Maintaining a Prudent Bank

Menjaga Kehati-hatian Bank

Maintaining a Prudent Bank

Pertumbuhan bisnis harus diimbangi dengan kemampuan bank untuk melaksanakan tata kelola perusahaan yang baik. Business growth must be balanced with the ability of bank to implement good corporate governance.

Elevating Sustainable Value

Bank OCBC NISP realized to become ‘Your Partner for Life’, business growth must be balanced with the ability of the Bank to implement good corporate governance. Both are requirements to achieve steady and sustainable business. At Bank OCBC NISP, the governance implemented by the management and all employees as part of corporate culture.

Tata Kelola sebagai Fondasi Pertumbuhan

Good Governance as the Foundation to Grow

Sosialisasi & Implementasi/ Socialization & Implementation

Monitoring & Evaluasi/ Monitoring & Evaluation

Implementasi Berkesinambungan/ Continuous Implementation

Phase 4 1. Pertumbuhan yang berkelanjutan. 2. Tata Kelola Perusahaan yang Baik sebagai budaya. 3. Warga masyarakat terhormat. 4. Bisnis yang berkelanjutan. 5. Menciptakan nilai tambah bagi para pemangku kepentingan. 6. Pelayanan Prima. 7. Perusahaan sangat bernilai. 8. Perusahaan sangat terpercaya. 9. Perusahaan yang memiliki integritas, etika dan tanggung jawab.

Phase 1 1. Establishing Good Corporate Governance commitment. 2. Building integrated Governance Structure and Governance Process. 3. Developing adequate Good Corporate Governance infrastructure (system, policy and procedure). 4. Building Corporate Culture and Code of Conduct.

Phase 2 1. Understanding the scope of Corporate Governance. 2. Acquire Knowledge. 3. GCG awareness, understanding and ownership. 4. Corporate culture and code of conduct reinforcement. 5. Active role of top management. 6. Optimizing the role of supporting organs, as follow: • Risk management and internal control system. • Compliance Unit. • Internal and external audit. • Corporate Secretary. 7. Corporate Communication. 8. Developing Good Corporate Governance tools.

Phase 3 1. Define and Implement Key Process. 2. Good Corporate Governance Assessment. 3. Good Corporate Governance Implementation and Monitoring. 4. Corporate performance evaluation. 5. Good Corporate Governance system, policy and procedure update and improvement.

Phase 4 1. Sustainable Growth. 2. Good Corporate Governance as a Culture. 3. Good Corporate Citizen. 4. Business Sustainability. 5. Generating added value for stakeholders. 6. Service Excellent. 7. Most Valuable Company. 8. Most Trusted Company. 9. Company with integrity, ethics and responsibility.

Tata Kelola Corporate Governance

Phase 3 1. Menetapkan & mengimplementasikan proses kunci. 2. Penilaian Tata Kelola Perusahaan yang Baik. 3. Penerapan dan pemantauan Tata Kelola Perusahaan yang Baik. 4. Evaluasi Kinerja Perusahaan. 5. Pembaharuan dan perbaikan sistem, kebijakan dan prosedur Tata Kelola Perusahaan yang Baik.

Kinerja Lingkungan Environmental Performance

Phase 2 1. Pemahaman atas cakupan Tata Kelola Perusahaan. 2. Pengumpulan pengetahuan. 3. Awareness, understanding dan ownership GCG. 4. Penguatan Budaya perusahaan dan Kode Etik. 5. Peran aktif Manajemen Puncak. 6. Optimalisasi peran organ pendukung perusahaan seperti: • Manajemen Risiko dan Sistem Pengendalian Internal. • Unit Compliance. • Internal dan Eksternal Audit. • Sekretaris Perusahaan. 7. Corporate Communication. 8. Membangun sarana Tata Kelola Perusahaan yang Baik.

Sumber Daya Manusia Human Resources

Phase 1 1. Membangun komitmen pelaksanaan Tata Kelola Perusahaan yang Baik. 2. Membangun Struktur dan Proses Tata Kelola yang Terintegrasi. 3. Membangun infrastuktur Tata Kelola Perusahaan yang Baik yang mencukupi (sistem, kebijakan dan prosedur). 4. Menyusun Budaya Perusahaan dan Kode Etik.

Kinerja Social Social Performance

Formulasi & Skema/ Formulation & Scheming

To implement good corporate governance, we develop and execute standards of governance based on the laws that apply in Indonesia and governance standards developed by OCBC Bank - Singapore, as the majority shareholder of Bank OCBC NISP, as well as Good Corporate Governance (GCG) best practice. For this purpose, the Bank has already set the Roadmap stages as the chart below.

Kinerja Ekonomi Economic Performance

Untuk menerapkan tata kelola perusahaan yang baik, kami melaksanakan dan mengembangkan standar tata kelola berdasarkan peraturan perundangan yang berlaku di Indonesia dan standar tata kelola yang dikembangkan oleh OCBC Bank – Singapura, sebagai pemegang saham mayoritas Bank OCBC NISP, serta praktik terbaik Tata Kelola Perusahaan yang berlaku. Untuk keperluan ini, Bank OCBC NISP telah menentukan tahapan Roadmap GCG seperti bagan di bawah ini.

Laporan dari Manajemen Report from Management

Bank OCBC NISP menyadari untuk menjadi ‘Your partner for Life’, pertumbuhan bisnis harus diimbangi dengan kemampuan Bank untuk melaksanakan tata kelola perusahaan yang baik. Keduanya merupakan syarat untuk pertumbuhan Bank yang sehat dan berkelanjutan. Di Bank OCBC NISP, tata kelola diterapkan oleh jajaran manajemen dan seluruh karyawan Bank sebagai sebuah budaya perusahaan.

98

OCBC NISP Laporan Berkelanjutan 2014

Pengembangan dan pencapaian Tata Kelola Bank OCBC NISP 2014 antara lain: 1. Merumuskan pedoman umum penerapan GCG di Bank OCBC NISP. 2. Melakukan penyempurnaan terhadap : • Kebijakan Kepatuhan. • Pedoman dan tata tertib kerja Dewan Komisaris. • Pedoman dan tata tertib kerja Direksi. • Pedoman dan tata tertib kerja Komite Remunerasi dan Nominasi. • Pedoman dan tata tertib kerja Komite Pemantau Risiko. • Prosedur Penetapan Calon Anggota Dewan Komisaris Dan Direksi Dan Komite Level Komisaris. 3. Meraih peringkat ke 2 kategori Private Financial Listed pada Annual Report Award (ARA). 4. Meraih penghargaan Platinum Award pada Vision Award - Annual Report 2013 Competition dari League of American Communication Professionals (LACP), Florida, USA. 5. Meraih penghargaan sebagai “Perusahaan Sangat Terpercaya” pada Corporate Governance Perception Index (CGPI) Award dari Indonesian Institute for Corporate Governance (IIGC). 6. Meraih penghargaan sebagai “Best Responsibility of The Board” dari Indonesian Institute for Corporate Directorship (IICD). 7. Sebagai Top 10 Emiten dengan skor Corporate Governance Tertinggi Berdasarkan Asean Corporate Governance Scorecard (Asean CG Scorecard).

Improvement and achievement of Bank OCBC NISP Good Corporate Governance in 2014 among others: 1. Formulate Bank OCBC NISP GCG guidelines. 2. Develop improvements on: • Compliance Policy. • Guidelines and code of conduct of the Board of Commissioners. • Guidelines and code of conduct of Board of Directors. • Guidelines and code of conduct of the Remuneration and Nomination Committee. • Guidelines and code of conduct of the Risk Monitoring Committee. • Determination of Procedure on Candidates for the Board of Commissioners and Board of Directors and Committees at the Commissioners Level. 3. Achieved the 2nd Winner for Private Financial Listed category of Annual Report Award (ARA). 4. Awarded the Platinum Award in Vision Award-Annual Report 2013 Competition of the League of American Communications Professionals (LACP), Florida, USA. 5. Awarded as “Most Trusted Company” on Corporate Governance Perception Index (CGPI) Award from the Indonesian Institute for Corporate Governance (IIGC). 6. Awarded as “Best Responsibility of The Board” from Indonesian Institute for Corporate Directorship (IICD). 7. Awarded as Top 10 Public Company with the highest score of Corporate Governance based on Asean Corporate Governance Scorecard (Asean CG Scorecard).

Struktur Tata Kelola Bank OCBC NISP

Governance Structure of Bank OCBC NISP

Sebagai sebuah bank umum di Indonesia, Bank OCBC NISP tunduk dan patuh pada ketentuan peraturan dan perundangan yang berlaku, yaitu Undang-undang Pasar Modal dan Bursa, Undang-undang Perseroan Terbatas, peraturan Bank Indonesia, Otoritas Jasa Keuangan, Bapepam-LK, ketentuan dalam Anggaran Dasar Perusahaan, serta praktek terbaik global yang diberlakukan di Bank OCBC NISP.

As a commercial bank in Indonesia, Bank OCBC NISP subject to and comply with the provisions of applicable laws and regulations, the Capital Market Law and Stock, Limited Liability Company Act, the regulations of Bank Indonesia, the Financial Services Authority, BapepamLK, the Articles of Association of the Company, as well as global best practices applied in Bank OCBC NISP.

[G4-34]

[G4-34]

Bank OCBC NISP Good Corporate Governance Structure is described on bellow:

STRUKTUR TATA KELOLA | GOOD CORPORATE GOVERNANCE STRUCTURE ORGAN UTAMA | MAIN ORGANS

RUPS | GMS

DIREKSI BOARD OF DIRECTORS

KOMITE AUDIT AUDIT COMMITTEE KOMITE PEMANTAU RISIKO RISK MONITORING COMMITTEE KOMITE NOMINASI & REMUNERASI NOMINATION & REMUNERATION COMMITTEE KOMITE MANAJEMEN RISIKO BOARD RISK COMMITTEE KOMITE MANAJEMEN RISIKO KREDIT CREDIT RISK MANAGEMENT COMMITTEE

Auditor Independen Independent Auditor

MANAJEMEN RISIKO RISK MANAGEMENT

KEPATUHAN COMPLIANCE

SEKRETARIS PERUSAHAAN CORPORATE SECRETARY

UNIT INDEPENDEN | INDEPENDENT UNIT

KOMITE MANAJEMEN RISIKO PASAR MARKET RISK MANAGEMENT COMMITTEE KOMITE ASET & LIABILITIES (ALCO) ASSET LIABILITIES COMMITTEE (ALCO) KOMITE FRAUD | FRAUD COMMITTEE KOMITE MANAJEMEN RISIKO OPERASIONAL OPERATIONAL RISK COMMITTEE KOMITE HUMAN CAPITAL HUMAN CAPITAL COMMITTEE KOMITE PENGARAH TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY STEERING COMMITTEE KOMITE NETWORK NETWORK COMMITTEE


AUDIT INTERNAL INTERNAL AUDIT


DEWAN KOMISARIS BOARD OF COMMISSIONERS


Struktur Tata Kelola Bank OCBC NISP dapat digambarkan pada bagan dibawah ini:

99


OCBC NISP 2014 Sustainability Report

KOMITE HARGA PRICE COMMITTEE

The Board of Directors of Bank OCBC NISP is responsible for managing and developing the governance of Bank OCBC NISP, ensuring business continuity in the Bank, and to apply the prudential principle to all stakeholders.

Pemilihan dan pengangkatan Direksi Bank OCBC NISP telah memenuhi komposisi, kriteria, dan independensi Direksi sesuai dengan ketentuan Bank Indonesia. Penunjukan keanggotaan Dewan Komisaris dan Direksi dilakukan oleh Komite Remunerasi dan Nominasi untuk kemudian diajukan untuk Penilaian Kemampuan dan

Selection and appointment of the Board of Directors of Bank OCBC NISP has met the composition, criteria, and the independence of the Board of Directors in accordance with Bank Indonesia. Appointment of the Board of Commissioners and Board of Directors membership made by the Remuneration and Nomination Committee


Direksi Bank OCBC NISP bertanggung jawab untuk mengelola dan mengembangkan tata kelola Bank OCBC NISP, menjamin keberlangsungan usaha Bank, serta menerapkan prinsip kehati-hatian untuk seluruh pemangku kepentingan.


The highest governance bodies of Bank OCBC NISP include the General Meeting of Shareholders, the Board of Commissioners and Board of Directors. The General Meeting of Shareholders (GMS) is the highest organ of authority that is not delegated to the Board of Commissioners and Board of Directors. Board of Commissioners to supervise and provide independent advice to the Board of Directors related to the implementation of the Bank’s management conducted by Board of Directors. [G4-37]


Badan tata kelola tertinggi Bank OCBC NISP meliputi Rapat Umum Pemegang Saham, Dewan Komisaris dan Direksi. Rapat Umum Pemegang Saham (RUPS) merupakan organ tertinggi yang memiliki wewenang yang tidak dilimpahkan kepada Dewan Komisaris dan Direksi. Dewan Komisaris melakukan pengawasan dan memberikan saran independen kepada Direksi terkait dengan pelaksanaan pengelolaan Bank yang dilakukan Direksi. [G4-37]

100 OCBC NISP Laporan Berkelanjutan 2014

Kepatutan serta ijin dari Bank Indonesia. Keanggotaan Dewan Komisaris dan Direksi ditetapkan oleh Rapat Umum Pemegang Saham.

to be submitted for the Fit and Proper Test and approval from Bank Indonesia. Membership of the Board of Commissioners and Board of Directors are approved at the General Meeting of Shareholders.

