 tentang situs web emiten atau perusahaan publik, maka Bank Victoria telah melengkapi website perusahaan dengan beberapa informasi penting seperti Informasi mengenai Pemegang Saham, struktur grup perusahaan, analisis kinerja keuangan, laporan keuangan 5 tahun terakhir serta profil Dewan Komisaris dan Direksi. Selain itu, Informasi-informasi yang disajikan dalam website senantiasa diperbaharui secara berkala.

With the enactment of the Financial Services Authority Regulation No.8/POJK.04/2015 on the issuer or public company website, Bank Victoria has completed the company’s website with some important information such as Shareholder Information, corporate group structure, financial performance analysis, the last 5 years financial statement as well as the profile of the Board of Commissioners and Board of Directors. In addition, the information presented on the website is constantly updated regularly.

456


SIARAN PERS


PRESS RELEASE

Tabel Siaran Pers Table of Press Conference Tanggal Date

Press Release Press Release

9 Juni 2016 9 June 2016

Bebas biaya transaksi selama 6 dengan IBMB Bank Victoria Free transaction cost with IBMB Bank Vitoria for 6

28 Juni 2016 28 June 2016

Laporan Hasil Public Expose PT Bank Victoria International, Tbk Report of Public Expose PT Bank Victoria International, Tbk Resut

22 Agustus 2016

Laporan Hasil Public Expose PT Bank Victoria International, Tbk Investor Summit and Capital Market Expo 2016 Report of Public Expose PT Bank Victoria International, Tbk Investor Summit and Capital Market Expo 2016 Result

TRANSPARANSI PENYAMPAIAN LAPORAN

tRANSPARANCY OF report submisson

Transparansi dalam penyampaian laporan telah dilakukan Bank Victoria. Selama tahun 2016, Bank Victoria telah menyampaikan beberapa laporan terkait laporan keuangan, laporan kinerja Bank, laporan atas hasil RUPS, dan lain-lain. Berikut jumlah laporan yang telah disampaikan kepada regulator terkait.

During 2016, Bank Victoria has submitted reports to the Indonesia Stock Exchange, Bank Indonesia and the Financial Services Authority.

Regulator Regulator

Jumlah Total

Bursa Efek Indonesia Indonesian Stock Exchange

43

Otoritas Jasa Keuangan Financial Service Authority

344

CODE OF CONDUCT

CODE OF CONDUCT

Bank Victoria berkomitmen untuk mengembangkan dan menerapkan prinsip Good Corporate Governance dalam setiap kegiatan Bank di semua tingkatan atau struktur organisasi. Untuk itu, Direksi telah merumuskan berbagai kebijakan yang menyangkut etika dalam menjalankan segenap aktivitas bisnis Bank. Code of Conduct disusun untuk menjadi acuan perilaku bagi Dewan Komisaris, Direksi dan Pegawai Bank sebagai acuan dan penerapan standar etika terbaik bagi organ perusahaan dan semua karyawan dalam menerapkan nilai-nilai (values) dan etika bisnis sehingga menjadi bagian dari budaya Bank sehingga tercapai Visi dan Misi Bank. Code of Conduct merupakan tanggung jawab seluruh jajaran Bank Victoria dan menjadi bagian dari budaya Bank sebagai pedoman berperilaku yang profesional, bertanggung jawab, wajar, patut dan dipercaya dalam melakukan hubungan bisnis dengan para pelanggan, rekanan, maupun dengan rekan sekerja.

Bank Victoria is committed to develop and implement the principles of Good Corporate Governance in each of the Bank’s activities at all levels or organizational structures. To that end, the Board of Directors has formulated various policies concerning ethichs in runing all Bank’s business activity. The Code of Conduct drawn up to be a benchmark of conduct for the Board of Commissioners, Board of Directors and Employees of the Bank as a reference and the implementation of the best ethical standards for the Company’s organs and its employees in applying the values and business ethics to become part of the Bank’s culture to achieve the Bank’s Vision and Mission.

ISI CODE OF CONDUCT

CONTENTS OF CODE OF CONDUCT

Code of Conduct berisikan komitmen perusahaan kepada berbagai pihak yang berkepentingan yang merupakan perwujudan dari etika bisnis dan etika kerja bagi Insan Bank Victoria. Sebagai sebuah etika perilaku, diharapkan tercipta perilaku yang ideal yang dikembangkan berdasarkan nilai-nilai luhur yang diyakini jajaran Bank Victoria sehingga menjadi budaya kerja. Code of Conduct terdiri dari 11 Bab sebagai berikut.

The Code of Conduct contains the company’s commitment to all stakeholders as the manifestation of business and work ethics for Bank Victoria People. As a code of conduct, an ideal conduct is expected and developed based on noble values, which Bank Victoria is confident in making them as its work ethics. The Code of Conduct consists of 11 Chapters as summarized below.

The Code of Conduct is the responsibility of all Bank Victoria’s employees and must ecome part of the Bank’s culture as a professional, responsible, reasonable, fair and trustworthy conduct in doing business with customers, partners, or with colleagues.

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2016 Annual Report

Bab Chapter


Keterangan

Description

I

Sikap dan Perilaku Penting bagi Bank untuk mendapatkan citra yang baik dan terhormat dalam masyarakat. Citra yang baik itu dapat dibentuk oleh cara kita melayani keluar kepada nasabah, calon nasabah, relasi, rekanan dan, sama pentingnya, adalah cara pelayanan kita ke dalam diantara sesama karyawan sendiri. Sikap dan perilaku dalam pelayanan keluar dan kedalam sangatlah menentukan dan berdampak luas. Bank Victoria telah memiliki standar sikap dan perilaku yang baik untuk seluruh karyawan Bank Victoria.

Behavior and Conduct It is important for the Bank to have a good and respectable image among the general public. Such good image may be created by serving customers, customer candidates, relations, and partners. It is similarly important to pay attention to our internal service among employees. Behavior and conduct in external and internal service are significantly determinative and have a broad impact. Bank Victoria has a good standard of behavior and conduct for all of its employees.

II

Penanganan Informasi dan Data Dalam melaksanakan kegiatannya, Bank akan meminta atau mewajibkan nasabahnya untuk memberikan informasi dan data keuangan, manajemen ataupun pribadi. Bank mempunyai tanggung jawab untuk tetap menjaga kerahasiaan data dan informasi yang diberikan nasabah kepada Bank, walaupun selain informasi data nasabah, perusahaan juga memiliki informasi internal yang bersifat rahasia. Bank berkepentingan agar semua informasi internal demikian terjaga kerahasiaannya dan tidak dimanfaatkan oleh pihak lain yang dapat berakibat merugikan kepentingan perusahaan.

Management of Information and Data In carrying out its activities, the Bank will ask or oblige its customers to provide financial, management, or personal information and data. The Bank is responsible for maintaining confidentiality of data and information provided by customers despite the company’s own confidential internal information. The Bank is concerned that confidentiality of all internal information is maintained and not misused by any other parties, which may be detrimental to the company’s interest.

III

Penggunaan Peralatan dan Fasilitas Bank Use of the Bank’s Equipment and Facilities Semua fasilitas dan peralatan Bank hanya digunakan untuk All of the Bank’s facilities and equipment may only be used to pelaksanaan tugas Bank. Setiap karyawan dilarang untuk perform its duties. Any employees are prohibited from using all menggunakan semua fasilitas dan peralatan Bank untuk of the Bank’s facilities and equipment for personal and/or family kepentingan pribadi dan/atau keluarga. interests.

IV

Hubungan dengan Nasabah dan Calon Nasabah Dalam melakukan kegiatan memasarkan produk dan jasa Bank, karyawan Bank yang bertugas harus senantiasa memperhatikan kepentingan perusahaan dengan tetap menciptakan dan memelihara hubungan yang baik dengan calon nasabah atau nasabah.

V

Hubungan dengan Rekanan dan Calon Rekanan Dalam melakukan kegiatan memasarkan produk dan jasa Bank, karyawan Bank yang bertugas harus senantiasa memperhatikan kepentingan perusahaan dengan tetap menciptakan dan memelihara hubungan yang baik dengan calon nasabah atau nasabah.

Relationship with Customers and Customer Candidates In marketing the Bank’s products and services, all employees must consistently observe the company’s interest and create and keep good relationship with customers and customer candidates. Relationship with Partners and Partner Candidates In marketing the Bank’s products and services, all employees must consistently observe the company’s interest and create and keep good relationship with partners and partner candidates. employees are not allowed to ask for money, goods, tips, commissions, or anything for their own interest from any partners or prospective partners

VI

Hubungan dengan Karyawan dan Antar Karyawan Setiap karyawan yang terlibat dalam keputusan penerimaan karyawan baru harus mendasarkan keputusan tersebut sematamata pada penilaian atas kemampuan calon karyawan dalam memenuhi kualifikasi pekerjaan yang dibutuhkan.

Relationship with Employees and among Employees Any employees involved in new employment decisions must base such decisions solely on the evaluation of the capacity of employee candidates to meet the required qualifications.

VII

Hubungan Keluarga Semua keputusan yang menyangkut penilaian terhadap karyawan, nasabah dan rekanan harus semata-mata didasarkan pertimbangan yang obyektif dengan persyaratan yang berlaku di perusahaan. Karyawan yang memiliki hubungan kekerabatan dengan karyawan lain di Bank, harus melaporkan hubungan kekerabatan tersebut kepada bagian Human Resource Kantor Pusat atau Business Unit terkait. Hal ini dilakukan agar pihak Human Resource dapat mengatur posisi masing-masing karyawan tidak saling menimbulkan benturan kepentingan.

Family Relationship All decisions on evaluation of employees, customers, and partners must be solely based on objective considerations under the applicable company regulations. Employees in a family relationship with other employees of the Bank must report such relationship to the Human Resource Department at the Head Office or the relevant Business Unit. It aims to ensure that Human Resource Department is able to arrange the position of each employee so as not to result in any conflicts of interest.

VIII

Kepentingan Pribadi Dalam bidang Keuangan diluar Perusahaan Karyawan Bank tidak diperkenankan untuk mendapatkan keuntungan pribadi dengan menggunakan informasi yang diperolehnya karena jabatannya di Bank, sedangkan informasi tersebut bukan merupakan informasi umum.

Personal Interest in Financial Sector outside the Company

IX

Pencucian Uang (Money Laundering) Bank sebagai bagian dari Industri perbankan dan merupakan lembaga kepercayaan, sangat menyadari arti penting nilai kejujuran dalam usahanya. Oleh karena itu seluruh aktifitas kerjanya haruslah berdasarkan nilai kejujuran. Untuk itu setiap karyawan harus berperan aktif dalam menjaga reputasi perusahaan dengan menolak transaksi yang diduga dapat mengakibatkan proses pencucian uang.

Money Laundering As a part of the banking industry and a trust institution, the Bank is fully aware of the significance of honesty values in its business. Therefore, all of its activities must be based on honesty values. Accordingly, each employee must actively take part in maintaining the company’s reputation by rejecting transactions allegedly resulting in money laundering process.

X

Aktivitas Berpolitik Karyawan Bank tidak dilarang dan memiliki kebebasan untuk berpartisipasi dalam kegiatan politik di Republik Indonesia ini. Namun demikian karyawan tidak diperkenankan meninggalkan tugas dan kewajibannya sebagai karyawan Bank untuk melakukan aktivitas politiknya.