Susunan Dewan Komisaris dan Direksi Bank OCBC NISP per 31 Desember 2014 adalah sebagai berikut: [G4-38] [G4-LA12]

The composition of the Board of Commissioners and the Board of Directors are as follows: [G4-38] [G4-LA12]

Dewan Komisaris Presiden Komisaris

Nama / Name

Board of Commissioners

Pramukti Surjaudaja

Wakil Presiden Komisaris (Komisaris Independen) Komisaris (Komisaris Independen)

Chairman

Peter Eko Sutioso

Deputy Chairman (Independent Commissioner)

Roy Athanas Karaoglan

Komisaris

Commissioner (Independent Commissioner)

Samuel Nag Tsien

Komisaris (Komisaris Independen) Komisaris

Commissioner

Jusuf Halim

Commissioner (Independent Commissioner)

Lai Teck Poh (Dua Teck Poh)

Komisaris (Komisaris Independen)

Kwan Chiew Choi

Komisaris

Commissioner Commissioner (Independent Commissioner)

Hardi Juganda Direksi

Commissioner

Nama / Name

Board of Directors

Presiden Direktur & CEO

Parwati Surjaudaja

President Director & CEO

Wakil Presiden Direktur

Na Wu Beng1)

Deputy President Director

Direktur

Yogadharma Ratnapalasari

Managing Director

Direktur

Rama Pranata Kusumaputra

Managing Director

Direktur

Emilya Tjahjadi

Managing Director

Direktur (Direktur Independen)

Hartati

Managing Director (Independent Director)

Direktur

Martin Widjaja

Managing Director

Direktur

Andrae Krishnawan W.

Managing Director

Direktur

Johannes Husin

Managing Director

Direktur

Low Seh Kiat

Direktur

Joseph Chan Fook Onn

Managing Director 2)

1. Efektif mengundurkan diri sebagai Wakil Presiden Direktur pada tanggal 15 Agustus 2014 2. Efektif menjabat sebagai Direktur pada tanggal 2 September 2014

Managing Director 1. Resigned as Deputy President Director effective since August 15, 2014 2. Serving as Director effective since September 2, 2014

Dewan Komisaris

Board of Commissioners

Komisaris Independen

4

–

Independent Commissioners

Jumlah (orang)

8

–

Number (of person)

Usia 30-50 tahun

–

–

Age 30-50 years old

Usia >50 tahun

8

–

Age <50 years old

Kewarganegaraan Indonesia

4

–

Indonesian Citizen

Kewarganegaraan Asing

4

–

Non Indonesian Citizen

Board of Directors

Jumlah (orang)

8*

3

Number (of person)

Usia 30-50 tahun

5

3

Age 30-50 years old

Usia >50 tahun

3*

–

Age >50 years old

Kewarganegaraan Indonesia

5

3

Indonesian Citizen

Kewarganegaraan Asing

3*

–

Non Indonesian Citizen

* Salah satu Direktur yaitu Na Wu Beng mengundurkan diri efektif 15 Agustus 2014.

* 1 (one) of Director, Na Wu Beng resigned effective since August 15, 2014.

2.

3.

Pramukti Surjaudaja Presiden Komisaris Chairman Peter Eko Sutioso

Roy Athanas Karaoglan

Samuel Nag Tsien

6. Lai Teck Poh (Dua Teck Poh) 7.

Kwan Chiew Choi

8.

Hardi Juganda

Komite Audit Audit Committee –

Wakil Presiden Komisaris – Komisaris Independen Deputy Chairman – Independent Commissioner

Anggota Member

Komisaris Independen Independent Commissioner

Ketua Chairman


Komisaris Commissioner

–

–


–


–


–

Komite Pemantau Risiko Risk Monitoring Committee Anggota Member

Komite Remunerasi dan Nominasi Remuneration and Nomination Committee Anggota Member

–

Anggota Member

Anggota Member

Ketua Chairman

Anggota Member

Anggota Member

Ketua Chairman

–

–

Anggota Member

–

–

–


4. Jusuf Halim 5.

Jabatan di Bank OCBC NISP Position at Bank OCBC NISP

Komite di bawah Dewan Komisaris Committee under Board of Commissioners


1.

Nama Name

Structure of Committees Responsible to the Board of Commissioners


Struktur Komite yang bertanggung jawab kepada Dewan Komisaris

No


Direksi

101



– Kinerja Lingkungan Environmental Performance Tata Kelola Corporate Governance

102


Struktur Komite yang bertanggung jawab kepada Dewan Direksi

No

Nama Name

Jabatan di Bank OCBC NISP Position at Bank OCBC NISP

Structure of Committees Responsible to the Board of Directors

Komite di bawah Direksi Committees under Board of Directors

Komite Manajemen Risiko Board Risk Committee

Komite Komite ManaManajemen jemen Risiko Risiko Pasar Kredit Market Credit Risk Risk ManageManagement ment CommitCommittee tee

Komite Asset and Liabilities Assets and Liabilities Committee (ALCO)

Komite Manajemen Risiko Operasional Operational Risk Management Committee

Ketua Chairman

Ketua Chairman

-

Ketua Chairman

-

Ketua Chairman

Anggota Member

Anggota Member

Komite Pengarah Teknologi Informasi Information Technology Steering Committee

Komite Human Capital Human Capital Committee

Komite Network Network Committee

Komite Harga Price Committee

Ketua Chairman

Ketua Chairman

Ketua Chairman

-

-

-

Wakil Ketua Deputy Chairman


-

Anggota Member

Anggota Member

Anggota Member

-

Komite Fraud Fraud Committee

Parwati Surjaudaja

Presiden Direktur & CEO President Director & CEO

Na Wu Beng1)

Wakil Presiden Direktur Deputy President Director

-

3.

Yogadharma Ratnapalasari

Direktur Managing Director


-

Anggota Perencanaan Member of Planning

4.

Rama Pranata Kusumaputra


-


-

-

-

-

-

5.

Emilya Tjahjadi


-

-

-

-

-

-

-

6.

Hartati


Anggota dengan hak suara Member with voting right

-

Anggota Member

Anggota Member

Anggota Member

Ketua Chairman

7.

Martin Widjaja


-

-

-

-

-

-

-

8.

Andrae Krishnawan W.


-

-

-

-

-

Anggota Member

-

9.

Johannes Husin



-

-

-

-

-

-

10.

Low Seh Kiat


-

-

-

-

-

Anggota Member

-

11.

Thomas Arifin2)


-


Anggota Member

-

Joseph Chan Fook3)


-

12.

Ketua Chairman

-

-

-

1.

2.






Ketua Chairman



1. Efektif mengundurkan diri sebagai Wakil Presiden Direktur pada tanggal 15 Agustus 2014 | Resigned as Deputy President Director effective since August 15, 2014 2. Berakhir masa jabatan sebagai Direktur pada tanggal 7 April 2014 | Term of Office as Director end since April 7, 2014 3. Efektif menjabat sebagai Direktur pada 2 September 2014 | Serving as Director effective since September 2, 2014

103

Bank OCBC NISP implements 7 main principles for risk management: 1. Risk appetite set at the top. 2. Effective Risk Framework and Organization. 3. Integrated risk approach. 4. Business lines will be accountable for the risk taken. 5. Risk will be evaluated quantitatively, together with appropriate qualitative analysis and stress testing. 6. Risk assessments will be independently reviewed. 7. Contingency plans will be established to ensure resiliency against potential crises or unexpected events.


Strategi New Horizon Risk Management Bank OCBC NISP New Horizons Strategy of Bank OCBC NISP Risk Management Stage III - NEW HORIZONS STRATEGY

Phase I

Membangun Landasan dan Kerangka Kerja Build Foundation & Framework

Kemampuan dan Arsitektur Manajemen Risiko

• • • •

Phase II

Menetapkan Kedalaman dan Jarak Establish Depth & Distance

2014-2015 Phase III

Menciptakan Sinergi Untuk Masa Depan Crafting Synergies for the Future

• Pendekatan “Enterprise Risk Management” pada seluruh fungsi • Mendorong efisiensi modal dan likuiditas

• Common Enterprise Risk Management approach across functions • Driving capital and liquidity efficiency

Organisasi/sumber daya manusia manajemen risiko Analisa risiko dan pelaporan manajemen Perbaikan dan rasionalisasi kinerja dan produktivitas Kemampuan pengelolaan risiko secara geografis

• Risk management organization/human capital • Risk analytics and management reporting • Performance & productivity rationalization and improvements • Risk management capabilities geographically

Menjadi Bank dengan Pengelolaan Risiko terbaik di Indonesia To be The Best Risk House in Indonesia

Untuk mencapai: Pengelolaan, pengukuran, pemantauan, analisis, dan pelaporan manajemen risiko secara tepat waktu, komprehensif, holistik, dan terintegrasi.

To deliver: Timely, comprehensive, holistic, integrated enterprise wide risk management, measurement, monitoring, analytics and reporting.


Risk Management Architecture and Capability

2012-2013


2011-2012


Bank OCBC NISP menerapkan 7 prinsip utama untuk manajemen risiko: 1. Risk appetite set at the top. 2. Framework dan organisasi manajemen risiko yang efektif. 3. Pendekatan risiko yang integratif. 4. Unit Bisnis bertanggung jawab atas risiko yang diambil. 5. Risiko-risiko akan dievaluasi secara kuantitatif, bersamaan dengan analisa kualitatif dan stress testing yang sesuai. 6. Risk Assesment akan dikaji secara independen. 7. Contigency Plan dibuat untuk meyakinkan adanya kemampuan menghadapi potensi krisis atau kejadian-kejadian yang tidak diharapkan.

Bank is a financial institution that operates in a regulated environment, function as an intermediary institution. Banking activities and transactions can affect the stability of the economy, such as the national banking industry experienced in the past. The core of risk management is to manage the prudential principles in ensuring the qualified asset growth for Bank OCBC NISP. Therefore we have risk management strategies that involved the Board of Commissioners, the Board of Directors, Division Heads of business unit and supporting units until the frontliner, so that risks can be managed in line with the latest regulations and requirements.


Risk Management [G4-14]

Bank adalah lembaga keuangan yang diatur ketat oleh Regulator yang berfungsi sebagai lembaga intermediasi. Aktivitas dan transaksi perbankan dapat mempengaruhi kestabilan ekonomi, seperti yang pernah dialami perbankan nasional di masa lalu. Inti dari manajemen risiko adalah pengelolaan prinsip kehati-hatian dalam menjamin pertumbuhan aset yang berkualitas bagi Bank OCBC NISP. Oleh karenanya kami memiliki strategi manajemen risiko yang melibatkan Dewan Komisaris, Direksi, Division Head, baik dari unit bisnis maupun unit pendukung bisnis hingga frontliner, sehingga risiko-risiko dapat dikelola sejalan dengan peraturan dan persyaratan terkini.


Manajemen Risiko [G4-14]




New Horizon Strategy adalah cetak biru Bank OCBC NISP untuk memperkuat fungsi pengelolaan risiko untuk mencapai visi ‘To be the best risk house in Indonesia’. Pada 2014, Bank OCBC NISP telah memasuki fase-3 ‘Crafting Synergies for the future’ di mana tercapainya sinergi antara unit bisnis yang mengambil risiko dengan unit pendukung bersama unit manajemen risiko sebagai unit pemantau dan pengelola risiko.

New Horizon Strategy is a blueprint of Bank OCBC NISP to strengthen the risk management functions to achieve the vision ‘To be the best risk-house in Indonesia’. In 2014, Bank OCBC NISP has entered the phase-3 ‘Crafting Synergies for the future’ in which the achievement of synergies between business line as risk-taking units with supporting units and risk management unit as risk monitoring and managing units.

Pada Unit Usaha Syariah, penerapan manajemen risiko dilakukan terhadap seluruh kegiatan usaha UUS yang merupakan satu kesatuan dengan penerapan manajemen risiko pada Bank. Penerapannya melibatkan semua unsur Bank, termasuk Direksi dengan pengawasan aktif Dewan Komisaris dan dilengkapi oleh pengawasan dari Dewan Pengawas Syariah (DPS).

In Sharia Business Unit, the application of risk management is implemented for all UUS business activities, which is integrated with the implementation of risk management in the Bank. The implementation involves all elements of the Bank, including the Board of Directors with active supervision of the Board of Commissioners and completed by the supervision of the Sharia Supervisory Board (SSB).