Political Activities The Bank’s employees are allowed and free to participate in political activities in the Republic of Indonesia. However, they are not allowed to leave their duties and obligations as the Bank’s employees in conducting their political activities.

XI

Lain-lain

Miscellaneous

The Bank’s employees are not allowed to generate any personal benefits by using any information they obtain by their positions while such information is not for the public.


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KEPATUHAN TERHADAP CODE OF CONDUCT

COMPLIANCE TOWARDS CODE OF CONDUCT

Code of conduct adalah komitmen Bank Victoria untuk patuh pada ketentuan hukum dan standar etika tertinggi di mana saja Bank Victoria melakukan kegiatan bisnis/operasionalnya. Pengelolaan Perseroan selain harus mengikuti peraturan perundangundangan yang berlaku juga harus menjunjung tinggi norma dan nilai etika.

Bank Victoria’s Code of Conduct applies for its entire People, starting from the Board of Commissioners, Board of Directors, employees and other individuals related to its business. Successful implementation of the Code of Conduct is the responsibility of all leaders of respective working units. Therefore, all unit leaders are responsible for providing understanding on implementation of Code of Conduct to employees in their respective units.

Code of conduct berlaku bagi seluruh insan Perseroan, yaitu Dewan Komisaris, Direksi, dan seluruh Karyawan. Seluruh insan Perseroan mempunyai kesadaran untuk menjalankan etika yang baik akan meningkatkan dan memperkuat reputasi Perseroan.

All of Bank Victoria’s People are responsible for successful implementation of the Code of Conduct in their daily activities. One of the forms of the responsibility of Bank Victoria’s People relates to their willingness to report any actions of any other employees or partners believed as a breach of the Code of Conduct and to report any recognized mistakes through the whistleblowing system.

PENYEBARLUASAN CODE OF CONDUCT

CODE OF CONDUCT SOCIALIZATION

Code of Conduct diungkapkan dan/atau disebarkan kepada semua karyawan Bank melalui media internal Bank yang dapat diakses oleh semua karyawan dengan mudah setiap saat. Secara periodik, segenap karyawan disampaikan tentang etika bisnis untuk dapat dilaksanakan secara tertib melalui media Memo dan/atau Surat dari Direksi ataupun Divisi yang bertanggung jawab untuk mengelola etika bisnis.

The Code of Conduct is disclosed and/or disseminated to all of the Bank’s employees through the internal media easily accessible by all employees at any time. Periodically, all employees will receive information on business ethics for orderly implementation through Memos and/or Letters of the Board of Directors or the Division responsible for business ethics management.

Selain itu, pengungkapan Code of Conduct juga diungkapkan dan/ atau disebarkan melalui berbagai pembagian buku saku yang harus dipelajari dan dilaksanakan oleh setiap karyawan.

In addition, the Code of Conduct is also disclosed and/or disseminated through distribution of pocket books for the employees to read and carry out.

UPAYA PENERAPAN DAN PENEGAKAN CODE OF CONDUCT

EFFORT IN THE IMPLEMENTATION AND THE ENFORCEMENT OF CODE OF CONDUCT

Code of Conduct Bank Victoria berlaku bagi segenap Insan Bank Victoria mulai dari Dewan Komisaris, Direksi, karyawan dan individu lain yang terkait dengan bisnis Bank Victoria. Keberhasilan penerapan Code of Conduct merupakan tanggung jawab dari seluruh pimpinan di lingkungan unit kerja masingmasing. Untuk itu segenap pimpinan unit memiliki tanggung jawab dalam memberikan pemahaman penerapan Code of Conduct kepada pegawai di lingkungan unit kerja masing masing.

Bank Victoria’s Code of Conduct applies to all Bank Victoria’s employees from the Board of Commissioners, Board of Directors, employees and other individuals related to Bank Victoria’s business. The successful implementation of the Code of Conduct is the responsibility of all leaders in each working unit environment. For that purpose, all unit leaders have the responsibility in giving understanding of the implementation of Code of Conduct to their employees in the respective working unit environment.

Setiap insan Bank Victoria memiliki tanggung jawab terhadap keberhasilan penerapan Code of Conduct dalam aktivitas seharihari. Salah satu bentuk tanggung jawab insan Bank Victoria adalah menyangkut kesediaan insan Bank Victoria untuk melaporkan setiap tindakan pegawai lain atau rekan kerja yang diyakini merupakan suatu pelanggaran Code of Conduct dan menyampaikan setiap fakta penyimpangan yang diketahuinya melalui mekanisme Whistleblowing System.

Every Bank Victoria’s employee has the responsibility in supporting the successful implementation of Code of Conduct in their daily activities. One form of the employees’ responsibilities is related to the willingness of Bank Victoria’s employee to report any alleged violation of the Code of Conduct done by any other employee or co-worker and submit that violation through the Whistleblowing System mechanism.

Bank Victoria senantiasa terus mengingatkan kepada segenap karyawan Bank Victoria mengenai Code of Conduct melalui pelatihan, pelaksanaan induction untuk karyawan baru serta pengingatan melalui forum-forum pelatihan yang melibatkan pihak eksternal.

Bank Victoria consistently reminds all of its employees of the Code of Conduct through training, induction to new employees, and trainings involving external parties.

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2016 Annual Report


JENIS SANKSI PELANGGARAN KODE ETIK

TYPES OF SANCTION FOR CODE OF CONDUCT VIOLATION

Bank Victoria memberikan sanksi yang tegas dan konsisten terhadap pelanggaran Pedoman Code of Conduct. Segala bentuk pelanggaran yang dapat dilakukan oleh Dewan Komisaris dan Direksi beserta sanksinya berpedoman pada Anggaran Dasar Bank dan keputusan RUPS. Sedangkan terkait pengenaan sanksi terhadap pegawai dilakukan sesuai dengan aturan kepegawaian yang berlaku.

Bank Victoria provides firm and consistent sanctions against any Code of Conduct violations. All types of violations that may be committed by the Board of Commissioners and Board of Directors and its sanctions are guided by the Bank’s Articles of Associationand GMS resolutions. In regards to the enforcement of sanctions against employees is done in accordance with applicable employment rules.

JUMLAH PELANGGARAN KODE ETIK

TOTAL OF CODE OF CONDUCT VIOLATIONS

Pelanggaran kode etik yang terdapat selama tahun 2016 yaitu:

The violation of code of conduct throughout 2016 were:

Keterangan Note

Surat Peringatan Warning Letter

Surat Teguran Reprimand Letter

Indisipliner Indisipline

3

5

GRATIFIKASI

GRATIFICATION

Sejalan dengan komitmen Bank Victoria dalam menegakkan prinsip-prinsip GCG serta nilai-nilai dari kode etik Bank, Dewan Komisaris, Direksi, Pejabat Eksekutif, Pimpinan Kantor atau pegawai Bank Victoria serta anggota keluarganya tidak diperbolehkan menerima pemberian dalam bentuk apapun, baik secara langsung maupun tidak langsung dari nasabah. Hal tersebut sesuai dengan Kode Etik Bank Victoria.

In line with Bank Victoria’s commitment to enforce GCG Principles as well as the values of the Bank’s code of conduct, Board of Commissioners, Board of Directors, Executive Officers, Office Leaders or Bank Victoria employees and members of their families is forbidden to receive gift in any form, either directly or indirectly from the customers In accordance with the Bank Victoria Code of Conduct.

PENGELOLAAN PENGENDALIAN GRATIFIKASI

GRATIFICATION CONTROL MANAGEMENT

Dewan Komisaris, Direksi, Pejabat Eksekutif, Pimpinan Kantor atau pegawai Bank Victoria serta anggota keluarganya bila mendapatkan gratifikasi/parcel dalam bentuk apapun wajib mengisi formulir penerimaan gratifikasi/parcel dan diserahkan kepada Unit Anti Fraud. Laporan yang masuk kemudian ditindak lanjuti oleh Unit Anti Fraud.

Board of Commissioners, Board of Directors, Executive Officers, Office Leaders or Victoria Bank employees and family members if getting any gratification/parcel in any form has an obligation to fill out the gratuity/parcel acceptance form and submit it to the Anti Fraud Unit. The incoming report shall be followed up by the Anti Fraud Unit.

SOSIALISASI GRATIFIKASI

GRATIFICATION SOCIALIZATION

Sosialisasi gratifikasi pada Bank Victoria dilakukan melalui sosialisasi atas kode etik yang disebarkan kepada semua karyawan Bank melalui media internal Bank yang dapat diakses oleh semua karyawan dengan mudah setiap saat.

Bank Victoria’s gratification socialization was done through code of conduct socialization that given to allof the Bank employees through the Bank’s internal media that can be accessed by all employees easily at any time.

LAPORAN GRATIFIKASI TAHUN 2016

GRATIFICATION REPORT YEAR 2016

Selama tahun 2016, terdapat 2 laporan gratifikasi yang mengadung fraud dan laporan tersebut telah ditindaklanjuti.

During 2016, there are 2 gratuity reports containing fraud and the report has been followed up.

WHISTLEBLOWING SYSTEM (WBS)

WHISTLEBLOWING SYSTEM (WBS)

Whistleblowing System (WBS) merupakan sistem yang mengelola pengaduan atau pengungkapan mengenai perilaku melawan hukum dan atau perbuatan tidak etis yang digunakan untuk mengoptimalkan peran Pengurus, Pegawai Bank dan mitra kerja dalam mengungkapkan pelanggaran yang terjadi di lingkungan Bank.

The Whistleblowing System (WBS) is a system that manages complaints or disclosures about unlawful behavior and/or unethical acts used to optimize the role of Management, Bank Officers and partners in disclosing violations occurring within the Bank.


460


PENYAMPAIAN LAPORAN PELANGGARAN

SUBMISSION OF VIOLATION REPORT

Pelanggaran meliputi banyak hal dan masalah, akan tetapi dibatasi dengan apa yang dilakukan, terjadi atau terkait dengan Bank. Beberapa jenis pelanggaran dan penyimpangan yang dapat dilaporkan berdasarkan kebijakan yang dimiliki Bank, antara lain adalah: • Semua tindakan melanggar hukum pidana (misalnya pencurian, penipuan, penggunaan narkoba, dan lain sebagainya); • Penyalahgunaan wewenang dalam melayani nasabah, debitur ataupun vendor atau pemasok lainnya (misalnya penundaan pembayaran tidak beralasan, pemerasan, dan lain sebagainya); • Pelanggaran peraturan perbankan yang diatur dalam Undang-undang No.10/1998 jo UU No.7/1992 tentang Perbankan (misalnya tidak melaksanakan prinsip kehatihatian, membuka rahasia nasabah kepada yang tidak berhak, melakukan pencatatan yang tidak benar, meminta uang atas jasa pelayanan perbankan yang dilakukan); • Pelanggaran peraturan perpajakan atau aturan pelaporan keuangan perusahaan yang tidak sesuai dengan PSAK; • Perbuatan yang dapat merugikan Bank, baik finansial maupun non-finansial, termasuk menciderai citra Bank; • Pelanggaran aturan internal (SOP), yang dapat menciderai integritas Pelaporan perusahaan, baik di bidang keuangan ataupun bidang lainnya; dan • Perbuatan yang membahayakan keselamatan dan kesehatan kerja.