Risk appetite merupakan tingkat keseluruhan eksposure risiko yang telah dipersiapkan untuk dihadapi dan selalu dimonitor pemenuhannya. Risk appetite secara berkala akan ditinjau kembali kesesuaiannya dengan kondisi bisnis, perkembangan Bank dan peraturan-peraturan yang ada. Risk appetite secara keseluruhan disetujui oleh Dewan Komisaris atas rekomendasi dari Presiden Direktur dan Komite Manajemen Risiko. Pengelolaan risiko perbankan ditujukan untuk mencapai strategi dan risk appetite Bank yang telah ditetapkan.

Risk appetite is the overall level of acceptable risk exposure that the bank has set and is constantly monitored for compliance. Risk appetite is reviewed periodically against the business conditions, development of the Bank and existing regulations. Overall risk appetite is approved by the Board of Commissioners based on the recommendation of the President Director and Board Risk Committee. The risk management strategy is intended to achieve the Bank’s risk appetite that has been set.

Pengelolaan risiko dilakukan oleh Bank OCBC NISP secara terus-menerus dan berkesinambungan dengan meningkatkan empat pilar utama yaitu: Organization Structure & Human Capital, Policy & Procedure, System & Data Development & Maintenance, dan Methodology, Approach, Model & Risk Analytics. Penerapan empat pilar ini dimaksudkan agar Bank memiliki acuan yang jelas dalam mengidentifikasi, mengukur, memantau, dan mengendalikan risiko.

Risk management is implemented by Bank OCBC NISP continuously and sustainably by improving four main pillars, namely: Organization Structure & Human Capital, Policy & Procedure, Systems & Data Development & Maintenance, and Methodology, Approach, Model & Risk Analytics. The implementation of the four pillars is intended to provide the Bank with a clear reference to identify, measure, monitor, and control risk.

Three Lines of Defense

Three Lines of Defense

Manajemen risiko merupakan tanggung jawab bersama seluruh karyawan dan kesadaran akan risiko (risk awareness) sudah menjadi bagian tak terpisahkan dari budaya Bank. Bank OCBC NISP menerapkan pendekatan three lines of defense untuk mengelola risiko secara komprehensif dan berlapis.

Risk management is a shared responsibility of all employees and risk awareness has become an integral part of the culture of the Bank. Bank OCBC NISP implements three lines of defense approach to manage risk in a comprehensive and layered.

105

THIRD LINE OF DEFENSE

Dilaksanakan oleh manajemen puncak, seluruh unit bisnis (frontline businesses), dan seluruh unit pendukung (supports) yang mengembangkan usaha dengan tetap mempertimbangkan aspek kontrol risiko dalam setiap pengambilan keputusan.

Dilaksanakan unit kerja manajemen risiko dan unit kerja kepatuhan yang berfungsi mengelola risiko secara independen.

Dilaksanakan oleh unit kerja audit internal yang memeriksa risk assurance dan melakukan pengawasan serta evaluasi secara berkala.

Implemented by top management, all business units (frontline businesses), and the entire unit support (supports) that develop business by considering aspects of risk control in every decision.

Implemented by risk management units and compliance unit that manage the risk independently.

Implemented by the internal audit unit that checks the risk assurance and monitoring and evaluation on a regular basis.

BOC AUDIT COMMITTEE

BOC RISK MONITORING COMMITTEE

BOARD OF DIRECTORS

Board of Director Board Risk Committee

Operational Risk Management Committee

COMPLIANCE

ENTERPRISE POLICY & PORTFOLIO MGT

OPERATIONAL RISK MANAGEMENT

Credit Risk Management Committee

Credit Approval Committees

Special Provision Committee

ALCO

Market Risk Management Committee

RISK MANAGEMENT GROUP

CONSUMER CREDIT RISK MANAGEMENT

COMMERCIAL CREDIT RISK MANAGEMENT

CORPORATE CREDIT RISK MANAGEMENT

ASSET RECOVERY MANAGEMENT

MARKET & LIQUIDITY RISK MANAGEMENT

Risiko Utama Perbankan

The Main Risks Of Banking

• Credit Risk: Business Unit and Credit Risk Management Unit conduct an emerging risk assessment and by paying attention to the Bank’s current economic conditions and perform the monthly stress testing to practice the ability to anticipate potential risks that might occur in a stressed condition • Market Risk: The Bank sets various limits in accordance to the risk appetite in the trading book as well as the risk in banking book (IRRBB) exposure and calculates the Capital Adequacy Ratio (CAR) using Standard Method as per the guidelines.


• Risiko Kredit: Unit Bisnis dan Unit Credit Risk Management melakukan emerging risk assessment dan memperhatikan kondisi ekonomi terkini Bank dan melakukan stress testing bulanan untuk melatih kemampuan dalam mengantisipasi potensi risiko yang mungkin terjadi dalam keadaan buruk (stressed condition). • Risiko Pasar: Bank menetapkan berbagai limit yang sesuai dengan risk appetite di trading book dan juga di banking book (IRRBB) serta menghitung Kewajiban Penyediaan Modal Minimum (KPMM) dengan menggunakan Metode Standar sesuai pedoman.


Struktur Organisasi Manajemen Risiko. Risk Management Organization Structure.


INTERNAL AUDIT

Fraud Committee


Board of Commissioners Risk Monitoring Committee

BOARD OF COMMISSIONERS


SECOND LINE OF DEFENSE


FIRST LINE OF DEFENSE




• Risiko Aset dan Liabilitas: Pelaksanaan manajemen risiko likuiditas dan risiko suku bunga dalam banking book (IRRBB) dilaksanakan berdasarkan Asset and Liability Management Framework, Liquidity Management Policy, dan Structural IRR Management Policy yang disusun dan dikaji secara berkala. • Risiko Operasional: Risiko operasional dapat timbul akibat dari ketidakcukupan atau kegagalan proses internal, kesalahan manusia, kegagalan sistem, atau kejadian eksternal. Pengelolaan risiko operasional dilakukan melalui proses: risk identification, risk assessment, risk evaluation treatment dan risk monitoring dan reporting. • Risiko Hukum: Pengelolaan Risiko Hukum dilakukan dengan cara mengidentifikasi dan melakukan pengendalian atas Risiko Hukum yang melekat dalam produk/aktivitas Bank serta rencana produk/ aktivitas baru sehingga bisnis Bank dapat tumbuh tidak menyimpang dari peraturan yang berlaku. Bank memiliki Corporate Legal Division, yang bertindak sebagai “in-house legal counsel” di mana unit kerja Bank bisa memperoleh pendapat hukum dari situasi, produk dan jasa yang memerlukan tinjauan hukum. • Risiko Strategis: Pengelolaan risiko strategis dilakukan melalui proses pertimbangan dan pengambilan keputusan secara kolektif dan komprehensif di lingkungan komite-komite pengawasan dan eksekutif, untuk menentukan langkah-langkah bisnis yang akan diambil sejalan dengan kerangka kebijakan dan arah yang telah ditetapkan. • Risiko Kepatuhan: risiko kepatuhan melekat pada risiko Bank yang terkait peraturan perundangan dan ketentuan lain yang berlaku. Untuk memitigasi risiko kepatuhan, Bank terus melanjutkan upaya untuk senantiasa melaksanakan budaya kepatuhan dan memastikan terlaksananya fungsi kepatuhan Bank. • Risiko Reputasi: Pengelolaan risiko reputasi mencakup pemantauan berita perusahaan, persepsi stakeholders, melalui monitoring media massa. Untuk meningkatkan reputasi, Bank OCBC NISP melakukan pengembangan budaya ONe PIC kepada karyawan, melakukan public relation, media relation, Corporate Social Responsibility, serta penanganan keluhan nasabah yang tepat.

• Risk on Assets and Liabilities: Implementation of liquidity risk management and interest rate risk in the banking book (IRRBB) conducted based on Asset and Liability Management Framework, Liquidity Management Policy, and the Structural IRR Management Policy prepared and reviewed periodically. • Operational Risk: Operational risk can arise as a result of insufficient or failed internal processes, human error, system failure, or external events. Operational risk management is being performed through process: risk identification, risk assessment, risk treatment and risk monitoring and reporting. • Legal Risk: Legal Risk Management is conducted by identifying and exercising control over the risks inherent in product/activities as well as in new product/activities plan of the Bank so that the Bank can grow not deviate from the regulations.

The Bank has a Corporate Legal Division, which acts as an “in-house legal counsel” in which the unit of the Bank could obtain a legal opinion on the situation, the products and services that require legal review.

• Strategic Risk: strategic risk management is done through a process of deliberation and decisionmaking collective and comprehensive inside the steering committee and the executives, to determine the business steps taken in line with the policy framework and direction that has been set. • Compliance Risk: compliance risks inherent in the bank’s risk-related laws and regulations and other applicable provisions. To mitigate compliance risk, the Bank continued efforts to continually implement a culture of compliance and ensure the implementation of the Bank’s compliance function. • Reputation Risk: The management of reputation risk include monitoring company news, perception of stakeholders, through the mass media monitoring. To improve a reputation, Bank OCBC NISP do cultural development ONe PIC to employees, doing public relations, media relations, Corporate Social Responsibility, as well as the proper handling of customer complaints.

107

• Komite Manajemen Risiko Pasar (KMRP) Komite Manajemen Risiko Pasar (KMRP) adalah komite yang mendukung Komite Manajemen Risiko (KMR) dalam mengelola eksposur risiko pasar Bank secara menyeluruh. KMRP berfungsi mengawasi pelaksanaan manajemen risiko pasar Bank, dan memastikan kebijakan dan praktik manajemen risiko pasar Bank dilakukan dengan tepat, efektif, dan mendukung strategi bisnis Bank.

• Market Risk Management Committee (MRMC) Market Risk Management Committee (MRMC) is a committee that supports the Board Risk Committee (BRC) in managing the Bank’s overall exposure to market risks. MRMC monitors the implementation of the Bank’s market risk management, and ensure that the policies and practices of Bank market risk management is done properly, effectively, and supports the Bank’s business strategy.

• Komite Assets Liabilities (ALCO) ALCO adalah forum manajemen yang bertanggung jawab menetapkan kebijakan dan strategi pengelolaan Assets dan Liabilities dengan tujuan untuk mengelola risiko likuiditas dan risiko suku bunga secara dinamis dan efisien sesuai prinsip kehati-hatian dalam koridor risk appetite dan batas toleransi yang ditetapkan, yang dapat memaksimalkan net interest income Bank secara berkesinambungan serta menjaga likuiditas Bank secara sehat.

• Assets Liabilities Committee (ALCO) ALCO is management forum that responsible to set the Assets and Liabilities Management policies and strategies in order to manage the liquidity risk and interest rate risk dynamically and efficiently according to the principles of prudence in the corridors of risk appetite and the set tolerance thresholds, which can maximize the net interest income of the Bank on an ongoing basis as well as maintaining a healthy liquidity.

• Komite Manajemen Risiko Operasional Komite Manajemen Risiko Operasional adalah komite yang didedikasikan dalam proses eskalasi atas penerapan pengelolaan operasional di Bank.

• Operational Risk Management Committee Operational Risk Management Committee is a committee dedicated in the escalation process of the implementation of operational management in the Bank.


• Credit Risk Management Committee (CRMC) Credit Risk Management Committee (CRMC) is a committee that helps the Board of Directors to monitor the progress and the condition of the credit portfolio, to formulate and oversee the implementation of credit policies and to provide feedback on corrective measures.


• Komite Manejemen Risiko Kredit (KMRK) Komite Manajemen Risiko Kredit (KMRK) merupakan komite yang membantu Direksi dalam memantau perkembangan dan kondisi portfolio kredit, merumuskan dan mengawasi pelaksanaan kebijakan perkreditan dan memberikan saran masukan langkah-langkah perbaikan.


• Board Risk Committee (BRC) Board Risk Committee is a committee that helps the Board of Directors to formulate the risk management policies, oversee the implementation of policies and to provide recommendations on issues that need to be responded by the Directors of the Bank related to the risk management. This includes risk management in Sharia Business Units.

Oversight and evaluation of risk management is performed by a number of committees related to risk management and Internal Audit Unit. Committees related to risk management in Bank OCBC NISP consist of:


• Komite Manajemen Risiko (KMR) Komite Manajemen Risiko merupakan komite yang membantu Direksi Bank dalam menyusun kebijakan manajemen risiko, mengawasi pelaksanaan kebijakan serta memberikan rekomendasi mengenai hal-hal yang perlu dilakukan Direksi Bank terkait dengan manajemen risiko. Termasuk di dalamnya adalah manajemen risiko di Unit Usaha Syariah.

Fungsi pengawasan dan evaluasi manajemen risiko dilaksanakan melalui berbagai komite terkait risiko dan unit kerja Audit Internal. Komite terkait pengelolaan risiko Bank OCBC NISP terdiri dari:


Review on the Effectiveness of Risk Management System


Tinjauan atas Efektivitas Sistem Manajemen Risiko




• Komite Fraud Komite Fraud adalah komite yang memiliki fungsi untuk memberikan pengarahan dan mengambil keputusan terhadap setiap laporan fraud/indikasi fraud dan penanganannya yang disampaikan oleh Tim Penanganan Fraud (TPF), pemberian sanksi, perbaikan proses/control yang bersifat fundamental atau yang sudah direkomendasikan oleh TPF dan Divisi Manajemen Risiko Operasional, namun tidak disepakati oleh unit kerja terkait.