Violations include many things and problems, but it will be limited to what that has been done, occurred or related to the Bank. Some types of violations and irregularities that can be reported based on the Bank’s policy, among others are:

• Violation of banking regulations stipulated in Law No. 10/1998 in conjunction with Law No. 7/1992 on Banking (eg, does not implement the prudent principle, reveals secrets to unauthorized customers, performs misleading bookeeping, ask for money on any banking services performed); • Violation of tax laws or the rules of corporate financial reporting that is not in accordance with PSAK; • Actions that can be detrimental to the Bank, both financial and non-financial, including hurting the Bank’s image; • Violation of internal rules (SOP), which can hurt the integrity of the Company’s reporting, whether in finance or other fields; and • Acts that endanger health and safety.

PENGELOLAAN WHISTLEBLOWING SYSTEM

THE WHISTLEBLOWING SYSTEM MANAGEMENT

BAGAN ALUR PELAPORAN PELANGGARAN

THE VIOLATION REPORTING FLOW CHART

Apabila pelaporan yang diterima terindikasikan pelanggaran Fraud, maka penerima laporan Tim Anti Fraud dan Direktur Utama, memberikan inisiasi kepada Tim Anti-Fraud. Sedangkan, jika Pelaporan yang diterima merupakan kategori pelanggaran non-Fraud maka Penerima laporan (Tim Anti Fraud dan Direktur Utama) akan memberikan inisiasi tindak lanjut kepada unit terkait.

If the report received indicates any Fraud violation, then the Recipient of the report in the Anti Fraud Team and the President Director shall hand the initiative to the Anti-Fraud Team. Whereas, if the Report received categorized as of a non-Fraud violation then the Recipient of the report (Anti Fraud Team and President Director) shall hand the initiative to the relevant unit.

• All actions that violated the criminal laws (eg theft, fraud, drug use, etc.); • Abuse of authority in serving customers, debtors or vendors or other suppliers (eg, unwarranted payment delay, extortion, etc.);

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Flowchart Mekanisme Pelaporan Pelanggaran Flowchart of Violation Reporting Mechanism Flowchart Pengaduan Pelanggaran Via Whistle Blower Flowchart of Violation Complaint Via Whistle Blower Tujuan Direktur Utama Addressed to President Director c.q. Anti Fraud Unit Team

1 Pengaduan Pelanggaran Reporting a Breach

Pengaduan / Reporting

- Internal Bank / Internal Bank - Eksternal Bank / External Bank Identitas dan Bukti Awal Identity and Initial Evidence

7

Jika diduga melibatkan Direksi maka cq. juga ke Dewan Komisaris If Board of Directors is suspected to be involved, then cq. Board of Commissioners Registrasi dan Pelaporan Register and Report

Tanggapan / Response

2 Verifikasi Verification

3 Pengaduan ditutup Complaint Closed

Tidak/No

Ditemukan adanya indikasi pelanggaran Indication of breach discovered

4 Ya/Yes

Klasifikasi jenis pelanggaran & Div./Unit yang berwenang Classification of type of breach & Div./Unit in charge Pelanggaran terkait SDM Divisi HCM HR-related Breach HCM Division

Pelanggaran Kode Etik Divisi Kepatuhan Breach of Code of Ethics Compliance Div.

Terkait Kejadian FRAUD Unit Anti Fraud (UAF) Relating to FRAUD Antifraud Unit

5 6 Tidak Terbukti Not Proven

Mengacu pada prosedur Divisi masing-masing Referring to the procedures in the relevant Divisions

Investigasi Investigation Dilakukan oleh Unit Anti Fraud (UAF) atau Tim Investigasi Gabungan Performed by Anti Fraud Unit, Joint Investigation Team, or 3rd-party Service

Flowchart 2 Flowchart 2

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Flowchart Mekanisme Penyelesaian Pelanggaran Flowchart of Violation Resolution Mechanism Flowchart Penyelesaian Kejadian Fraud

Flowchart of Fraud Resolution Mechanism Identifikasi / Identification Pengaduan Dugaan Fraud Fraud Alleged Reporting

Melalui: Via:

Investigasi / Investigation

Investigasi Investigation

- Register kejadian pada database - Penyiapan Standar Investigasi - Register the incident to the database - Prepares Investigation Standard

Dilakukan oleh Unit Anti Fraud (UAF) atau Tim Investigasi Gabungan Executed by the Anti Fraud Unit (UAF) or Joint Investigation Team

Cukup Bukti dan Saksi-saksi Adequacy of prove and witness

Ya

Kasus Ditutup Case Closed

Tidak/No

Terbukti Fraud? Is fraud proven?

Penyelesaian / Completion

Ya/Yes

Rapat Pleno Direksi / Komisaris (Kasus berat dan berdampak signifikan? The Board of Directors / Board of Commissioners’ Plenary Meeting (For heavy cases with significant impact)

Pengenaan Sanksi Imposing Sanction

Ya/Yes

Persiapan Pelaporan ke BI dan pihak penegak hukum Mitigasi dan kaji ulang proses internal kontrol Mitigation & review on internal control proces

Kasus Ditutup Case Closed

1. 2. 3. 1. 2. 3.

Pelaporan Lengkap Kejadian Fraud Pengamanan dan penyimpanan dokumen Transparansi hasil final penyelesaian kejadian fraud Full Report on the Fraud Incident Document safeguard and storage Transparency of the final result of fraud incident solving

Proses Hukum Legal Procceding

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MEDIA PELAPORAN

VIOLATION REPORTING MEDIA

Bank Victoria menerapkan beberapa cara mengirimkan laporan terkait dengan yang diduga terlibat dengan pelanggaran yang terjadi. Cara-cara penyampaian laporan pelanggaran tersebut adalah sebagai berikut:

Bank Victoria implements some method to send reports related to alleged violation. The methods to convey the violation report are as follows.

1. Untuk pengaduan pelanggaran yang diduga dilakukan oleh karyawan Bank, penyampaian pengaduan pelanggaran ditujukan kepada Tim Anti Fraud. Pelaporan pelanggaran dapat dilakukan secara lisan, dengan surat, email atau sms (short message services) kepada Unit Anti Fraud pada alamat sebagai berikut: • Email : [email protected] • SMS/Handphone : 08118707649

1. For complaints on violations allegedly committed by the Bank’s employees, the submission of complaints must be addressed to the Anti Fraud Team. Violations reporting can be done orally, by mail, email or sms (short message service) to the Anti Fraud Unit at the following address.

2. Untuk pengaduan pelanggaran yang diduga dilakukan oleh anggota Dewan Komisaris atau keluarganya, maka laporan ditujukankepada Direktur Utama dengan alamat email [email protected]

2. For complaints of violations allegedly committed by members of the Board of Commissioners or their families, the report must be addressed to the President Director at the following email address : unitantifrauddireksi@ victoriabank.co.id

3. Sedangkan untuk pengaduan pelanggaran yang diduga dilakukan oleh anggota Direksi atau keluarganya, laporan pengaduan ditujukan kepada Dewan Komisaris dengan dengan alamat email unitantifraudkomisaris@victoriabank. co.id

3. As for complaints of violations allegedly committed by members of the Board of Directors or their family, the reports must be addressed to the Board of Commissioners at the following email address unitantifraudewankomisaris@ victoriabank.co.id

4. Jika terlapor merupakan anggota Tim Anti Fraud maka laporan dugaan terjadinya pelanggatan dikirimkan langsung kepada Direktur Utama.

4. If reported is a member of the Anti Fraud Team then report on alleged violation must be sent directly to the President Director.

PERLINDUNGAN BAGI WHISTLEBLOWER

PROTECTION FOR THE REPORTING PARTY (WHISTLEBLOWER)

Manajemen sangat menyarankan agar identitas Pelapor/ Whistleblower dicantumkan, karena memudahkan untuk mendapatkan klarifikasi dan memudahkan Pengelola Whistle Blowing System (Tim Anti Fraud) untuk melakukan tindak lanjut investigasi pelanggaran tersebut. Kerahasiaan identitas Pelapor/ Whistleblower akan dijaga kerahasiaannya oleh Pengelola Whistle Blowing System (Tim Anti Fraud) dan dijamin oleh Direksi dan Dewan Komisaris. Identitas Pelapor/Whistleblower ini juga diperlukan untuk menyampaikan hasil tindak lanjut penanganan dugaan laporan pelanggaran yang disampaikan Pelapor/Whistleblower. Dengan demikian, Pelapor/Whistleblower dapat mengetahui bahwa hasil pelaporannya tidak sia-sia. Untuk keperluan tersebut, diharapkan setidak-tidaknya, Pelapor/Whistleblower memberikan alamat surat atau email, atau nomor telepon atau telepon genggam dalam laporannya, untuk keperluan komunikasi lebih lanjut.

The Management strongly recommends that the identity of the Reporting Party/Whistleblower must be included because it would make it easier for the Anti Fraud Team to obtain clarification and conduct follow-up investigations of such violations. The anonymity of the Reporting Party/Whistleblower will be kept confidential by the Anti Fraud Team and guaranteed by the Board of Directors and Board of Commissioners. The identity of Reporting Party/Whistleblower is also needed to convey the results of follow-up of alleged violation that submitted by the Reporting Party/Whistleblower. Accordingly, the Reporting Party/Whistleblower can know that their report will not be in vain. For this purpose, it is expected at least, the Reporting Party/ Whistleblower provide a mailing address or email, or a phone number or a cell phone in their report for the purposes of further communication.

Laporan Anonim akan tetap diterima, akan tetapi tidak disarankan karena akan mempersulit komunikasi dengan Pelapor/Whistleblower terkait tindak lanjut dugaan pelanggaran tersebut. Terhadap laporan Anonim akan diseleksi dan ditindaklanjuti berdasarkan pertimbangan:

Anonymous reports will be accepted, but it is not recommended because it would complicate communication with the Reporting Party/Whistleblower in follow-up the alleged violations. Any anonymous reports will be selected and followed up based on the following considerations:

• Email: [email protected] • SMS / Mobile Phone: 08118707649


• Tingkat potensi risiko dugaan pelanggaran yang dilaporkan; • Kredibilitas dan integritas dari substansi laporan dugaan pelanggaran; • Kemungkinan untuk memperoleh klarifikasi atau melaksanakan tindak lanjut dari terjadinya dugaan pelanggaran dari sumber-sumber lain.

464


• The level of potential risk of reported alleged violation; • The credibility and integrity on the substance of the alleged violation report; • Any possibility for clarifications or carry out follow-up of the alleged violation from other sources.

Setiap laporan yang masuk, akan ditampung dan dilakukan penyaringan. Terhadap laporan yang diyakini keakurasiannya, maka dilakukan tindaklanjut oleh penerima pelaporan. Terhadap laporan yang tidak diyakini keakurasiannya, maka akan diabaikan dan disisihkan sebagai laporan yang tidak perlu ditindaklanjuti. Terhadap Pelapor/Whistleblower, apabila pelanggaran yang dilaporkan tidak terbukti melalui penyelidikan yang dilakukan oleh Tim Anti fraud maka tidak dikenakan sanksi.