• Fraud Committee Fraud Committee is a committee set to provide guidance and to take decisions on any fraud reports/ indications of fraud and fraud handling, which reported by the Fraud Management Team (TPF), to provide sanctions, basic improvement on process/ control or that have been recommended by the TPF and the Operational Risk Management Division, but has not been agreed by the related units.

Berdasarkan hasil penilaian yang dilakukan selama tahun 2014, Internal Audit berpendapat bahwa sistem pengendalian internal dan manajemen risiko Bank OCBC NISP dinilai secara umum memadai (generally acceptable). Hasil penilaian ini telah disampaikan oleh Internal Audit kepada Dewan Komisaris melalui Komite Audit.

Based on the results of the assessment completed in 2014, the Internal Audit consider that the overall internal control and risk management system is generally acceptable. The result of this assessment has been submitted by the Internal Audit to the Board of Commissiners through the Audit Committee.

Disamping evaluasi secara internal, evaluasi manajemen risiko secara independen juga diperoleh dari pihak eksternal. Sebagai bukti nyata bahwa tata kelola dan penerapan manajemen risiko pada Bank OCBC NISP telah dilakukan secara baik dan dapat memberikan nilai tambah bagi perusahaan, pada tahun 2014 Bank mendapatkan penghargaan dan pengakuan dari pihak eksternal antara lain The Best Managed Companies dari Finance Asia, dan Perusahaan Sangat Terpercaya dari Indonesian Institute for Corporate Governance (IICG).

In addition, independent risk management evaluation is also done by an external parties. As testimony that risk management governance and application at Bank OCBC NISP has operated well and provided added value, in 2014 the Bank received numerous awards and recognition from external parties, among others the Best Managed Companies from Finance Asia, and Most Trusted Company from Indonesian Institute for Corporate Governance (IICG).

Penerapan Konvensi Basel

The Implementation of Basel Convention

Di masa mendatang sejalan dengan arahan Bank Indonesia/OJK, Bank OCBC NISP akan melakukan persiapan implementasi ketentuan Basel III, salah satunya adalah manajemen risiko likuiditas yaitu Liquidity Coverage Ratio, Net Stable Funding Ratio, dan Leverage Ratio.

In the future, in line with the direction of Bank Indonesia/ OJK, Bank OCBC NISP will conduct a preparation for implementing the provisions of Basel III, one of which is the management of liquidity risk, namely Liquidity Coverage Ratio, Net Stable Funding Ratio, and Leverage Ratio.

Pengembangan Manajemen Risiko

The Development of Risk Management

Dengan pengelolaan risiko yang komprehensif, melibatkan semua pihak, dan sinergi, Bank OCBC NISP dapat mengantisipasi berbagai regulasi yang akan diterbitkan, baik oleh Bank Indonesia khususnya yang terkait dengan implementasi ketentuan Pilar 2 Basel seperti ICAAP (Internal Capital Adequacy Assessment Process) sejak 2013, risiko suku bunga pada banking book, dan risiko konsentrasi kredit.

Dengan perkembangan aktivitas perbankan yang semakin beragam dan kompleks serta diiringi dengan potensi risiko yang semakin meningkat, Bank senantiasa menyempurnakan pengelolaan risiko baik dari segi struktur organisasi dan sumber daya manusia, kebijakan dan prosedur, sistem pendukung, hingga metodologi.

With a comprehensive risk management, involving all parties, and synergy, Bank OCBC NISP is able anticipate the regulations that will be issued, either by Bank Indonesia, particularly related to the implementation of Basel’s Pillar 2, such as ICAAP (Internal Capital Adequacy Assessment Process) since 2013, the interest rates in the banking book and the credit concentration risk.

Considering developments in banking activities that have become increasingly diverse dan complex and accompanied by rising potential risk, the Bank will continually refine risk management system, in terms of organizational structure and human resources, policies and procedures, support system, and methodologies. To achieve this, the Risk Management Group has a risk

Sebagai salah satu implementasi pengelolaan manajemen risiko, Bank OCBC NISP menerapkan program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT). Penerapan APU-PPT Bank dilakukan sebagai bentuk dukungan kepada pemerintah dalam pemberantasan tindak pidana pencucian uang, tindak pidana dana terorisme serta tindak pidana korupsi (Anti Korupsi). Hal ini juga diatur dalam Peraturan Bank Indonesia Nomor 14/27/ PBI/201 dan Surat Edaran Bank Indonesia Nomor 15/21/ DPNP tentang Penerapan Program Anti Pencucian Uang dan Pencegahan Terorisme Bagi Bank Umum.

One of the implementations of risk management, Bank OCBC NISP implements the Anti Money Laundering and Terrorism Financing Prevention (APU-PPT). The implementation of APU-PPT is a support to Government’s money laundering, financing terrorism, and corruption eradication program (Anti-Corruption). This is also stipulated in Bank Indonesia Circular number 14/27/PBI/201 and Bank Indonesia Circular Letter number 15/21/DPNP regarding The Implementation of Anti-Money Laundering and Terrorism Financing Prevention.

[G4-SO3]

Bagi lingkungan internal Bank, dilakukan pelatihan dan sosialisasi kepada karyawan dalam bentuk Orientasi Karyawan Baru, pelatihan penyegaran dengan e-learning, dan pelatihan khusus. Tujuan pelatihan adalah untuk meningkatkan pengetahuan dan pemahaman karyawan tentang peraturan, modus, dan kebijakan Bank.

Internally Bank OCBC NISP conduct training and socialization to employees which includes the New Employee Orientation, Refresher training with e-learning and specialized training. The purpose of training is to increase the knowledge and understanding of the employees regarding the rules, modes, and the Bank’s regulations.

Fungsi pelaporan dilakukan oleh Departemen AML-CFT kepada Pusat Pelaporan dan Analisa Transaksi Keuangan dan Institusi Penegak Hukum terkait permintaan data (Badan Narkotika Nasional, Kepolisian Negara Republik Indonesia dan Komisi Pemberantasan Korupsi).

The reporting functions is carried out by the AMLCFT Department to Center for Financial Transaction Reporting and Analysis, National Narcotics Agency and the Indonesian National Police.


Implementation of AML and CFT program conducted by Bank OCBC NISP includes adjustment policies, improvement of information systems management, customer data updating, the application of customer due diligence, and the application of monitoring up to the branch office and reporting to regulators.


Penerapan program APU dan PPT yang dilakukan Bank OCBC NISP meliputi penyesuaian kebijakan, penyempurnaan manajemen sistem informasi, pengkinian data nasabah, penerapan customer due diligence, dan penerapan pemantauan sampai ke kantor cabang serta pelaporan kepada regulator.


Anti-Corruption and Anti-Money Laundering

[G4-SO3]


Anti Korupsi dan Anti Pencucian Uang


management strategy plan, focusing particularly on: • Aligning the growth of the loan portfolio with macro conditions in accordance with the target market and risk acceptance criteria specified. • Building the capacity of human resources in order to meet the adequacy of risk analytics and an adequate monitoring system. • Implementing systems and leading-edge risk management tools. • Optimizing the use of rating and scoring models for the implementation of Basel 2 Internal Rating Based Approach. • Ensuring compliance with the Basel-III liquidity standards. • Establishing a control function of assurance in critical areas. • Running the policy lifecycle management consistently.


Untuk mencapai ini, Risk Management Group telah memiliki perencanaan strategi pengelolaan risiko ke depan yang berfokus kepada: • Menyelaraskan pertumbuhan portofolio kredit dengan kondisi makro sesuai dengan target pasar dan kriteria penerimaan risiko yang ditetapkan. • Membangun kapasitas sumber daya manusia dalam rangka memenuhi kecukupan risk analytics dan sistem pemantauan yang memadai. • Melakukan implementasi sistem dan perangkat manajemen risiko terdepan. • Optimisasi penggunaan rating dan scoring model dalam rangka implementasi Basel 2 Internal Rating Based. • Memastikan pemenuhan standar likuiditas Basel-III. • Membentuk fungsi control assurance pada area-area kritikal. • Menjalankan policy lifecycle management secara konsisten


OCBC NISP 2014 Sustainability Report 109

110


Pencegahan dan Pengelolaan Fraud

Fraud Prevention and Management

Pengelolaan fraud bertujuan untuk mencegah peluang terjadinya fraud. Penerapan strategi Anti-Fraud meliputi pencegahan, deteksi, investigasi, pelaporan dan sanksi, serta pemantauan, evaluasi dan tindak lanjut. Kampanye budaya anti-fraud melibatkan manajemen dan seluruh karyawan Bank yang dilakukan secara terus menerus. Bank OCBC NISP membentuk Tim Penanganan Fraud untuk menindaklanjuti, dan menginvestigasi setiap pelaporan fraud, dan Komite Fraud yang memiliki fungsi untuk memberikan arahan dan pengambilan keputusan atas laporan fraud dari Tim Penanganan Fraud, pemberian sanksi dan memonitor perkembangan perbaikan kontrol.

Fraud management aims to close the possibility of fraud in the Anti-Fraud strategy of prevention, detection, investigation, and monitoring. Anti-fraud culture campaign involving governance bodies and all employees of the Bank are conducted continuously. Bank OCBC NISP establishes Fraud Management Team for investigation, follow-up and reporting of fraud, as well as Fraud Committee which provides direction and decision based on reports from Fraud Management Team including decisions on sanction given and monitoring of control improvement.

Bank OCBC NISP tidak dapat menerima dan mentoleransi segala bentuk tindakan fraud. Fraud adalah sebuah pelanggaran atau pembiaran secara sengaja atas standar, prosedur, dan/atau code of conduct yang terjadi di lingkungan Bank atau menggunakan sarana Bank dan mengakibatkan kerugian finansial baik langsung atau tidak langsung bagi Bank atau nasabahnya dan memberikan keuntungan bagi pelaku baik secara langsung maupun tidak langsung. Bank OCBC NISP telah memiliki pedoman Kerangka Kerja Pengelolaan Risiko Fraud, Kebijakan dan Prosedur Penanganan Fraud.

Bank OCBC NISP does not accept and tolerate any act of fraud. Fraud is an intentional violation or omission of standards, procedures, and/or code of conduct that occurred in the Bank or by means of the Bank and result in financial loss, either directly or indirectly to the Bank or its customers and provides benefits to the actors. Bank OCBC NISP has established guidelines Fraud Risk Management Framework, Policy and Procedures.

Fraud awareness program untuk karyawan. Kontrol dengan 4 eyes principle. Desain dan kontrol pada product program. Pengamanan (fisik dan logical) atas dokumen dan aset Bank. • Customer Due Diligence. • Know your employee. • • • •

Fraud awareness program for employees. Control with 4-eyes principle. Design and control of the product program. Security (physical and logical) on document and Bank’s assets. • Customer Due Diligence. • Know your employee.

• Surprise Audit • Program Whistleblowing. • Karyawan dan nasabah dapat melaporkan indikasi fraud. • Pemantauan atas aktivitas/transaksi tidak wajar.

• • • •

Pencegahan

Deteksi

Prevention

Detection

Pemantauan, Evaluasi dan Tindak Lanjut Monitoring Evaluation and Follow-up • Evaluasi pada proses dan kontrol penyebab fraud. • Tindakan perbaikan. • Pemantauan penerapan perbaikan. • Evaluation of the process and control the causes of fraud. • Corrective action. • Monitoring the improvement implementation.

• Surprise Audit • Whistleblowing Program. • Employees and customers can report indications of fraud. • Monitoring on suspected transaction/activities.

Investigasi, Pelaporan dan Sanksi Investigation, Report & Sanction

• Tindaklanjut oleh unit independen (Tim Penanganan Fraud). • Mekanisme pelaporan kepada manajemen dan regulator. • Whistleblowing protection program bagi pelapor. • Sanksi tegas terhadap pelaku, pihak terkait, termasuk kalalaian pimpinan unit. • Follow up by an independent unit (Fraud Handling Team). • Reporting mechanism to management and regulators. • Whistleblowing protection program for whistleblowers. • Strict sanctions against the perpetrators, related parties, including negligence by the unit head.

Bank Management has built an anti-fraud culture to create a prudent working environment and to provide protection for customers and stakeholders from a variety of potential losses that may occur. The things that have been done to develop the culture, ethics and fraud prevention such as: • Implementation of the Bank’s Code of conduct that must be adhered to by all employees of the Bank from the highest level to the bottom.


Board of Directors are involved in approving the Fraud Risk Management Framework, Procedures Policy of Fraud Management. In addition, Board of Directors are also involved in the oversight of fraud management through Fraud Committee, Board Risk Committee and Operational Risk Committee. With this approach, Board of Directors always receive updated information related to fraud events.


Direksi terlibat dalam memberikan persetujuan terhadap Kerangka Kerja Pengelolaan Risiko Fraud, Kebijakan dan prosedur Penanganan Fraud dan Fraud. Direksi juga terlibat dalam pengawasan pengelolaan fraud melalui Komite Fraud, Board Risk Committee dan Operational Risk Committee. Dengan Pendekatan ini Direksi selalu diupdate mengenai hal-hal yang terkait dengan kejadian fraud.