Every received report will be accommodated and going through a filtering process. For report that judged accurate, the reporting recipient will follow it up. For the report that judget not accurate, it will be ignored and set aside as reports that do not need to be follow up. For the Reporting Party/Whistleblower, if the reported violation is not proven through investigations by the Anti Fraud team, they will not be penalized.

Kepada Pelapor/Whistleblower yang beritikad baik, Bank Victoria memberikan jaminan perlindungan sebagai berikut :

For Reporting Party/Whistleblower who has good faith, Bank Victoria guaranteed protection as follows.

1. Penyediaan saluran komunikasi Pelaporan (lisan, telepon, email) yang bebas dan rahasia ataupun penyediaan Ombudsman yang independen dan rahasia. Melalui saluran komunikasi ini. Pelapor akan mendapatkan informasi tindaklanjut penanganan laporan dugaan pelanggaran yang disampaikan;

1. Provision of free and confidential Reporting communication channels (orally, phone, email) even the provision of an independent and confidential Ombudsman. Through this communication channel, the Reporting Party will get followup information on the alleged violations report;

2. Jaminan kerahasiaan identitas Pelapor, terkecuali bila jika terdapat tuntutan hukum mengharuskan identitas ini menjadi dibuka di hadapan hakim;

2. A guarantee on confidentiality of the Reporting Party identity, except where a lawsuit require this identity to be opened before the judge;

3. Perlindungan dari tindakan balasan dari si Terlapor atau organisasi yang dilaporkan, perlindungan ini dapat meliputi: • Perlindungan fisik baik terhadap diri sendiri maupun keluarganya; • Perlindungan terhadap harta benda miliknya dan milik keluarganya atas terror ataupun pembalasan yang harus dialaminya • Perlindungan administratif yang berupa penundaan kenaikan pangkat, pemecatan, pengucilan di tempat kerja, mutasi yang tidak layak, termasuk kepastian kerja danlainnya; • Perlindungan hukum, dalam proses litigasi di Pengadilan Negeri, termasuk biayanya, dan bila perlu termasuk perlindungan melalui Lembaga Perlindungan Saksi dan Korban (LPSK).

3. Protection of reprisal from the Reported Party or organization, this protection may include:

Jaminan perlindungan ini dilaksanakan oleh Tim Anti Fraud sesuai dengan mekanisme yang berlaku.

This protection guarantee is carried out by the Anti Fraud Team in accordance with existing mechanisms.

• Physical protection both against themselves and their families; • Protection against their and their family’s property of any terror or retaliation; • Administrative protection in form of promotion delay, dismissal, ostracism at work, mutations that were not feasible, including job security, etc.; • Law protection, in litigation process in the District Court, including its cost and, if necessary, including protection by the Witness and Victim Protection Agency.

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SOSIALISASI WHISTLEBLOWING SYSTEM

DISSEMINATION OF WHISTLEBLOWING SYSTEM

Pengelola Whistleblowing System bertanggung jawab untuk melakukan sosialisasi, pelaksanaan, pemantauan dan evaluasi Standar Operasional Prosedur (SOP) Whistleblowing System dengantujuan untuk memastikan sasaran yang diinginkan ini tercapai. Demi mencapai hal tersebut, Pengelola Whistleblowing System wajib melaksanakan hal-hal sebagai berikut:

The Whistleblowing System Management is responsible for dissemination, implementation, monitoring and evaluation of the Whistleblowing System Standard Operating Procedure (SOP) with the aim to ensure the desired goal is achieved. To achieve this, the Whistleblowing System Management shall carry out the following:

1. Melakukan program promosi dan sosialisasi secara ekstensif dan intensif sehingga diperoleh pemahaman yang benar terhadap pelaksanaan prosedur Whistleblowing ini;

1. Conducts promotion and dissemination programs extensively and intensively in order to obtain a correct understanding of the implementation of this Whistleblowing procedures;

2. Menyelenggarakan tata laksana organisasi sedemikian rupa sehingga kerahasiaan Pelapor tetap terjamin, tetapi laporan pelanggaran yang disampaikan juga dapat ditangani dengan baik serta terdokumentasi dengan baik;

2. Organizes organizations governance so that the Reporting Party confidentiality remain guaranteed, but reports of violations submitted can also be well handled and properly documented;

3. Melakukan laporan setiap semester kepada Direksi tentang pelaksanaan program Whistleblowing System terkait laporan dugaan pelanggaran meliputi sekurang-kurangnya;

3. Provides semiannually report to the Board of Directors on the implementation of the Whistleblowing System program with the alleged violations report include at least;

a. Apakah prosedur Whistleblowing System dapat diterapkan dengan baik dan mendapatkan sambutan yang positif dari pegawai ataupun para pemangku kepentingan lainnya?

a. Is the Whistleblowing System procedures can be well implemented and get a positive response from employees or other stakeholders?

b. Apakah prosedur Whistleblowing System cukup efektif dalam melakukan deteksi dini dan pencegahan penyimpangan ataupun pelanggaran?

b. Is Whistleblowing System procedures are effective in the early detection and prevention of any irregularities or violations?

c. Apakah terdapat suatu pola pelanggaran tertentu yang sering berulang? Apakah kira-kira penyebabnya?

c Is there a recurring specific violation pattern? What is the cause?

d. Saran perbaikan untuk meningkatkan efektifitas penerapan Whistleblowing System dalam mencapai sasaran penciptaan iklim kerja yang terbuka, tulus dan bertanggungjawab.

d Suggestion on improvements to enhance the effectiveness of Whistleblowing System in achieving the target of creating an open, honest and responsible working environment.

Sepanjang 2016, Bank Victoria telah melakukan sosialisasi Whistleblowing System di internal Bank Victoria. Kegiatan sosialisasi tersebut disampaikan kepada seluruh karyawan pada forum training, serta melalui email setiap bulan yang dikirimkan kepada seluruh karyawan Selain itu, untuk dapat menjangkau seluruh stakeholder Bank Victoria, sosialisasi Whistleblowing

Bank Victoria has conducted socialization on the Whistleblowing System internally in 2016. The socialization was delivered to all employees at tge training forums as well as via email every month sent to all employees. In addition, to be able to reach out all Bank Victoria’s stakeholders, the Whistleblowing System socialization also conducted through the Bank’s website and various media,

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System juga dilakukan melalui website Bank dan berbagai media, seperti buletin internal, poster, sosialisasi etika maupun presentasi langsung kepada unit kerja terkait.

such as internal newsletters, posters, socialization ethics and presentations directly related to the work unit.

JENIS PELANGGARAN DILAPORKAN

DAPAT

TYPES OF VIOLATIONS THAT CAN BE REPORTED

Pelanggaran meliputi banyak hal dan masalah, akan tetapi dibatasi dengan apa yang dilakukan, terjadi atau terkait dengan Bank. Berikut disampaikan beberapa jenis pelanggaran dan penyimpangan yang dapat dilaporkan berdasarkan kebijakan ini, antara lain adalah:

Violations include many things and problems, but it will be limited to what that has been done, occurred or related to the Bank. Some types of violations and irregularities that can be reported based on the Bank’s policy, among others are:

1. Semua tindakan melanggar hukum pidana (misalnya pencurian, penipuan, penggunaan narkoba, dan lain sebagainya).

1. All actions that violated the criminal laws (eg theft, fraud, drug use, etc.);

2. Penyalahgunaan wewenang dalam melayani nasabah, debitur ataupun vendor atau pemasok lainnya (misalnya penundaan pembayaran tidak beralasan, pemerasan, dan lain sebagainya).

2. Abuse of authority in serving customers, debtors or vendors or other suppliers (eg, unwarranted payment delay, extortion, etc.);

3. Pelanggaran peraturan perbankan yang diatur dalam Undang-undang No.10/1998 jo UU No.7/1992 tentang Perbankan (misalnya tidak melaksanakan prinsip kehatihatian, membuka rahasia nasabah kepada yang tidak berhak, melakukan pencatatan yang tidak benar, meminta uang atas jasa pelayanan perbankan yang dilakukan).

3. Violation of banking regulations stipulated in Law No. 10/1998 in conjunction with Law No. 7/1992 on Banking (eg, does not implement the prudent principle, reveals secrets to unauthorized customers, performs misleading bookeeping, ask for money on any banking services performed);

4. Pelanggaran peraturan perpajakan atau aturan pelaporan keuangan perusahaan yang tidak sesuai dengan PSAK.

4. Violation of tax laws or the rules of corporate financial reporting that is not in accordance with PSAK;

5. Perbuatan yang dapat merugikan Bank, baik finansial maupun non-finansial, termasuk menciderai citra Bank.

5. Actions that can be detrimental to the Bank, both financial and non-financial, including hurting the Bank’s image;

6. Pelanggaran aturan internal (SOP), yang dapat menciderai integritas Pelaporan perusahaan, baik di bidang keuangan ataupun bidang lainnya.

6. Violation of internal rules (SOP), which can hurt the integrity of the Company’s reporting, whether in finance or other fields; and

7. Perbuatan yang membahayakan keselamatan dan kesehatan kerja.

7. Acts that endanger health and safety.

Daftar di atas bukanlah daftar yang komprehensif tetapi lebih merupakan contoh perbuatan-perbuatan yang dapat dilaporkan, terutama berkepentingan dengan potensi risiko yang dapat merugikan nasabah Bank, Pegawai Bank, publik, serta para pemangku kepentingan lainnya.

The above list is not a comprehensive list but rather an example of actions that can be reported, particularly with the potential risks that could harm the Bank’s customers, employees, public, and other stakeholders.

YANG

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2016 Annual Report


LAPORAN WHISTLEBLOWING SYSTEM 2016

WHISTLEBLOWING SYSTEM REPORT FOR 2016

Selama tahun 2016, tidak terdapat laporan atas whistleblowing system.

Throughout 2016, Bank Victoria dod not receive any reports related to whistleblowing.

PENYIMPANGAN INTERNAL

INTERNAL FRAUD

Efektivitas pelaksanaan audit juga terlihat dari tidak terdapatnya penyimpangan internal di 2016

Effectiveness of the audit is also seen from the lack of internal fraud in 2016.

Jumlah kasus yang dilakukan oleh / Number of Cases Perpetrated by Internal Fraud dalam 1 Tahun Internal Fraud in 1 year

Pengurus Management Tahun 2016 Year 2016

.

Pegawai Tetap Permanent Employee

Pegawai Tidak Tetap Contract Employee

Tahun 2015 Year 2015





Total fraud / Total fraud

NIHIL / None

NIHIL / None

4

3

NIHIL / None

NIHIL / None

Telah diselesaikan / Resolved

NIHIL / None

NIHIL / None

4

3

NIHIL / None

NIHIL / None

Dalam proses penyelesaian di internal Bank / Under the Bank’s internal settlement process

NIHIL / None

NIHIL / None

NIHIL / None

NIHIL / None

NIHIL / None

NIHIL / None

Belum diupayakan penyelesaiannya Settlement required

NIHIL / None

NIHIL / None

NIHIL / None

NIHIL / None

NIHIL / None

NIHIL / None

Telah ditindaklanjuti melalui proses hukum / Followed up through a legal process

NIHIL / None

NIHIL / None

NIHIL / None

NIHIL / None

NIHIL / None

NIHIL / None


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Laporan Tahunan Perusahaan Corporate Governance

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