• Build a whistleblowing process that encourages employees to report incidents of fraud that knows no fear of pressure or threats over reports that have been made. • Bank OCBC NISP Code of Conduct states that the Bank and its employees shall not accept gifts, including souvenirs, benefits from other parties that may affect attitudes or decisions.


• Know Your Employee for the employees of the Bank. • The implementation of dual control and segregation of duties over the work process as stipulated in the Bank’s policies and procedures. • Conduct a review of the new work processes to ensure that existing control weaknesses have been corrected before the implementation process.


• Anti-Fraud Campaign, conducted by sending email blast to employees of the Bank, through the publication of the Bank’s intranet and organizes workshops Anti Fraud Awareness for the employees of the Bank. • Monitoring carried out by the Commissioner and the Board of Directors on fraud risk management strategy to monitor the handling of fraud cases and provide guidance in the application of the AntiFraud Strategy which is conducted through the Fraud Committee, Board Risk Committee and Operational Risk Committee.


Manajemen Bank telah membangun budaya anti fraud guna menciptakan lingkungan kerja yang taat dan patuh aturan serta aman untuk melindungi nasabah dan stakeholder dari berbagai potensi kerugian yang mungkin terjadi. Hal-hal yang sudah dilakukan untuk mengembangkan kultur, etik dan pencegahan fraud seperti: • Penerapan Kode Etik perusahaan sebagai pedoman perilaku yang harus ditaati oleh seluruh karyawan Bank dari tingkat yang paling tinggi sampai yang paling bawah. • Anti Fraud Campaign, dilakukan dengan mengirimkan email blast kepada karyawan Bank, publikasi melalui intranet Bank serta mengadakan workshop peningkatan Anti Fraud Awareness bagi para karyawan Bank. • Pengawasan yang dilakukan oleh Komisaris dan Direksi atas strategi pengelolaan risiko fraud dengan memonitor perkembangan penanganan kasus fraud dan memberikan pengarahan dalam penerapan Strategi Anti Fraud. Pengarahan dan monitoring penerapan strategi anti Fraud antara lain dilakukan melalui Komite Fraud, Board Risk Committee dan Operational Risk Committe. • Know Your Employee terhadap karyawan Bank. • Penerapan dual control dan segregation of duties atas proses kerja sebagaimana yang diatur dalam kebijakan dan prosedur Bank. • Melakukan tinjauan atas proses kerja baru atau pengkinian proses yang sudah ada untuk memastikan kelemahan kontrol yang ada telah diperbaiki sebelum proses implementasi. • Membangun proses whistleblowing yang mendorong karyawan untuk melaporkan kejadian fraud yang diketahuinya tanpa rasa takut terhadap tekanan atau ancaman atas laporan yang telah dibuatnya. • Kode Etik Bank OCBC NISP yang menyatakan bahwa Bank dan karyawan tidak boleh menerima pemberian, termasuk hadiah, cinderamata, imbalan dari pihak lain yang dapat mempengaruhi sikap atau keputusan.

111



112


Pada 2014, Bank OCBC NISP telah menyelenggarakan pelatihan Fraud atau Risk Awareness yang diikuti oleh 793 karyawan. Sejak 2013 hingga 2014, jumlah karyawan Bank yang telah mengikuti pelatihan Fraud atau Risk Awarenes sebanyak 2.477 karyawan atau sebanyak 37% dari total karyawan Bank. Sedangkan kepada unit-unit kerja, diberikan program peningkatan risk awareness berupa pengenalan modus fraud dan pencegahannya.

Komunikasi dan Training Kebijakan dan Prosedur Anti Korupsi 1) [G4-SO4] Komunikasi Kebijakan dan Prosedur Anti Korupsi pada organ perusahaan tertinggi 2) Komunikasi Kebijakan dan Prosedur Anti Korupsi pada Karyawan 3) Training Anti Korupsi pada Direksi dan Dewan Komisaris Training Anti Korupsi pada Karyawan 4)

In 2014, Bank OCBC NISP has organized Anti-Fraud or Risk Awareness Training participated by 793 employees. From 2013 until 2014, 37% of total employees or 2,477 employees has participated in the Anti-Fraud or Risk Awareness Training. While for other working units are given the risk awareness programs in the form of introduction and prevention of fraud.

2014 Jumlah Peserta Participants

2013 Persentase dari Total % of total

Jumlah Peserta Participants

Persentase dari Total % of total

Communication and Training on Anti-Corruption Policies and Procedures1) [G4-SO4]

19

100%

19

100%

Communication AntiCorruption Policies and Procedures on the highest authority 2)

6,746

100%

6,736

100%

Communication AntiCorruption Policies and Procedures to Employees 3)

5

62.5%

1

12.5%

Anti-Corruption Training on the Board of Directors and Board of Commissioners

793

11,76%

1,684

25%

Anti-Corruption Training to Employees 4)

1. Anti Korupsi termasuk: APU, PPT dan Kampanye Anti-Fraud 2. Komunikasi kebijakan dan prosedur fraud dilakukan salah satunya melalui Rapat Komite terkait risiko. 3. Komunikasi kebijakan dan prosedur fraud kepada karyawan dilakukan melalui publikasi di web internal Bank yang dapat diakses oleh seluruh karyawan. 4. Training mengenai Fraud Awareness dan Risk Awareness.

1. Anti-Corruption including: AML, CFw T and Anti-Fraud Campaign 2. Communication fraud policies and procedures conducted through Committees meeting related to risk. 3. Communication fraud policies and procedures to employees made through the Bank’s internal web publication that can be accessed by all employees. 4. Training about Fraud Awareness and Risk Awareness.

Whistleblowing

Whistleblowing

Seluruh karyawan Bank OCBC NISP dapat melaporkan perbuatan yang dicurigai sebagai fraud melalui laporan lisan atau email atau dengan menggunakan aplikasi pada website yang bisa diakses setiap saat. Investigasi atas laporan yang diterima dilakukan oleh Divisi Internal Audit dengan menunjuk Whistleblowing Investigation Officer untuk kemudian dilaporkan kepada Presiden Direktur untuk dilakukan langkah penanganan yang sesuai.

All employees of Bank OCBC NISP can report suspected acts of fraud through an oral report or e-mail or by using the notification web-based application which can be accessed at any time. Investigation of reports received conducted by the Internal Audit Division by appointing Whistleblowing Investigation Officer and then reported to the President Director to be followed up appropriately.

Whistleblowing adalah salah satu cara yang digunakan untuk mendeteksi adanya kejadian fraud dan penyalahgunaan wewenang atau jabatan.

Whistleblowing is one of the ways being used to detect any incidence of fraud and abuse of authority or position.

Confirmed Incidents of Corruption and Actions Taken [G4-SO5]

2013

Jumlah total dan jenis insiden fraud yang terbukti*

1

10

Total number and nature of confirmed incidents of corruption*

Jumlah insiden fraud yang terbukti di mana karyawan diberhentikan atau tindakan disiplin

1

9

Total number of confirmed incidents in which employees were dismissed or disciplined for corruption

Jumlah insiden fraud yang terbukti di mana kontrak rekanan diputus atau tidak diperpanjang

0

0

Total number of confirmed incidents when contracts with business partners were terminated or not renewed due to violations related to corruption

Jumlah kasus hukum terkait fraud terhadap organisasi atau karyawan selama periode pelaporan dan hasilnya

0

5

Public legal cases regarding corruption brought against the organization or its employees during the reporting period and the outcomes of such cases

* Kejadian Fraud Internal dengan eksposur Rp 100 juta keatas.

To indicate fraud at an early stage, the Bank is also continuously doing socialization to employee regarding the importance of fraud reporting using various media such as email blast and posters.


Agar kejadian fraud dapat teridentifikasi sejak dini, Bank secara rutin mensosialisasikan pentingnya pelaporan fraud kepada karyawan melalui berbagai sarana seperti email blast dan pemasangan poster.

* Internal Farud incident with exposure of IDR 100 million and above.


2014


Insiden Fraud yang Terbukti dan Tindakan yang Dilakukan [G4-SO5]

Sanctions applied to all those who committed fraud by granting sanctions policy, in accordance with the type of offense and the degree of involvement. The form of sanctions can be warning letters, Termination of Employment, as well as the transfer of the case to the authorities. Implementation of whistleblowing reports submitted regularly to the Audit Committee of Bank OCBC NISP.


Sanksi diterapkan pada semua pihak yang terbukti melakukan fraud atau penyimpangan atau pelanggaran hukum berdasarkan Kebijakan Pemberian Sanksi, sesuai dengan jenis pelanggaran dan tingkat keterlibatannya. Bentuk sanksi dapat berupa Surat Peringatan, Pemutusan Hubungan Kerja, serta pelimpahan kasus kepada pihak yang berwenang. Laporan pelaksanaan whistleblowing disampaikan secara berkala kepada Komite Audit Bank OCBC NISP.

113



Kinerja Lingkungan Environmental Performance Tata Kelola Corporate Governance

Contoh materi komunikasi kepada karyawan tentang program Anti Fraud Examples of communication material to employee about Anti Fraud Program

114


Selain program sosialisasi melalui email, Bank OCBC NISP juga menekankan pentingnya dalam menjunjung tinggi integritas dan profesionalisme melalui penerapan kode etik (Code of Conduct). Salah satu butir Kode Etik Bank OCBC NISP mengatur bahwa karyawan tidak diperbolehkan untuk menerima pemberian apapun dari pihak lain yang dapat mempengaruhi sikap atau keputusan.

In addition to the outreach programs via e-mail, Bank OCBC NISP also stressed the importance of upholding integrity and professionalism through the implementation of Code of Conduct. One of the points of Bank OCBC NISP’s Code of Conduct stipulates that employees are not allowed to accept any gifts from other parties that may affect attitudes or decisions.

Materi pada buku Code of Conduct tentang penerimaan gratifikasi The material in the Code of Conduct book on gratification

As realization of Bank OCBC NISP commitment to implement good corporate government, the Bank is routinely doing socialization to its stakeholders that the Bank will not receive any gratification in any form. Such socialization was done through mass media advertising.


Selain itu, sebagai wujud komitmen Bank OCBC NISP untuk pelaksanaan tata kelola perusahaan yang baik, Bank juga secara rutin mensosialisasikan kepada seluruh stakeholder bahwa Bank OCBC NISP tidak menerima gratifikasi dalam bentuk apapun. Sosialisasi tersebut antara lain dilakukan dengan memuat pemberitahuan pada media massa.

115



Kinerja Ekonomi Economic Performance Kinerja Social Social Performance Sumber Daya Manusia Human Resources

* Iklan diterbitkan dalam Bahasa Indonesia di Harian Kontan, 6 Juli 2014. Advertisement published in Indonesian on Kontan Daily Newspaper, 6 July 2014.

Kinerja Lingkungan Environmental Performance Tata Kelola Corporate Governance

Hubungan Harmonis dengan Pemangku Kepentingan

Harmonious Relations with Stakeholder

Pemegang Saham

Shareholder

Masyarakat

Society

Pemerintah

Goverment

Mitra Kerja

Business Partner

Karyawan Investor/Nasabah

Employee Investor/Customer

Tujuan pelibatan pemangku kepentingan adalah menciptakan manfaat timbal balik antara Bank OCBC NISP dengan para pemangku kepentingannya. The objective of engaging the stakeholders is to create reciprocal benefits between Bank OCBC NISP with all stakeholders.


We have identified 6 (six) major stakeholders who are directly involved in the passage of the Bank OCBC NISP, namely; 1) Shareholders and investors 2) Employees 3) the Customer 4) Partners 5) Government 6) Society

Kami melakukan metode pelibatan yang spesifik sesuai dengan karakteristik masing-masing kelompok kepentingan dan didasari oleh frekuensi interaksi yang terjadi dengan masing-masing kelompok, tingkat pengaruh serta topik utama yang diharapkan oleh masing-masing kelompok kepentingan tersebut terhadap Bank OCBC NISP. [G4-25]

We conduct a specific method of engagement adjusted with different characteristics of each group based on the frequency of interest and interaction that occurs with each group, the level of influence as well as the main topics expected by each of the interest groups of the Bank OCBC NISP. [G4-25]

Metode Pelibatan Engagement Methods

Mengapa Penting Why important [G4-25]

• Keterbukaan dan kewajaran produk dan layanan Bank. Disclosure and proper of information on Bank’s products and services.

Kepercayaan dan kepuasan nasabah merupakan salah satu faktor penentu keberlanjutan usaha Bank OCBC NISP. Kepuasan nasabah menciptakan loyalitas dan hubungan jangka panjang yang saling menguntungkan.

Sosialisasi, customer gathering, market outlook dan workshop bedah portofolio di kota-kota di mana Bank OCBC NISP berada.

Customer trust and satisfaction is one of the factors determining the business continuity of Bank OCBC NISP. Create customer satisfaction and loyalty will impact to long-term relationship of mutual benefit.

Socialization, gathering customer, market outlook and Bank’s portfolio workshops in the cities where the Bank OCBC NISP is.

[G4-26]

Frekuensi Frequency [G4-27]

[G4-24]

Nasabah Customers

• Keunggulan produk Bank OCBC NISP. Bank OCBC NISP product excellence. • Pelayanan yang melebihi harapan. Services that exceed expectations. • Penangan keluhan yang memuaskan. Satisfactory in handling complaints.

Sesuai kebutuhan. As needed.

• Sekali setahun. Once a year.

To maintain and improve customer • Website Bank satisfaction, we strive to meet the www.ocbcnisp.com expectations of customers that include a variety of banking services that address the needs of specific customers, network coverage and quality of service • Media Sosial (Facebook and customer protection. dan Twitter) Social Media (Facebook dan Twitter)

• 24 jam 7 hari seminggu 24-hour, 7 days a week.

• 24 jam 7 hari seminggu. • 24-hour, 7 days a week.

• Hari Kerja jam 08.00-17.00 Working Days 08.00am-05.00pm


Untuk menjaga dan meningkatkan • Survei Kepuasan Nasabah. kepuasan nasabah, kami berupaya Customer Satisfaction keras memenuhi harapan nasabah yang Survey. mencakup ragam layanan perbankan yang menjangkau kebutuhan nasabah • Call OCBC NISP yang spesifik, jangkauan jaringan dan kualitas layanan serta perlindungan nasabah.


Topik Utama Main Topics [G4-27]


Kelompok Pemangku Kepentingan Group of Stakeholders


Kami telah mengidentifikasi 6 (enam) pemangku kepentingan utama yang secara langsung terlibat dalam perjalanan usaha Bank OCBC NISP, yaitu; 1) Pemegang Saham dan investor 2) Karyawan 3) Nasabah 4) Mitra Kerja 5) Pemerintah 6) Masyarakat


Harmonious relationship with stakeholders is fundamental to achieving the sustainability of Bank OCBC NISP. The objective to create a stakeholder engagement is to receive reciprocal benefits between Bank OCBC NISP with its stakeholders, so that we can improve the performance and banking services.


Hubungan yang harmonis dengan pemangku kepentingan adalah hal yang mendasar untuk mencapai keberlanjutan Bank OCBC NISP. Tujuan pelibatan pemangku kepentingan adalah menciptakan manfaat timbal balik antara Bank OCBC NISP dengan para pemangku kepentingannya, sehingga Kami dapat meningkatkan kinerja dan layanan perbankan.

118





Metode Pelibatan Engagement Methods [G4-26]


[G4-24]

Pemegang Saham dan Investor. Shareholders and investors.

• Transparansi informasi kinerja Bank. Transparency of information on Bank’s performance. • Peningkatan nilai investasi melalui peningkatan kinerja Bank. Increasing the value of the investment through increased performance of the Bank. • Perolehan dividen setiap akhir tahun buku. Acquisition of dividends on every end of financial year. • Akuntabilitas dan akurasi laporan keuangan. Accountability and accuracy of financial report. • Transparansi laporan kondisi operasional. Reports transparency on operational conditions. • Penghargaan atas hak-hak pemegang saham sesuai aturan perundangan yang berlaku. Respect the rights of shareholders in accordance with prevailing rules.

Pemegang saham adalah pemangku kepentingan yang memiliki kepentingan langsung dengan Bank OCBC NISP melalui investasi kepemilikan saham atau modal yang ditanamkannya. Dengan demikian, para pemegang saham sangat berkepentingan atas kinerja operasional dan keuangan Bank yang secara langsung akan berpengaruh pada fluktuasi nilai saham. Pemegang saham tentu ingin dapat menikmati hasil investasinya dengan segera dalam setiap periode, berupa kenaikan harga saham dan pembagian dividen. Shareholders are stakeholders who have a direct interest to Bank OCBC NISP through stock ownership or investment embedded capital. Thus, the shareholders are very concerned to the operational and financial performance of the Bank which will directly affect the fluctuations in the value of shares. Shareholders are expecting to enjoy the result of their investment immediately in every period, in the form of rising stock prices and dividend distribution.

• Laporan keuangan. Financial Report.

• Per kuartal dan tahunan. Quarterly and Annually.

• Pengungkapan informasi dan peristiwa penting. Disclosure of information and important events.

• Sesuai kebutuhan As needed

• Laporan tahunan. Annual Report.

• Tahunan. Annually

• Paparan publik. Public expose.

• Sesuai kebutuhan. As needed.

• Pertemuan analis dan lembaga pemeringkat Meeting with analysts and rating agencies

• Rutin Routine

• Koordinasi dan konsolidasi dengan regulator Coordination and Consolidation with the regulator

• Rutin Routine

• Koordinasi dan Konsolidasi dengan asosiasi seperti Perbanas, dll. Coordination and consolidation with associations i.e Perbanas, etc.

• Rutin Routine

• Membayar pajak. Pay taxes.

• Rutin Routine

• Perkembangan kinerja Bank dan sosialisasi kebijakan baru yang dikomunikasikan lewat e-mail, edaran dan media lainnya. The development of the Bank’s performance and dissemination of new policies which are communicated via e-mail, newsletters and other media.

Sumber daya manusia merupakan aset utama bagi Bank OCBC NISP. Seluruh capaian kinerja dan prestasi Bank tercipta dan diraih melalui dedikasi dan kerja keras seluruh karyawan. Di sisi lain, karyawan mempunyai ekspektasi seperti suasana kerja yang kondusif, jenjang karir dan penilaian kinerja yang jelas, remunerasi yang sesuai berdasarkan kinerja, dan terjaminnya kesejahteraan.

• Jaminan kesejahteraan karyawan. Ensuring the welfare of employees.

Human resources are a main asset for the Bank OCBC NISP. Throughout the gains and achievements of the Bank created and achieved through the dedication and hard work of all employees. On the other hand, employees have expectations as a conducive working environment, career development and performance assessment clear, appropriate remuneration based on performance, and ensuring prosperity.



[G4-24]

Karyawan Employee

• Praktik non diskriminasi. Non-discrimination practice. • Suasana kerja yang kondusif, aman dan nyaman. Condusive, comfortable and safe working environment. • Penghargaan atas hak-hak karyawan sesuai aturan perundangan yang berlaku. Respect the rights of employees in accordance with prevailing rules.

• Proses pengadaan yang adil dan terbuka. Open and fair procurement process. • Seleksi dan evaluasi rekanan yang Obyektif. Objective in selecting and evaluating partner.

• CEO Direct Mail


• Forum OCBC NISP One

• Dua Bulanan Be Monthly

• Komunikasi internal di antara tim (meeting rutin, coaching, Meet Our Team). Internal communication among the team (regular meetings, coaching, Meet Our Team)


• Employee Engagement Survey

• Setahun sekali Once a year

• Media komunikasi internal (Majalah “ON Us”). Internal communication media (“ON Us” Magazine).

• Bulanan Monthly

• Komunitas olah raga dan seni. Sport and art Community

• Rutin Routine

• Proses pendaftaran rekanan Partner registration process


• Pelaksanaan kontrak pengadaan barang dan jasa. Implementation of the procurement contract


Partners or associates are one of the stakeholders in which Bank OCBC • Penilaian kinerja rekanan NISP would like to establish mutually Partners’ performance beneficial cooperation to grow together. evaluation. For that we would like to cooperate with partners who have the credibility and quality of work as required.



• Hubungan saling menguntungkan dan saling menghormati hak dan kewajiban. The relationship is based on mutual benefit and mutual respect in rights and obligations.

Mitra kerja atau rekanan adalah salah satu pemangku kepentingan di mana Bank OCBC NISP ingin menjalin kerja sama saling menguntungkan untuk tumbuh berkembang bersama. Untuk itu kami ingin bekerja sama dengan mitra yang memiliki kredibilitas dan kualitas kerja sesuai yang dipersyaratkan.



Mitra Kerja Partners

• Forum komunikasi manajemen dan pekerja (Lembaga Kerja Sama Bipartit/LKS Bipartit). Forum communication for management and employee (Bipartite Cooperation Institution / LKS).







119




120







[G4-24]

Pemerintah dan OJK (Otoritas Jasa Keuangan.

• Terlaksananya kegiatan operasional usaha dengan baik dan optimal. Proper and Optimum operation of business. Government and OJK (Financial Services • Terjalinnya hubungan yang Authority). harmonis dan konstruktif dengan regulator. Emergence of a harmonious and constructive relationship with regulators.

Kepatuhan terhadap Peraturan Bank • Koordinasi dan Indonesia serta peraturan perundangan konsolidasi langsung lain yang berlaku wajib dilaksanakan dengan Instansi pusat oleh Dewan Komisaris, Direksi, dan dan daerah. Direct coordination seluruh karyawan Bank OCBC NISP. Kepatuhan merupakan bagian tak and consolidation with terpisahkan dari aktivitas bisnis Bank, national and local karena setiap kegagalan pelaksanaan agencies. kepatuhan dapat menyebabkan risiko kepatuhan, risiko reputasi, dan risiko • Antisipasi dan kepatuhan terhadap lainnya. peraturan- peraturan Compliance with Bank Indonesia yang menyangkut Regulation and other applicable laws bisnis perbankan dan • Bank dan seluruh karyawannya tunduk pada and regulations must be implemented ketenagakerjaan. peraturan hukum dan by the Board of Commissioners, Anticipation and perundangan yang berlaku. Directors, and all employees of Bank compliance with Bank and its employees OCBC NISP. Compliance is an integral regulations concerning part of the Bank’s business activity, are subject to the laws and the banking business and regulations. because every failure of compliance can employment. lead to compliance risk, reputation risk, • Memastikan agar and other risks. * Secara aktif memberi masukan terhadap kepentingan Bank dapat terakomodir dalam peraturan penyusunan Peraturan regulator. Pemerintah baik di Pusat Ensure that the interests maupun di daerah. Actively provide inputs of the Bank can be accommodated in the to the development of regulations regulator. government’s regulation at the national as well as provincial level.

• Dilakukan setiap saat untuk menjaga kesinambungan bisnis Bank OCBC. At any time to maintain business continuity OCBC Bank. • Mengikuti agenda rutin dan undangan sosialisasi yang ditentukan oleh Pemerintah/OJK. Following the regular agenda and invitations socialization determined by the Government / FSA.

* Memberikan pelaporan berkala kepada Instansi teknis/OJK, Pemerintah Pusat dan Daerah. Provide periodic reports to the technical institutions / FSA, Central and Local Government. Masyarakat Community

• Terjalinnya hubungan yang serasi dan harmonis serta memberi manfaat bagi masyarakat. Emergence of harmony and harmonious relationship and provide benefits to the community. • Meminimalisasi potensi konflik yang mungkin terjadi dengan komunitas sekitar. Minimize the potential conflicts that may occur with the surrounding community. • Berkembangnya kegiatan ekonomi dan meningkatnya kesejahteraan masyarakat. The development of economic activities and increasing social welfare.

Perkembangan usaha Bank OCBC NISP secara langsung maupun tidak langsung menumbuhkan dampak ekonomi dan sosial di masyarakat. Bank secara aktif berupaya mendorong peningkatan kesejahteraan masyarakat dengan merancang dan merealisasikan program-program tanggung jawab sosial perusahaan (CSR) yang diselaraskan dengan potensi yang dimiliki masyarakat setempat. The development of the Bank OCBC NISP directly or indirectly fosters the economic and social impact to the community. Bank is actively trying to encourage the improvement of social welfare with the design and realization of programs of corporate social responsibility (CSR) which is aligned with the potential of the local community.

• Pelaksanaan program CSR. Implementation of CSR programs. • Pelaksanaan kegiatan sosial kemasyarakatan yang bermanfaat bagi masyarakat. Implementation of social development activities that benefit society. • Tanggap terhadap bencana. Responsive to disasters.

• Dilakukan sesuai program dan kebutuhan. Performed according to the program and as needed.

121

TENTANG LAPORAN INI About this Report

Masa Pelaporan

Reporting Period

Laporan ini mencakup tahun pelaporan 2014 (1 Januari 2014 hingga 31 Desember 2014) untuk kegiatan Bank di Indonesia. Semua Informasi yang tercantum adalah per 31 Desember 2014. [G4-28]

This report covers the reporting year 2014 (January 1, 2014 until December 31, 2014) for the banking activities in Indonesia. All information listed is per December 31, 2014. [G4-28]

Panduan Pelaporan

Reporting guideline

Isi Laporan

Report Content

Data dan informasi kami sajikan dengan memperhatikan prinsip kelengkapan atas aspek yang material dan batasannya pada masa pelaporan. Namun karena keterbatasan pencatatan, beberapa data dan informasi belum mencakup seluruh operasi Bank OCBC NISP. [G4-17]

All data and information presented in this report are with regard to the principle of completeness on the material aspects and limitations at the time of reporting. However, due to the limitations of the recording, some data and information not cover all operations of Bank OCBC NISP.

Pemastian External

External Assurance

Laporan ini disusun dengan mengacu pada Panduan Pelaporan Keberlanjutan dari Global Reporting Initiative Generasi-4 (GRI-G4). Pada Laporan Keberlanjutan 2014, kami menyajikan laporan ‘bersesuaian dengan’ Panduan GRI-G4 dengan opsi ‘inti’ pada topik-topik yang material. Selain itu, kami juga menggunakan Panduan GRI untuk pengungkapan Sektor Jasa Keuangan. [G4-29][G4-32] Laporan Keberlanjutan ini menyajikan data dan informasi atas aspek-aspek keberlanjutan yang material bagi Bank OCBC NISP dan pemangku kepentingan utamanya. Untuk menetapkan isi laporan, kami terlebih dahulu meninjau konteks keberlanjutan Bank OCBC NISP di Indonesia dan mendengarkan pemangku kepentingan kami, kemudian melakukan uji materialitas atas aspek-aspek yang relevan bagi Bank OCBC NISP. [G4-18]

Informasi keuangan dalam laporan ini telah diaudit oleh Kantor Akuntan Publik sebagaimana disajikan dalam Laporan Tahunan Bank OCBC NISP 2014. Sedangkan informasi lainnya diverifikasi internal oleh Bank OCBC NISP. [G4-33]

This report was prepared with reference to the Sustainability Reporting Guideline of the Global Reporting Initiative the 4th Generation (GRI-G4). In the Sustainability Report 2014, we present the report ‘in accordance to’ GRI-G4 with the ‘core’ option on topics of material. We also use GRI Financial Service Sectors Disclosures. [G4-29][G4-32]

This Sustainability Report presents data and information on aspects of sustainability that considers as material aspect for Bank OCBC NISP and its main stakeholders. To define the contents of the report, we first review the context of sustainability of Bank OCBC NISP in Indonesia and listen to our stakeholders, then we conduct the materiality test on aspects that are relevant for Bank OCBC. [G4-18]

[G4-17]

Financial information in this report has been audited by the of Public Accounting , as presented in the Annual Report 2014. Other information has been internally verified by Bank OCBC NISP. [G4-33]


There is no a restatement of the information that has been presented in the Sustainability Report 2013. There were no significant changes to the scope and limitations of the aspects described in this report compared to the previous year’s report. [G4-22, G4-23, G4-29]


Tidak terdapat pernyataan ulang atas informasi yang sudah disajikan dalam Laporan Keberlanjutan 2013. Tidak terdapat perubahan signifikan terhadap cakupan dan batasan aspek yang dilaporkan dalam laporan ini dibandingkan dengan Laporan tahun sebelumnya. [G4-22, G4-23, G4-29]


The recent previous Sustainability Report was released on July 3, 2013. [G4-29] Kinerja Social Social Performance

Laporan Keberlanjutan sebelumnya diterbitkan pada 3 Juli 2013. [G4-29]


This Sustainability Report provides information about strategies, procedures, and sustainability performance of Bank OCBC NISP, in the fields of business, environmental, social, and governance. Some more detailed information in this report may be obtained at Bank OCBC NISP’s Annual Report 2014, as indicated.


Laporan Keberlanjutan ini menyajikan informasi tentang strategi, prosedur, dan kinerja keberlanjutan Bank OCBC NISP, di bidang usaha, lingkungan, sosial, dan tata kelola. Beberapa informasi yang lebih terinci dalam laporan ini dapat diperoleh pada Laporan Tahunan Bank OCBC NISP 2014 sebagaimana diindikasikan.



122


Materiality [G4-19] Signifikan pada Pemangku Kepentingan – Significant to Stakeholders Medium

High

Kinerja Ekonomi Economy Performance Tanggung Jawab Sosial Social Responsibility Privasi Pelanggan Customer Privacy

Pelatihan dan Pendidikan Training and Education

Komunikasi Pemasaran Marketing Communication

Kepuasan Pelanggan Customer Satisfaction Dampak Ekonomi Tidak Langsung Indirect Economic Impact

Ketenagakerjaan Employment

Remunerasi setara Equal Remuneration

K3 OHS

Tata Kelola, Etika & Integritas Governance, Ethics & Integrity

Portofolio Product Product Portfolio

Energi Energy

Keberagaman dan Peluang Setara Diversity and Equal Opportunity

Limbah Waste

Air Water

High Kategori Sosial Social Category

Kategori Lingkungan Environment Category

Kategori Ekonomi Economy Category

Medium

Dampak signifikan pada Bank OCBC NISP – Significant impact to Bank OCBC NISP

Relevansi | Relevancy [G4-20] [G4-21] Aspek / Topik yang Material

Dalam Batasan Bank OCBC NISP Within Boundary of Bank OCBC NISP

Kinerja Ekonomi

√

Dampak Ekonomi Tidak Langsung

√

Di luar Batasan Bank OCBC NISP Outside Boundary of Bank OCBC NISP

Material Aspect / Topic

Economy Performance √

Indirect Economic Impact

Kepuasan Pelanggan

√

Costumer Satisfaction

Tata Kelola, Etika & Integritas

√

Governance, Ethics & Integrity

Tanggung Jawab Sosial

√

Pelatihan & Pendidikan

√

√

Social Responsibility Training & Education

Portofolio Produk

√

Product Portfolio

Privasi Pelanggan

√

Customer Privacy

Ketenagakerjaan

√

√

Employment

Komunikasi Pemasaran

√

Marketing Communication

Kesehatan & Keselamatan Kerja

√

Occupational Health & Safety

Energi

√

Energy

Limbah

√

Waste

123

Pengungkapan Standar Umum

Bank OCBC NISP Sustainability Report 2014 is prepared ‘in accordance’ with GRI-G4 Guidelines with option ‘core’. This report refers to the information disclosed to the public in the Annual Report 2014 Bank OCBC NISP. [G4-32]

Halaman | Page

Strategi dan Analisis G4-1

General Standard Disclosures Strategy and Analysis

Pernyataan dari pembuat keputusan yang paling senior di organisasi

Profil Organisasi

10, 14

Statement from the most senior decision-maker Organizational Profile

Nama organisasi

8

Name of the organization

G4-4

Merek Utama, produk, dan layanan utama

8

Primary brands, products, and services

G4-5

Lokasi kantor pusat organisasi

8

Location of the organization’s headquarters

G4-6

Negara tempat organisasi beroperasi

8

Countries where the organization operates

G4-7

Sifat kepemilikan dan badan hukum

8

Nature of ownership and legal form

G4-8

Pasar yang dilayani

32

Markets served

G4-9

Skala organisasi

G4-10

Tenaga kerja

87

Workforce

G4-11

Persentase total karyawan yang tercakup dalam perjanjian kerja bersama

8

Percentage of total employees covered by collective bargaining agreements

G4-12

Rantai pasokan organisasi

5

Organization’s supply chain

G4-13

Perubahan yang signifikan selama periode pelaporan

G4-14

Pendekatan atau prinsip kehati-hatian dilakukan oleh organisasi

G4-15

Piagam, prinsip-prinsip, atau inisiatif eksternal lainnya

Precautionary approach or principle is addressed by the organization External charters, principles, or other initiatives


Tidak ada prinsip/inisiatif eksternal yang diikusertakan No principles/ external initiatives to which the organization subscribes or which it endorses

Report any significant changes during the reporting period


103

Scale of the organization Sumber Daya Manusia Human Resources

Tidak ada perubahan signifikan selama periode pelaporan No significant changes during the reporting period


8

G4-3

8, Laporan Tahunan 2014 Annual Report 2014


Laporan Keberlanjutan Bank OCBC NISP 2014 disusun ‘sesuai dengan’ Panduan GRI-G4 dengan opsi ‘inti’. Laporan ini juga mengacu pada informasi yang diungkapkan untuk umum dalam Laporan Tahunan Bank OCBC NISP 2014. [G4-32]


INDEKS GRIGRI G4 & SECTOR REFERENSI GRI Index DISCLOSURES FINANCIAL SERVICE GRI G4 & Sector Disclosures Financial Service Reference



124


Pengungkapan Standar Umum

Halaman | Page

General Standard Disclosures

G4-16

Laporan Tahunan 2014 Annual Report 2014

Memberships of associations

Keanggotaan asosiasi

Aspek Material dan Boundary Teridentifikasi

Identified Material Aspects and Boundaries

G4-17

Entitas yang disertakan dalam laporan keuangan konsolidasi organisasi atau dokumen lain yang setara

121

Entities included in the organization’s consolidated financial statements or equivalent documents

G4-18

Proses untuk menentukan konten laporan dan Aspek Boundary

121

Process for defining the report content and the Aspect Boundaries

G4-19

Aspek Material yang terindentifikasi

122

Material Aspects identified

G4-20

Aspek Boundary dalam organisasi

122

Aspect Boundary within the organization

G4-21

Aspek Boundary di luar organisasi

122

Aspect Boundary outside the organization

G4-22

Pengaruh dari pernyataan ulang

121

Effect of any restatements

G4-23

Perubahan yang signifikan dari periode pelaporan sebelumnya

121

Significant changes from previous reporting periods

Hubungan dengan Pemangku Kepentingan

Stakeholder Engagement

G4-24

Daftar kelompok-kelompok pemangku kepentingan yang dilibatkan oleh organisasi

117-120

List of stakeholder groups engaged by the organization

G4-25

Dasar identifikasi dan pemilihan pemangku kepentingan yang akan dilibatkan

117-120

Basis for identification and selection of stakeholders with whom to engage

G4-26

Pendekatan organisasi dalam hubungan dengan pemangku kepentingan

117-120

Organization’s approach to stakeholder engagement

G4-27

Topik dan permasalahan utama yang pernah diajukan melalui hubungan dengan pemangku kepentingan

117-120

Report key topics and concerns that have been raised through stakeholder engagement

Profil Laporan

Report Profile

G4-28

Periode pelaporan

121

Reporting period

G4-29

Tanggal laporan sebelumnya yang paling terakhir

121

Date of most recent previous report

G4-30

Siklus pelaporan

121

Reporting cycle

G4-31

Kontak yang dapat dihubungi bila ada pertanyaan mengenai laporan atau kontennya

130

Contact point for questions regarding the report or its contents

Opsi ‘sesuai’ yang dipilih organisasi.

123

‘In accordance’ option the organization has chosen

Kebijakan organisasi dan praktik yang sedang berjalan sehubungan dengan memperoleh assurance eksternal untuk laporan

121

Organization’s policy and current practice with regard to seeking external assurance for the report

Struktur tata kelola organisasi

98

Governance structure of the organization

INDEKS KONTEN GRI G4-32

GRI CONTENT INDEX

ASSURANCE G4-33

ASSURANCE

TATA KELOLA G4-34

GOVERNANCE

ETIKA DAN INTEGRITAS G4-56

ETHICS AND INTEGRITY Nilai, prinsip, standar, dan norma perilaku organisasi seperti pedoman perilaku dan kode etik

20, 21

Organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics

Halaman Page

Specific Standard Disclosures and Financial Services Sector Supplement

Aspek-aspek Material

DMA dan Indikatornya

KATEGORI: EKONOMI

DMA EC

23, 24, 28

DMA EC

Kinerja Ekonomi

G4-EC1 Nilai ekonomi langsung yang dihasilkan dan didistribusikan

38, 41, 46, 47, 48, 56, 59

G4-EC1 Direct economic value generated and distributed

Dampak Ekonomi Tidak Langsung

G4-EC7 Pembangunan dan dampak dari investasi infrastruktur dan jasa yang diberikan G4-EC8 Dampak ekonomi tidak langsung yang signifikan, termasuk besarnya dampak

91-95

55

37, 53

G4-EC7 Development and impact of infrastructure investments and services support

Indirect Economic Impacts

G4-EN3 Konsumsi energi dalam organisasi

93

G4-EN3 Energy consumption within organization

G4-EN4 Konsumsi energi di luar organisasi

92

G4-EN4 Air Energy consumption outside of the organization

Air

G4-EN8 Total pengambilan air berdasarkan sumber

Data belum tersedia Data not available

Limbah

G4-EN23 Bobot total limbah berdasarkan jenis dan metode pembuangan

DMA EN

CATEGORY: ENVIRONMENTAL Energy

G4-EN8 Total water withdrawal by source

Water

G4-EN23 Total weight of waste by type and disposal method

Waste

CATEGORY: SOCIAL DMA LA

Ketenagakerjaan

G4-LA1 Jumlah total dan tingkat perekrutan karyawan baru dan turnover karyawan menurut kelompok umur, gender, dan wilayah

72

G4-LA1 Total number and rates of new employee hires and employee turnover by age group, gender, and region

G4-LA2 Tunjangan yang diberikan bagi karyawan purnawaktu yang tidak diberikan bagi karyawan sementara atau paruh waktu, berdasarkan lokasi operasi yang signifikan

38

G4-LA2 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation

G4-LA6 Jenis dan tingkat cedera, penyakit akibat kerja, hari hilang, dan kemangkiran, serta jumlah total kematian akibat kerja, menurut daerah dan gender

78

G4-LA6 Type of injury and rates of injury, occupational diseases, lost days, absenteeism, and total number of workrelated fatalities, by region and by gender

69, 70

DMA LA

Labor Practices & Decent Work

Employment

Occupational Health and Safety


Praktik Ketenagakerjaan & Kenyamanan Bekerja


KATEGORI: SOSIAL


Energi

Kesehatan dan Keselamatan Kerja

Economic Performance

G4-EC8 Significant indirect economic impacts, including the extent of impact

DMA EN

94

CATEGORY: ECONOMY

G4-EC2 Financial implications and other risks and opportunities for the organization’s activities due to climate change

KATEGORI: LINGKUNGAN

89, 90, 91, 95

Material Aspect


G4-EC2 Implikasi finansial dan risiko serta peluang lainnya kepada kegiatan organisasi karena perubahan iklim

DMA and Indicators


Pengungkapan Standar Spesifik dan Pengungkapan Sektor Jasa Keuangan

125




126


Pengungkapan Standar Spesifik dan Pengungkapan Sektor Jasa Keuangan Pelatihan dan Pendidikan

Halaman Page


G4-LA9 Jam pelatihan rata-rata per tahun per karyawan menurut gender, dan menurut kategori karyawan

75

G4-LA9 Average hours of training per year per employee by gender, and by employee catagory

G4-LA11 Persentase karyawan yang menerima reviu kinerja dan pengembangan karier secara reguler, menurut gender dan kategori karyawan

76

G4-LA11 Percentage of employees receiving regular performance and career development reviews, by gender and by employee category

Training and Education

Keberagaman dan Kesetaraan Peluang

G4-LA12 Komposisi badan tata kelola dan pembagian karyawan per kategori karyawan menurut gender, kelompok usia, keanggotaan kelompok minoritas, dan indikator keberagaman lainnya

87, 100

G4-LA12 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity

Diversity and Equal Opportunity

Kesetaraan Remunerasi Perempuan dan Laki-laki

G4-LA13 Rasio gaji pokok dan remunerasi bagi perempuan terhadap laki-laki menurut kategori karyawan, berdasarkan lokasi operasional yang signifikan

76, 77

G4-LA13 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation

Equal Remuneration for Women and Men

Sosial

DMA SO

45, 46

DMA SO

Masyarakat Lokal

G4-SO1 Persentase operasi dengan pelibatan masyarakat lokal, asesmen dampak, dan program pengembangan yang diterapkan

89

G4-SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs

FS13 Akses bagi wilayah dengan populasi rendah atau miskin secara ekonomi berdasarkan jenis

37

FS13 Access points in low-populated or economically disadvantaged areas by type

FS14 Inisiatif untuk meningkatkan akses ke layanan keuangan untuk orang-orang yang kurang beruntung

37

FS14 Initiatives to improve acces to financial service for disadvantaged people

G4-SO4 Komunikasi dan pelatihan mengenai kebijakan dan prosedur anti-korupsi

112

G4-SO4 Communication and training on anticorruption policies and procedures

G4-SO5 Insiden korupsi yang terbukti dan tindakan yang diambil

113

G4-SO5 Confirmed incident of corruption and actions taken

Anti-Korupsi

Social Local Communities

Anti-Corruption

Tanggung Jawab Atas Produk

DMA PR Sector Specific Aspect: Product Portfolio

Portofolio Produk

29, 89

DMA PR Sector Specific Aspect: Product Portfolio

Product Responsibility

FS1 Kebijakan dengan komponen lingkungan dan sosial tertentu diterapkan untuk lini bisnis

89

FS1 Policies with specific environmental and social components applied to business lines

Product Portfolio

FS2 Prosedur untuk menilai dan skrining risiko lingkungan dan sosial di lini bisnis

89

FS2 Procedures for assessing and screening environmental and social risks in business lines

FS3 Proses untuk memantau pelaksanaan klien dan kepatuhan dengan persyaratan lingkungan dan sosial termasuk dalam perjanjian

31, 89

FS4 Proses untuk meningkatkan kompetensi staf untuk melaksanakan kebijakan dan prosedur lingkungan dan sosial yang diterapkan pada lini bisnis

90

FS4 Process(es) for improving staff competency to implement the environmental and social policies and procedures as applied to business lines

FS5 Interaksi dengan klien/asosiasi/mitra bisnis mengenai risiko dan peluang lingkungan dan sosial

89

FS5 Interactions with clients/investees/ business partners regarding environmental and social risks and opportunities

FS6 Persentase portofolio untuk lini bisnis dengan wilayah tertentu, ukuran dan sektor

Laporan Tahunan 2014 Annual Report 2014

FS7 Nilai moneter dari produk dan layanan yang dirancang untuk memberikan manfaat sosial tertentu

31, 32

FS7 Monetary value of products and services designed to deliver a specific social benefit

G4-PR3 Jenis informasi produk dan jasa yang diharuskan oleh prosedur organisasi terkait dengan informasi dan pelabelan produk dan jasa, serta persentase kategori produk dan jasa yang signifikan harus mengikuti persyaratan informasi sejenis

29

G4-PR3 Type of product and service information required by the organization’s procedures for product and service information and labeling, and percentage of significant product and service categories subject to such information requirement

G4-PR5 Hasil survei untuk mengukur kepuasan pelanggan

43

G4-PR5 Results of surveys measuring customer satisfaction

FS6 Percentage of the portfolio for business lines by specific region, size and sector

FS16 Initiatives to enhance financial literacy by type of beneficiary

Tidak ada None

G4-PR8 Total number of substantiated complaints regarding breaches of customer privacy and loses of customer data

Customer Privacy


47, 54

Product and Service Labelling


G4-PR8 Jumlah total keluhan yang terbukti terkait dengan pelanggaran privasi pelanggan dan hilangnya data pelanggan

FS3 Processes for monitoring clients’ implementation of and compliance with environmental and social requirements included in agreements


FS16 Inisiatif untuk meningkatkan melek finansial berdasarkan jenis penerima Privasi Pelanggan



Pelabelan Produk dan Jasa

Halaman Page



127




128



Halaman Page


Audit

FS9 Cakupan dan frekuensi audit untuk menilai pelaksanaan kebijakan lingkungan dan sosial dan prosedur penilaian risiko

89

FS9 Coverage and frequency of audits to assess implementation of environmental and social policies and risk assessment procedures

Audit

Kepemilikan Aktif

FS10 Persentase dan jumlah perusahaan diselenggarakan dalam portofolio lembaga dengan mana organisasi telah berinteraksi pada isu-isu lingkungan atau sosial

89

F10 Percentage and number of companies held in the institution’s portfolio with which the organization has interacted on environmental or social issues

Active Ownership

FS12 Kebijakan Voting diterapkan untuk isu-isu lingkungan dan sosial untuk saham di mana organisasi melaporkan memegang hak untuk memilih saham atau menyarankan voting

89

FS12 Voting policies applied to environmental or social issues for shares over which the reporting organization holds the right to vote shares or advises on voting

129


LEMBAR TANGGAPAN ATAS INDEKS GRI LAPORAN KEBERLANJUTAN GRI Index BANK OCBC NISP 2014 Feedback form on Bank OCBC NISP Sustainability Report 2014



Thank you for your interest in providing feedback on Bank OCBC NISP Sustainability Report 2014. This form will allow you to provide your views for this Sustainability Report in a structured way.

Pandangan Anda adalah penting: Terima kasih untuk berbagi dengan kami.

Your views are important: Thank you for sharing them with us.


Terima kasih atas minat Anda dalam memberikan umpan balik terhadap Laporan Bank OCBC NISP Keberlanjutan 2014. Formulir ini akan memungkinkan Anda untuk memberikan pandangan terhadap Laporan Keberlanjutan ini dalam cara yang terstruktur.

Seberapa efektifkah Laporan Keberlanjutan ini mengkomunikasikan kinerja keberlanjutan Bank OCBC NISP? How effective does the Sustainability Report communicate Bank OCBC NISP’s sustainability performance? Kinerja Social Social Performance

c Sangat Efektif/ Very Effectively c Efektif/Effectively c Cukup Memuaskan/Satisfactorily c Buruk/Poorly Secara keseluruhan Anda menilai/Overall you found the: Kualitas informasi yang disajikan/ Quality of information in the report: c Sangat Bagus/Very good c Bagus/Good c Cukup/Fair c Buruk/Poor

Kejelasan & Transparansi Informasi/ Clarity & Transparency of Information:

Informatif, menarik untuk dibaca/ Informative, interesting reading:

Kemudahan untuk dibaca & Tampilan Visual/Readability & Visual appearance: c Sangat Bagus/Very good c Bagus/Good c Cukup/Fair c Buruk/Poor

c c c c

Sangat Bagus/Very good Bagus/Good Cukup/Fair Buruk/Poor

c c c c

Sangat Bagus/Very good Bagus/Good Cukup/Fair Buruk/Poor

Pada bagian apa saja Anda ingin melihat informasi tambahan yang disediakan? In what areas would you like to see additional information provided? .......................................................................................................

..........................................................................................................................................................................................................................................


Indikator (GRI atau lainnya) yang Anda ingin Kami laporkan untuk Laporan Keberlanjutan Bank OCBC NISP di masa yang akan datang? Which (GRI or other) indicators would you like to include in the future Bank OCBC NISP Sustainability Report?.............................


Format laporan/ Format of the report: c Sangat Bagus/Very good c Bagus/Good c Cukup/Fair c Buruk/Poor


Isi laporan/ Content of the report: c Sangat Bagus/Very good c Bagus/Good c Cukup/Fair c Buruk/Poor

130


Mohon diisi dengan lengkap Please provide the following details

Profil Organisasi/ Personal Organizational/Personal Profile Nama Organisasi Organization’s Name

Sektor Bisnis Business Sector

Jabatan Pekerjaan Job Title

Nama Name

Gender Gender

Usia Age

Alamat Address

E-mail E-mail

No. Telepon Phone No.

PRIVACY DISCLAIMER Profil organisasi/personal Anda akan diminta untuk memastikan akuntabilitas. Informasi ini untuk penggunaan internal saja. Informasi Anda tidak akan dipublikasikan, dan Bank OCBC NISP tidak akan menggunakan alamat email Anda untuk tujuan lain selain untuk menghubungi Anda secara langsung untuk menjelaskan respon. Your organizational/personal profile will be requested to ensure accountability. This information is for internal use only. Your details will not be made for public, nor will Bank OCBC NISP use your email address for any other purpose than to contact you directly to clarify a response.

BAGAIMANA MENGIRIMKAN FORMULIR UMPAN BALIK [G4-31] HOW TO SUBMIT YOUR FEEDBACK FORM [G4-31] Bila Anda telah selesai mengisi formulir ini, silahkan kirim melalui surat atau e-mail ke kontak berikut ini: When you have finished filling this form, please send us by mail or e-mail to this following contact: PT Bank OCBC NISP Tbk Corporate Communication Division Up. Tina Tjintawati OCBC NISP Tower Jl. Prof. Dr. Satrio Kav. 25 Jakarta 12940 - Indonesia Tel. (62-21) 255 33 888 Fax. (62-21) 579 44 000 E-mail : [email protected]

Daftar Isi

Contents

Elevating Sustainable Values

1

Mencapai Keberlanjutan Usaha Jangka Panjang Achieving Long Term Business Sustainability

Tentang Laporan Keberlanjutan About Sustainability Report

26

2

Visi Vision

3

Bersama Masyarakat Membangun Kesejahteraan Sosial Growing a Welfare Society with the Community

44

Bersama Karyawan Berinovasi Engaging Employee to Innovate

68 88

Misi Mission

3

Sekilas Bank OCBC NISP About Bank OCBC NISP

4

Mengelola Dampak Melestarikan Lingkungan Managing Impact Conserving Environment

Jejak Langkah Milestones

6

Menjaga Kehati-hatian Bank Maintaining a Prudent Bank

Profil Bank OCBC NISP Bank OCBC NISP Profile

96

8

Penghargaan Accolades

9

Hubungan Harmonis dengan Pemangku Kepentingan Harmonious Relations with Stakeholders

114

Tentang Laporan Ini About This Report

119

Referensi GRI4 & Sector Disclosures Financial Service

121

Lembar Tanggapan Atas Laporan Keberlanjutan Bank OCBC NISP 2014 Feedback Form on Bank OCBC NISP Sustainability Report 2014

127

Sambutan Presiden Komisaris Report from the Chairman Sambutan Presiden Direktur Report from the President Director

10 14

Komitmen Keberlanjutan Sustainability Commitment

20

Strategi Keberlanjutan Bank OCBC NISP Bank OCBC NISP Sustainability Strategy

22

Laporan Keberlanjutan 2014 Sustainability Report



Elevating Sustainable Value Head Office OCBC NISP Tower Jl. Prof. Dr. Satrio Kav.25 Jakarta 12940 - Indonesia Tel. (62-21) 255 33 888 Fax. (62-21) 579 44 000 www.ocbcnisp.com



PT Bank OCBC NISP Tbk Laporan Keberlanjutan

2014

Sustainability Report

Maintaining a Prudent Bank

Recommend Documents